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11-26-2024
AGENDA Special City Council Meeting (Capital & Parking Budgets) Tuesday, November 26, 2024 2:00 PM Council Chambers/Zoom App. All Council Meetings are open to the public in person, in Council Chambers or watched virtually. All electronic meetings can be viewed on this page, the City of Niagara Falls YouTube channel, the City of Niagara Falls Facebook page, along with YourTV Niagara. Page 1. CALL TO ORDER 2. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. 3. IN CAMERA SESSION OF COUNCIL 3.1. In-Camera Resolution - Special Meeting of November 26, 2024 (Updated) Special Meeting of November 26 2024 - Resolution to go In- Camera 3 3.2. In-Camera Resolution - Special Meeting of December 4, 2024 Special Meeting of December 4, 2024 - Resolution to go In- Camera 4 4. REPORTS 4.1. F-2024-41 Mayor's Proposed Draft 2025 Parking Budget F-2024-41 Mayor's Proposed Draft 2025 Parking Budget - Pdf Presentation - 2025 Parking Budget-FINAL 5 - 30 4.2. F-2024-42 (Presentation added) (comments added) 31 - 601 Page 1 of 602 2025 City of Niagara Falls Mayor’s Proposed Capital Budget F-2024-42 - 2024 City of Niagara Falls Mayor’s Proposed Capital Budget - Pdf 2025 CAPITAL BUDGET BOOK Presentation - 2025 Mayor's Proposed Capital Budget Capital Budget - comments from Councillor Lococo Capital Budget - comments from Councillor Pietrangelo Mayor's Proposed Capital Budget 2025 - comments from Peter Colosimo Correspondence from resident 2025 Mayor's Proposed Capital Budget Presentation (REVISED) 5. RATIFICATION OF IN-CAMERA 6. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by-law listed for Council consideration. 2024- 119. A by-law to adopt, ratify and confirm the actions of the City Council at its meeting held on the 26th day of November, 2024. By-law 2024-119 - 11 26 24 Confirming By-law 602 7. ADJOURNMENT Page 2 of 602 The City of Niagara Falls, Ontario Resolution November 26, 2024 Moved by: Seconded by: WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public is if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act. WHEREAS on November 26, 2024 at 2:00 p.m, Niagara Falls City Council will be holding a Special Closed Meeting as permitted under s. 239 (2) of the Municipal Act, namely; (a) The security of the property of the municipality or local board; (c) a proposed or pending acquisition or disposition of land by the municipality; (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. THEREFORE BE IT RESOLVED that on November 26, 2024, Niagara Falls City Council will go into a closed meeting to consider matters that fall under section 239 (2) (a) the security of various properties of the municipality; (c) to discuss the proposed disposition of various properties and how this may affect the Capital Budget and (k) instruction to be applied to negotiations in relation to athletic field agreements and capital projects AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 3 of 602 The City of Niagara Falls, Ontario Resolution December 4, 2024 Moved by: Seconded by: WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public is if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act. WHEREAS s. 5.1 of the City’s Procedural By-law states that all regular meetings of Council shall be held according to the schedule to be set annually AND that in the event that a Special Meeting of Council is required, the Clerk shall provide all Members with notice of a Special Meeting at least forty-eight hours before such meeting. WHEREAS on December 4, 2024 at 2:00 p.m, Niagara Falls City Council will be holding a Special Closed Meeting as permitted under s. 239 (3.1) of the Municipal Act, namely; 1. A meeting of council may be closed to the public if the meeting is held for the purpose of educating or training the members. 2. At the meeting, no member discusses or otherwise deals with any matter in a way that materially advances the business or decision-making of the council. THEREFORE BE IT RESOLVED that on December 4, 2024, Niagara Falls City Council will go into a closed meeting to consider matters that fall under section 239 (3.1) educational aspects related to the updated Official Plan. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 4 of 602 F-2024-41 Report Report to: Mayor and Council Date: November 26, 2024 Title: Mayor's Proposed Draft 2025 Parking Budget Recommendation(s) 1. THAT Council APPROVE the three (3) new Full Time Equivalent (FTE) position requests outlined in attachment 2. 2. THAT Council APPROVE the closure and reallocation of the Parking Reserve Fund with $125,000 of the current funds to be transferred to the Parking Stabilization Special Purpose Reserve and the remainder to be transferred to the Parking - unallocated Capital Special Purpose Reserve. Should Council be satisfied all possible amendments have been considered: 3. THAT Council shorten the 30 day review period (November 8, 2024 to December 8, 2024), allowed under the Strong Mayors Act, by 12 days, such that the review period ends on November 26, 2024. If no amendments have been made and recommendation #3 has been approved to shorten the review period, then the budget will be deemed adopted (i.e. approved) as of November 26, 2024. If amendments have been made, please consider recommendation #4 (if no amendments, recommendation #4 is not applicable) Should the Mayor be satisfied that he will not exercise his veto rights to Council’s amendments: 4. THAT the Mayor consider shortening his 10-day veto period by 10 days, by providing written documentation to members of Council and the Municipal Clerk to shorten the veto period, such that the veto period ends on November 26, 2024, thereby allowing the Mayor's Proposed Draft 2025 Parking Budget to be deemed adopted on November 26, 2024. Page 1 of 14 Page 5 of 602 Executive Summary The purpose of this report is to explain larger budget to budget variances between the proposed draft 2025 Parking Budget and the approved 2024 Parking Budget contained in Attachment 1. The 2025 draft parking budget continues to be self sustaining, funded by parking user fees, permits and fine revenues and contains expenses and revenues each totaling $1,652,793 which is an increase of $92,693 or 5.9% as compared to 2024 ($1,560,100). Parking Services and Municipal Enforcement Services merged in July 2024 and as a result some staff in each area are now assisting both Parking and Enforcement. Some highlights of the Parking Budget include: 3 new position requests as indicated in Attachment 2 - Municipal Enforcement/Parking Supervisor and two (2) Junior Municipal Enforcement Officers, to be funded 75% by the Tax Levy Supported Operating Budget and 25% by the Parking Budget. A reduction of $38,000 in Commissionaires budget as well as a transfer of 10% or $29,000 of the Commissionaires budget to Municipal Enforcement. A $50,000 transfer to the Parking unallocated Capital Special Purpose Reserve to assist in meeting the annual Asset Management Funding Target for Parking ($200,000 per year recommended). Analysis Attachment 1 contains the draft 2025 Parking Budget in Summary on page 1 followed by the draft 2025 Parking Budget by account number. The following notes correspond to the summary contained in Attachment 1. For further clarity, if there is a note number notation to the right of the variance column in Attachment 1, then there is a corresponding explanation to that note number located below. Please refer to this report in conjunction with the attachment. REVENUES 1. Fines budget has increased by $82,193 or 14.9% from $550,000 to $632,193. To date fines collected in 2024 total $594,932 with 6 weeks to go in the year. Staff feel confident fines levied in 2025 will be consistent with 2024. 2. Permits budget has increased in various lots however overall has decreased by $9,700 or 6.6% from $147,100 to $137,400 due to the removal of $24,000 budgeted in permit revenue in 2024 in Lot 17 - Morrison and the reduction of $8,000 in permit revenue in Lot 19 City Hall. These reductions are both due to a large customer in the area no longer purchasing permits. Page 2 of 14 Page 6 of 602 3. User Fees budget has increased by $20,200 or 2.3% from $860,500 to $880,700. To date user fees in 2024 total $837,986 with 6 weeks to go in the year. Staff feel a budget of $880,700 for 2025 is reasonable given the recent upward trend. EXPENSES 4. Labour and Benefits has increased by $105,253 or 18.8% from $559,629 to $664,882 mainly due to the following factors: 25% allocated of three (3) new FTE positions as identified in attachment 2 adding $77,247 to the budget. 5% allocation of General Manager of Planning, Building and Development (PBD) and Executive Analyst of PBD salaries and benefits allocated to Parking adding $17,988 to the budget. 5. Contracted Services budget has decreased by $15,000 or 3.2% from $464,000 to $449,000 due to the following changes: Decrease of Commissionaires budget by a total of $67,000 which includes $38,000 reduction or 11.5% from 2024 budget of $328,000 to $290,000 and then a further reallocation of $29,000 or 10% of the total 2025 Commissionaires budget from Parking to Municipal Enforcement resulting in a Commissionaires budget of $261,000 in Parking. New budget of $23,000 for a Hearing Officer who will review penalty disputes not resolved by the municipality in a pseudo judicial method outside of the POA. All decisions of the hearing officer are final and not able to be appealed in any judicial court. New budget of $29,000 for additional Service Agreement Costs. 6. Snow Plowing budget has decreased by $14,000 or 12.6% from $111,000 to $97,000 to better reflect actual weather trends over the past few years. 7. For the second consecutive year the Parking Fund is budgeting a surplus of $50,000. As opposed to a Transfer to Reserve Funds (2024), in 2025 staff have recommended a Transfer to Capital Special Purpose Reserves. Please see below Reserve and Reserve Funds section for further discussion on this. 8. Overall Revenue and Expenses have increased by $92,693 or 5.9% from $1,560,100 to $1,652,793 for the reasons noted above. RESERVE AND RESERVE FUNDS Page 3 of 14 Page 7 of 602 Historically Parking has had one Reserve Fund (Parking Reserve Fund) and no Special Purpose Reserves. The Parking Reserve Fund has a balance at December 31, 2023 of $488,877. Staff are recommending that the Reserve Fund be closed and reallocated into two Special Purpose Reserves as follows: $125,000 to a newly created Parking Rate Stabilization Special Purpose Reserve to be used to fund any unforeseen deficits in the annual operating parking budget. $363,877 to a newly created Parking - unallocated Capital Special Purpose Reserve to be used to fund capital needs in Parking. PARKING ASSET MANAGEMENT Excluding any backlog amounts, the annual asset management funding target for Parking is $200,000 per year which is mainly to address the asset condition of the paid parking lots. While the parking budget is not healthy enough at this time to support an annual $200,000 contribution to capital, staff have included a $50,000 transfer to capital in 2025. Implementing consistent transfers to dedicated reserves will help to ensure that an asset management/state of good repair capital rehabilitation program is maintained for parking services. If implemented and funded properly, the establishment of parking reserves will allow the City to provide adequate parking services, however, as City assets age and new assets are constructed annual re-investment rates should be periodically assessed and revised to allow for the proper management of the asset portfolio and reserves over the life of the asset. Operational Implications and Risk Analysis Nothing to note. Financial Implications/Budget Impact Financial implications have been communicated above in the analysis section. Consistent with 2024, in 2025, the Parking Fund is not budgeting a transfer from the tax rate stabilization reserve (i.e. tax levy funds) in order to balance but rather a small surplus of $50,000 is projected and budgeted to be transferred to the Parking unallocated Capital Special Purpose Reserve. Strategic Plan Pillars Sustainability - Financial Effectively managing the City’s financial resources to meet our current and future obligations without relying on external funding sources or sacrificing our ability to deliver essential services to our residents . Page 4 of 14 Page 8 of 602 Contributor(s) Paul Brown, Manager of Parking Services List of Attachments F-2024-41 Attachment 1 Mayor's Proposed 2025 Parking Budget - 2025 Budget to 2024 Budget Comparison F-2024-41 Attachment 2 - 2024 New Parking Positions Requested Written by: Tiffany Clark, Director of Finance Sebastian Zukowski, Senior Financial Analyst Submitted by: Status: Shelley Darlington, General Manager of Corporate Services Approved - 19 Nov 2024 Page 5 of 14 Page 9 of 602 Attachment 1 F-2024-41 November 26, 2024 2025 Budget to 2024 Budget Comparison Budget Budget Increase/ (Decrease) Increase/ (Decrease) 2025 2024 $% REVENUES Fines 632,193 550,000 82,193 14.9%[1] Permits 137,400 147,100 (9,700)(6.6%)[2] User Fees 880,700 860,500 20,200 2.3%[3] Licenses 2,500 2,500 0 0.0% Miscellaneous Revenue 1,652,793 1,560,100 92,693 5.9% TOTAL REVENUE 1,652,793 1,560,100 92,693 5.9%[8] EXPENSES Labour 510,592 431,028 79,564 18.5% Employee Benefits Allocation 152,790 125,601 27,189 21.6% Overtime 1,500 3,000 (1,500)(50.0%) Labour and Benefits 664,882 559,629 105,253 18.8%[4] Materials 69,600 63,000 6,600 10.5% Professional Development 800 800 0 0.0% Insurance Premiums 5,258 10,258 (5,000)(48.7%) Conferences/Conventions 4,000 3,000 1,000 33.3% Membership/Subscriptions 700 1,400 (700)(50.0%) Office Supplies 6,400 6,400 0 0.0% Electricity 8,200 6,200 2,000 32.3% Materials 94,958 91,058 3,900 4.3% Contracted Services 449,000 464,000 (15,000)(3.2%)[5] Snow Plowing 97,000 111,000 (14,000)(12.6%)[6] Contracted Services 546,000 575,000 (29,000)(5.0%) Rents and Financial Expenses 102,000 102,000 0 0.0% Internal Rent 104,859 98,453 6,406 6.5% Indirect Costs 88,733 84,474 4,259 5.0% Interdepartmental Transfers 1,361 0 1,361 0.0% To Reserve Funds 0 49,486 (49,486)(100.0%)[7] To Capital/Capital SPR 50,000 0 50,000 0.0%[7] Internal Transfers 244,953 232,413 12,540 5.4% TOTAL EXPENSES 1,652,793 1,560,100 92,693 5.9%[8] (Surplus)/Deficit 0 0 0 2025 Mayor's Proposed Parking Budget Page 6 of 14 Page 10 of 602 GL5280 Page :1CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341000-->PARKING MAINTENANCE SERVICES 3-->EXPENSE 17-3-341000-010000 LABOUR 410,754 332,610 17-3-341000-010013 EMPLOYEE BENEFITS ALLOCATION 129,028 103,342 17-3-341000-010016 OVERTIME 1,500 3,000 17-3-341000-030001 MATERIALS ITC 51,100 34,800 17-3-341000-030005 PROFESSIONAL DEVELOPMENT 800 800 17-3-341000-030017 INSURANCE PREMIUMS AND SETTLEM 5,258 10,258 17-3-341000-030018 CONFERENCES/CONVENTIONS 4,000 3,000 17-3-341000-040001 CONTRACTED SERVICES ITC 99,000 99,000 17-3-341000-040007 SNOW PLOWING 25,000 30,000 17-3-341000-050001 RENTS AND FINANCIAL EXPENSES I 30,000 30,000 17-3-341000-080002 TO CAPITAL SPECIAL PURPOSE RES 50,000 0 17-3-341000-080004 TO RESERVE FUNDS 0 49,486 17-3-341000-090000 INTERNAL RENT 49,203 51,306 17-3-341000-090001 INDIRECT COSTS 88,733 84,474 17-3-341000-090002 INTERDEPARTMENTAL TRANSFERS 1,361 0 Total EXPENSE 945,737 832,076 4-->REVENUE 17-4-341000-680000 PERMITS -18,000 -19,900 17-4-341000-710000 USER FEES -580,000 -545,000 Total REVENUE -598,000 -564,900 PARKING MAINTENANCE SERVICES Surplus/Deficit 347,737 267,176 341102-->PARKING LOT #2 - PARK / ERIE 3-->EXPENSE 17-3-341102-030001 MATERIALS ITC 1,000 1,000 17-3-341102-040007 SNOW PLOWING 5,000 5,000 Total EXPENSE 6,000 6,000 4-->REVENUE 17-4-341102-680000 PERMITS -17,000 -16,000 17-4-341102-710000 USER FEES -500 -2,000 Total REVENUE -17,500 -18,000 PARKING LOT #2 - PARK / ERIE Surplus/Deficit -11,500 -12,000 341103-->PARKING LOT #3 - PARK / ST CLAIR Page 7 of 14 Page 11 of 602 GL5280 Page :2CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 3-->EXPENSE 17-3-341103-030001 MATERIALS ITC 1,500 2,000 17-3-341103-040007 SNOW PLOWING 4,200 5,000 Total EXPENSE 5,700 7,000 4-->REVENUE 17-4-341103-680000 PERMITS -20,000 -15,000 17-4-341103-710000 USER FEES -12,000 -8,000 Total REVENUE -32,000 -23,000 PARKING LOT #3 - PARK / ST CLAIR Surplus/Deficit -26,300 -16,000 341104-->PARKING LOT #4 - ELLEN 3-->EXPENSE 17-3-341104-030001 MATERIALS ITC 7,000 8,200 17-3-341104-030008 ELECTRICITY ITC 1,000 1,000 17-3-341104-040007 SNOW PLOWING 6,000 5,500 Total EXPENSE 14,000 14,700 4-->REVENUE 17-4-341104-710000 USER FEES -130,000 -140,000 Total REVENUE -130,000 -140,000 PARKING LOT #4 - ELLEN Surplus/Deficit -116,000 -125,300 341105-->PARKING LOT #5 - COLLEGE / PALMER 3-->EXPENSE 17-3-341105-030001 MATERIALS ITC 0 200 17-3-341105-040007 SNOW PLOWING 200 500 Total EXPENSE 200 700 4-->REVENUE 17-4-341105-710000 USER FEES -2,000 -6,000 Total REVENUE -2,000 -6,000 PARKING LOT #5 - COLLEGE / PALMER Surplus/Deficit -1,800 -5,300 341107-->PARKING LOT #7 - HURON / ONTARIO 3-->EXPENSE 17-3-341107-030001 MATERIALS ITC 0 700 Page 8 of 14 Page 12 of 602 GL5280 Page :3CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-3-341107-040007 SNOW PLOWING 4,000 5,500 Total EXPENSE 4,000 6,200 4-->REVENUE 17-4-341107-680000 PERMITS -10,000 -7,500 Total REVENUE -10,000 -7,500 PARKING LOT #7 - HURON / ONTARIO Surplus/Deficit -6,000 -1,300 341108-->PARKING LOT #8 - HURON / ST CLAIR 3-->EXPENSE 17-3-341108-030001 MATERIALS ITC 0 600 17-3-341108-040007 SNOW PLOWING 4,000 5,500 Total EXPENSE 4,000 6,100 4-->REVENUE 17-4-341108-680000 PERMITS -14,000 -10,000 Total REVENUE -14,000 -10,000 PARKING LOT #8 - HURON / ST CLAIR Surplus/Deficit -10,000 -3,900 341109-->PARKING LOT #9 - HURON / ST LAWRENCE 3-->EXPENSE 17-3-341109-030001 MATERIALS ITC 0 500 17-3-341109-040007 SNOW PLOWING 4,200 4,500 Total EXPENSE 4,200 5,000 4-->REVENUE 17-4-341109-680000 PERMITS -2,500 -900 17-4-341109-710000 USER FEES -800 -200 Total REVENUE -3,300 -1,100 PARKING LOT #9 - HURON / ST LAWRENCE Surplus/Defic 900 3,900 341112-->PARKING LOT #12 - SYLVIA PLACE 3-->EXPENSE 17-3-341112-040007 SNOW PLOWING 5,000 7,000 Total EXPENSE 5,000 7,000 4-->REVENUE Page 9 of 14 Page 13 of 602 GL5280 Page :4CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-4-341112-680000 PERMITS -20,000 -12,000 17-4-341112-710000 USER FEES -2,200 -2,000 Total REVENUE -22,200 -14,000 PARKING LOT #12 - SYLVIA PLACE Surplus/Deficit -17,200 -7,000 341113-->PARKING LOT #13 - MAIN 3-->EXPENSE 17-3-341113-040007 SNOW PLOWING 6,000 6,000 Total EXPENSE 6,000 6,000 4-->REVENUE 17-4-341113-680000 PERMITS -2,500 -4,000 17-4-341113-710000 USER FEES -200 -800 Total REVENUE -2,700 -4,800 PARKING LOT #13 - MAIN Surplus/Deficit 3,300 1,200 341114-->PARKING LOT #14 - LUNDY'S 3-->EXPENSE 17-3-341114-040007 SNOW PLOWING 4,200 4,500 Total EXPENSE 4,200 4,500 4-->REVENUE 17-4-341114-680000 PERMITS -13,000 -10,000 Total REVENUE -13,000 -10,000 PARKING LOT #14 - LUNDY'S Surplus/Deficit -8,800 -5,500 341115-->PARKING LOT #15 - McGRAIL 3-->EXPENSE 17-3-341115-030001 MATERIALS ITC 0 1,000 17-3-341115-040007 SNOW PLOWING 3,500 5,000 Total EXPENSE 3,500 6,000 4-->REVENUE 17-4-341115-680000 PERMITS -11,500 -11,200 Total REVENUE -11,500 -11,200 PARKING LOT #15 - McGRAIL Surplus/Deficit -8,000 -5,200 Page 10 of 14 Page 14 of 602 GL5280 Page :5CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 341116-->PARKING LOT #16 - KITCHENER (HOSPITAL) 3-->EXPENSE 17-3-341116-030008 ELECTRICITY ITC 1,200 800 17-3-341116-040007 SNOW PLOWING 5,000 6,000 Total EXPENSE 6,200 6,800 4-->REVENUE 17-4-341116-680000 PERMITS -6,000 -6,000 17-4-341116-710000 USER FEES -1,500 -4,000 Total REVENUE -7,500 -10,000 PARKING LOT #16 - KITCHENER (HOSPITAL) Surplus/Def -1,300 -3,200 341117-->PARKING LOT #17 - MORRISON STREET 3-->EXPENSE 17-3-341117-030001 MATERIALS ITC 0 1,000 17-3-341117-040007 SNOW PLOWING 4,500 4,500 Total EXPENSE 4,500 5,500 4-->REVENUE 17-4-341117-680000 PERMITS 0 -24,000 Total REVENUE 0 -24,000 PARKING LOT #17 - MORRISON STREET Surplus/Deficit 4,500 -18,500 341118-->PARKING LOT #18 - KITCHENER / VICTORIA 3-->EXPENSE 17-3-341118-030001 MATERIALS ITC 0 2,500 17-3-341118-030008 ELECTRICITY ITC 6,000 4,400 17-3-341118-040007 SNOW PLOWING 7,000 7,000 Total EXPENSE 13,000 13,900 4-->REVENUE 17-4-341118-680000 PERMITS -1,900 -1,600 17-4-341118-710000 USER FEES -110,000 -99,000 Total REVENUE -111,900 -100,600 PARKING LOT #18 - KITCHENER / VICTORIA Surplus/Def -98,900 -86,700 341119-->PARKING LOT #19 - CITY HALL Page 11 of 14 Page 15 of 602 GL5280 Page :6CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 3-->EXPENSE 17-3-341119-030001 MATERIALS ITC 0 1,500 17-3-341119-040007 SNOW PLOWING 5,500 5,500 Total EXPENSE 5,500 7,000 4-->REVENUE 17-4-341119-680000 PERMITS -1,000 -9,000 17-4-341119-710000 USER FEES -1,500 -3,500 Total REVENUE -2,500 -12,500 PARKING LOT #19 - CITY HALL Surplus/Deficit 3,000 -5,500 341120-->PARKING LOT #20 - BENDER / PALMER 3-->EXPENSE 17-3-341120-030001 MATERIALS ITC 0 2,000 17-3-341120-040007 SNOW PLOWING 3,700 4,000 Total EXPENSE 3,700 6,000 4-->REVENUE 17-4-341120-670000 LICENSES -2,500 -2,500 17-4-341120-710000 USER FEES -40,000 -50,000 Total REVENUE -42,500 -52,500 PARKING LOT #20 - BENDER / PALMER Surplus/Deficit -38,800 -46,500 342005-->PARKING CONTROL SERVICES 3-->EXPENSE 17-3-342005-010000 LABOUR 99,838 98,418 17-3-342005-010013 EMPLOYEE BENEFITS ALLOCATION 23,762 22,259 17-3-342005-030001 MATERIALS ITC 9,000 7,000 17-3-342005-030034 MEMBERSHIP/SUBSCRIPTIONS 700 1,400 17-3-342005-030035 OFFICE SUPPLIES 6,400 6,400 17-3-342005-040001 CONTRACTED SERVICES ITC 350,000 365,000 17-3-342005-050001 RENTS AND FINANCIAL EXPENSES I 72,000 72,000 17-3-342005-090000 INTERNAL RENT 55,656 47,147 Total EXPENSE 617,356 619,624 4-->REVENUE 17-4-342005-730001 FINES -632,193 -550,000 Total REVENUE -632,193 -550,000 Page 12 of 14 Page 16 of 602 GL5280 Page :7CITY OF NIAGARA FALLS Date :Nov 08, 2024 Time :2:30 pmBudget Report By Function From Category :111000 To Category :823021 Account Code :17-?-??????-??????To :17-?-??????-?????? 2025 2024 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES PARKING CONTROL SERVICES Surplus/Deficit -14,837 69,624 Total PARKING FUND 0 0 Page 13 of 14 Page 17 of 602 Attachment 2 F-2024-41 November 26, 2024 Position Brief Job Description Recommended for Budget Approval? 1 Municipal Enforcement/Parking Supervisor New FTE to support the Manager of Municipal Enforcement and Manager of Parking Services. To be funded 75% from the Tax Levy Budget and 25% from the Parking Budget. Y 2 Junior Municipal Enforcement Officer New FTE to support Municipal Enforcement and Parking Services. To be funded 75% from the Tax Levy Budget and 25% from the Parking Budget. Y 3 Junior Municipal Enforcement Officer New FTE to support Municipal Enforcement and Parking Services. To be funded 75% from the Tax Levy Budget and 25% from the Parking Budget. Y 2025 Parking/Tax Levy Funded Positions Requested Page 14 of 14Page 18 of 602 MAYOR’S PROPOSED 2025 PARKING BUDGET N O V E M B E R 2 6 , 2 0 2 4 Page 19 of 602 2 Parking five-year history 2025 Parking BudgetREVENUES 2024*2023 2022 2021 2020 Fines 594,932 633,433 456,711 241,443 307,004 Permits & Licences 140,297 197,870 138,982 124,481 144,556 User Fees 837,986 937,101 661,455 327,680 384,985 Total External Revenue (excl. safe restart grant) 1,573,215 1,768,404 1,257,148 693,604 836,545 Total Expenses (1,239,990)(1,308,112)(1,493,774)(1,360,650)(1,246,867) Net Surplus/(Deficit)333,225 460,292 (236,626)(667,046)(410,322) *2024 figures as of November 19, 2024. Year not yet complete, final year end entries and allocations not yet complete, figures will change. ACTUALS Page 20 of 602 Request for three (3) new Full Time Equivalent (FTE) positions to be funded 25% by Parking and 75% by the Tax Levy Supported Operating Budget as follows: 1.Municipal Enforcement/Parking Supervisor 2.Junior Municipal Enforcement Officer 3.Junior Municipal Enforcement Officer This is an impact of $77,000 in labour and benefits added to the Parking Budget however there is a partially offsetting decrease of $38,000 in Commissionaire costs. 32025 Parking BudgetParking budget STAFFING REQUESTS Page 21 of 602 Introduction of a transfer to Capital Special Purpose Reserves of $50,000. Excluding backlog, the Asset Management Plan indicates the contribution in Parking in order to maintain existing parking infrastructure should be approximately $200,000 per year. Parking will need to continue to use other funding sources such as OLG funding in order to mitigate the backlog as well as the $150,000 shortfall in annual funding available from the Parking Budget. 42025 Parking BudgetParking budget ASSET MANAGEMENT Page 22 of 602 52025 Parking BudgetREVENUES 2025 2024 VARIANCE ($)VARIANCE (%) Fines 632,193 550,000 82,193 14.9% Permits & Licences 139,900 149,600 (9,700)(6.5)% User Fees 880,700 860,500 20,200 2.3% TOTAL 1,652,793 1,560,100 92,693 5.9% Parking budget comparison REVENUES Page 23 of 602 62025 Parking BudgetEXPENSES 2025 2024 VARIANCE ($)VARIANCE (%) Salaries & Wages 510,592 431,028 79,564 18.5% Employee Benefits 152,790 125,601 27,189 21.6% Overtime 1,500 3,000 (1,500)(50.0)% Materials 94,958 91,058 3,900 4.3% Contract Services 546,000 575,000 (29,000)(5.0)% Rents & Financials 102,000 102,000 -0.0% Internal Transfers 244,953 232,413 12,540 5.4% TOTAL 1,652,793 1,560,100 92,693 5.9% EXPENSESParking budget comparison Page 24 of 602 72025 Parking BudgetRESPONSIBILITY CENTRE Surplus/(Deficit) 2025 Surplus/(Deficit) 2024 CHANGE ($)CHANGE (%) Parking Maintenance (347,737)(267,176)(80,561)30.2% Lot 2 (Park/Erie)11,500 12,000 (500)(4.2)% Lot 3 (Park/St. Clair)26,300 16,000 10,300 64.4% Lot 4 (Ellen)116,000 125,300 (9,300)(7.4)% Lot 5 (College/Palmer)1,800 5,300 (3,500)(66.0)% Lot 7 (Huron/Ontario)6,000 1,300 4,700 361.5% Lot 8 (Huron/St. Clair)10,000 3,900 6,100 156.4% Lot 9 (Huron/St. Lawrence)(900)(3,900)3,000 (76.9)% Lot 12 (Sylvia Place)17,200 7,000 10,200 145.7% ***Continued on next slide*** BY RESPONSIBILITY CENTREParking budget Page 25 of 602 82025 Parking Budget***Continued from last slide*** RESPONSIBILITY CENTRE Surplus/ (Deficit) 2025 Surplus/ (Deficit) 2024 CHANGE ($)CHANGE (%) Lot 13 (Main)(3,300)(1,200)(2,100)175.0% Lot 14 (Lundy's Lane)8,800 5,500 3,300 60.0% Lot 15 (McGrail)8,000 5,200 2,800 53.8% Lot 16 (Kitchener - Hospital)1,300 3,200 (1,900)(59.4)% Lot 17 (Morrison)(4,500)18,500 (23,000)(124.3)% Lot 18 (Kitchener/Victoria)98,900 86,700 12,200 14.1% Lot 19 (City Hall)(3,000)5,500 (8,500)(154.5)% Lot 20 (Bender/Palmer)38,800 46,500 (7,700)(16.6)% Parking Control Services 14,837 (69,624)84,461 (121.3)% BY RESPONSIBILITY CENTREParking budget Page 26 of 602 1.THAT Council APPROVE three (3) new Full Time equivalent (FTE) position requests outlined in Attachment 2 of report F-2024-41. 2.THAT Council APPROVE the closure and reallocation of the Parking Reserve Fund with $125,000 of the current funds to be transferred to the Parking Stabilization Special Purpose Reserve and the remainder to be transferred to the Parking - unallocated Capital Special Purpose Reserve. 92025 Parking BudgetRecommendations Page 27 of 602 Should Council be satisfied all possible amendments have been considered: 3.THAT Council shorten the 30-day review period (November 8, 2024 to December 8, 2024), allowed under the Strong Mayors Act, by 12 days, such that the review period ends on November 26, 2024 If no amendments have been made and recommendation #3 has been approved to shorten the review period, then the budget will be deemed adopted (i.e. approved) as of November 26, 2024. 102025 Parking BudgetRecommendations Page 28 of 602 112025 Parking BudgetRecommendations If amendments have been made, please consider recommendation #4 (if no amendments, recommendation #4 is not applicable). Should the Mayor be satisfied that he will no exercise his veto rights to Council’s amendments: 4.THAT the Mayor consider shortening his 10-day veto period by 10 days, by providing written documentation to members of Council and the Municipal Clerk to shorten the veto period, such that the veto period ends on November 26, 2024, thereby allowing the Mayor's Proposed Draft 2025 Parking Budget to be deemed adopted on November 26, 2024.Page 29 of 602 122025 Parking BudgetTHANK YOU Questions?Page 30 of 602 F-2024-42 Report Report to: Mayor and Council Date: November 26, 2024 Title: 2025 City of Niagara Falls Mayor’s Proposed Capital Budget Recommendation(s) 1. That list of projects proposed to be closed including the associated transfers to/from reserves and reserve funds, as outlined in Attachment 4, BE APPROVED; and 2. That the two (2) parks-related budget amendments to swap funding from capital special purpose reserves to OLG reserves, as outlined in Attachment 5, BE APPROVED; and 3. That the two (2) budget adjustments adding funds to existing projects and the three (3) new projects to undertake immediate work and facilitate the closure of exiting projects, as outlined in Attachment 6, BE APPROVED; and 4. That the three (3) budget amendments swapping Wet Weather Management Grant Funding from Niagara Region for Capital Special Purposes Reserves, out outlined in Attachment 7, BE APPROVED; and 5. THAT Council APPROVE the two (2) new Full Time Equivalent (FTE) position requests as outlined in Attachment 8, fully funded by the capital budget; and 6. That Council APPROVE the Community Decision Making Project (R&C-2024-20) to be undertaken on a 2-year cycle funded annually in the capital budget; and 7. That Council DIRECT staff to report back with a list of potential initiatives prior to the start of the next community decision making engagement exercise; and 8. That Council DIRECT staffto report back to Council for formal approval of debt financing outlined in Attachment 1, once the 2025 Mayor’s Proposed Capital Budget has been deemed adopted; and 9. That Council APPROVE an increase to the annual Capital Levy of 2.5% from 1.5% to 4.0% and REFER this budgetary pressure to the operating budget process, to begin increasing annual capital investment to help maintain the City’s assets; and Page 1 of 37 Page 31 of 602 Should Council be satisfied all possible amendments have been considered: 10. THAT Council shorten the 30-day review period (November 6, 2024 to December 5, 2024), allowed under the Strong Mayors Act, by nine (9) days, such that the review period ends on November 26, 2024. If no amendments have been made and recommendation #10 has been approved to shorten the review period, then the budget will be deemed adopted (i.e. approved) as of November 26, 2024. If amendments have been made, please consider recommendation #11 (if no amendments, recommendation #11 is not applicable) Should the Mayor be satisfied that he will not exercise his veto rights to Council’s amendments: 11. THAT the Mayor consider shortening his 10-day veto period by 10 days, by providing written documentation to members of Council and the Municipal Clerk to shorten the veto period, such that the veto period ends on November 26, 2024, thereby allowing the Mayor's Proposed Draft 2025 Capital Budget to be deemed adopted on November 26, 2024. Executive Summary The 2025 Mayor’s Proposed Capital Budget (2025 Capital Budget), as presented, represents months of effort and deliberation by staff across the City, resulting in the 2025 Mayor’s Proposed Capital Budget totaling $50,269,000. The 2025 Capital Budget continues to focus on investments in the state of good repair of the City’s existing, aging assets, including over $4.1M in road-related programs, $3.2M in the fleet program and $1.2M to replace Rescue 3, to name a few. 94% of the capital budget focuses on state of good repair and growth-related investments. On June 21, 2022, Council endorsed the City’s Asset Management Plan (AMP) for Core Assets focusing on Roads, Bridges/Culverts, Stormwater, Water and Wastewater requirements under O.Reg 588/17. On May 15, 2024, Council endorsed the City’s Asset Management Plan (AMP) for Non-Core Assets focusing on all City assets not already identified in the Core AMP per requirements under O.Reg 588/17. To maintain the current levels of service and prevent the renewal backlog from growing, the City anticipates an average annual funding gap of $24.5M for tax supported assets and $3.13M for rate supported assets. The funding strategy focuses on sustainable funding sources and excludes OLG funding which is typically used to fund strategic investments, rather than asset renewal. On June 1, 2023, the Ontario Government made changes to Bill 3 and Regulation 530/22 which expanded “Strong Mayor Powers” to 26 municipalities including the City of Page 2 of 37 Page 32 of 602 Niagara Falls. These changes took effect on July 1, 2023. On September 10, 2024, the Mayor directed staff to prepare the Draft 2025 Capital Budget and that the Draft Capital Budget be provided to each member of Council and the public. Per this new legislation the Capital Budget as presented is the 2025 Mayor’s Proposed Capital Budget. Consistent with previous years, the City is continuing to advance its policy to account for the impact of debt on the operating levy or water/wastewater rate at the time of approval for the project rather than at the issuance of the debt (which could be several years after the approval of the project). During the 2025 Capital Budget Process, Staff continues to try to mitigate the impact of debt by leveraging Development Charge recoveries and adopting a phased-in approach. The only proposed new debt in 2025 ($2.4M) is fully funded by Development Charges and therefore will not create any operating impacts to the levy or rate budgets. Debt is not issued until completion of the project, which provides a longer time horizon to raise the funds required to cover the debt payments. Staff will continue to gradually phase in debt over the next few years. Throughout 2024 there have been several Capital Budget Amendments. Rather than pre-approving them as part of the 2025 Capital Budget, staff identified sources of funding to support these in-year requests at the time of approval. In total $10,596,986 of gross budget amendments were approved in-year up to November 6, 2024. When considering these amendments alongside the City’s 2025 capital budget, it amounts to $60,865,986 in total approved and proposed capital since the approval of the 2024 Capital Budget. Background The City’s tax supported operating budget allocates approximately $3,500,000 for Capital investments annually in addition to a dedicated Capital Levy (1.5%) of approximately $1,300,000. This funding helps the City maintain the state of good repair of its capital assets as well as make strategic investments. The Wastewater and Water utility budgets also include annual capital allocations of $6,500,000 and $6,105,000 respectively. The City also leverages a variety of different non-sustainable funding sources in the capital budget, such as grants and reserves, many with distinct purposes or restrictions. Throughout the Capital Budget Process, staff across the organization worked diligently to prioritize projects for consideration. Finance staff worked closely with stakeholders to allocate funding to as many priority projects as possible, with extra attention being paid to projects that focused on the renewal or rehabilitation of the City’s existing, aging assets. The City issued RFP37-2024 for Asset Management Planning – Levels of Service (LOS) Setting and Financial Plan on July 3, 2024, to help guide future AMP investments. Per provincial legislation under O Reg. 588/17 the City needs to develop AMP that documents proposed LOS, costs to achieve proposed LOS, and the financial Page 3 of 37 Page 33 of 602 strategy to fund these expenditures by July 1, 2025. Once fully implemented the Mayor and Council will be setting targeted level of service, which will then guide the level of required investment to maintain those levels of service. There is a direct relationship between the level of service and the investment. If there is a cost pressure, which defers repairs, it will inherently reduce the level of service unless Council is willing to invest more to maintain the same level of service. Conversely, the addition or enhancement of assets may increase the level of service, and Council will need to be mindful that it will now be setting a higher level of service to maintain moving forward. The Core and Non-Core AMPs indicated some opportunities to close the gap, including: Defer Low-Risk Projects: Delay capital renewal for lower-risk assets to extend the backlog period beyond 10 years, possibly increasing maintenance costs and lowering reliability. Increase Funding: Boost funds through property tax (capital levy) increases and third-party grants. Consider New Revenue Streams: Implement a stormwater fee to cover stormwater management costs, reducing the burden on the tax budget. Use OLG Funds: Allocate Ontario Lottery and Gaming funds for capital renewal, though this reduces strategic project funding and may be affected by revenue fluctuations. Leverage Debt & Reserves: Utilize one-time or special funding sources like debt and reserves, though they require eventual repayment or replenishment. Divest Assets: Sell assets to lower renewal needs, though this could reduce service levels. The use of OLG Funds, is not viewed by staff as a sustainable solution, as witnessed during the COVID-19 pandemic. Seemingly overnight the OLG funding vanished, leaving the City struggling to fill the void, and resulted in staff recommending more debenture financing to leverage the minimal capital levy approved to date. Staff feels the most sustainable approach is to increase the capital levy annually so over time sufficient capacity will be available, so the City is less reliant on non-sustainable funding sources. Debt funding and reserve funding may also be used; however, these are not sustainable solutions, since the debt funding must eventually be paid back and has interest costs, and reserves must be replenished. Available funding sources will be explored further as the City meets it AM reporting obligations for LOS Setting and Lifecycle Funding Strategy development. The 2025 Capital Budget has adopted some of these opportunities by leveraging a significant portion of one-time reserve funding to help to close the infrastructure gap. On June 1, 2023, the Ontario Government made changes to Bill 3 and Regulation 530/22 which expanded “Strong Mayor Powers” to 26 municipalities including the City of Page 4 of 37 Page 34 of 602 Niagara Falls. Similar to the 2024 Capital Budget, Council is not immediately approving the capital budget, but rather there are stipulated periods of time after which the budget is deemed adopted. By virtue of publicly publishing of the Capital Budget Book on November 6, 2024, in advance of the Special Council meeting on November 26, 2024, the 30-day review period for Council amendments has begun on November 6, 2024. Council may pass a resolution to shorten this period, but any Council amendments must be approved within this period. If there are no Council amendments, the budget is deemed adopted after the 30 days, or sooner if shortened. If there are amendments, the Mayor then has a 10- day veto period to veto the amendments and may shorten this period by a written directive. If the Mayor does not use his veto, the budget is deemed adopted after the 10 days or sooner if shortened. If the Mayor uses his veto, Council has a 15-day override period that can be shortened by Council resolution. Council can override the Mayor’s Veto, with a 2/3 majority vote. Following the 15-day override period, the amended budget is deemed adopted, or sooner if shortened by Council resolution. Attachment 3 to this report includes a 10 Year Capital Forecast. This forecast is a helpful tool in providing Council with a runway to anticipate upcoming priorities and aide in decision making. The 10 Year Capital Forecast is currently focused primarily on asset management investments required to maintain the City’s current assets and key strategic investments over the next 10 years. The 2025 Capital Budget as presented represents months of effort and deliberation by staff across the City. Of the $50,269,000 in the 2025 Mayor’s Proposed Capital Budget, there are two main groupings of projects being proposed: 1. Contingent Projects ($1,269,000) – The capital budgets for these for these projects are contingent on external funding, grant funding or direction from Council. This means that if the conditions are not met, the funding commitments will be removed, and staff may report back to Council with alternative financing strategies. 2. 2025 Proposed for All Services ($49,000,000) – The expenses associated with these projects are new 2025 Capital Budget Requests. They are subsequently grouped by Department so Council can review them more easily. Staff has prepared a fully funded financing plan for these projects. Of the projects formally submitted for consideration in the 2025 Capital Budget process, 28 projects totaling $20,330,500 are proposed to be deferred to future years and are not reflected in the totals above. Unfortunately, due to funding constraints, primarily the limited capital levy, there was not sufficient funding available for these to proceed. In some instances, there was sewer funding available, but no levy funding to cover the roads and other non-rate infrastructure costs resulting in deferral. This highlights the need for Council to consider increasing the capital levy so more projects can proceed. Page 5 of 37 Page 35 of 602 Analysis In September 2024, Finance Staff brought forward a project closure report (F-2024-37) which was able to direct prior project surpluses to reserves prior to the 2025 Capital Budget Process. In total over $3.2M of funds were returned to reserves and reserve funds via this exercise. Throughout 2024 there have been several Capital Budget Amendments. Rather than pre-approving them as part of the 2025 Capital Budget process, staff identified sources of funding to support these in-year requests at the time of approval. Most commonly these projects were funded by reserves or grants announced throughout the year. Up to November 6, 2024, $10,596,986 of gross budget amendments have been approved. When considering these amendments alongside the City’s 2025 capital budget, it amounts to $60,865,986 in total approved and proposed capital since the approval of the 2024 Capital Budget. With a future transition on the horizon to a new ERP system along with a desire to close as many completed projects as possible, Finance staff worked with departments to propose the closure of 40 additional projects, as outlined in Attachment 4. These closures will make an additional $4.6M available to swap and/or fund future projects. Staff also took this opportunity to adjust/correct a few other projects at the same time, namely swapping funding of two (2) parks projects from Capital Special Purposes Reserves to OLG funding. These amendments are outlined in Attachment 5. To help facilitate the closure of the projects in Attachment 4, staff is proposing the creation of two contingency projects of $100,000 each which will be funded in $50,000 allocations from four (4) capital special purposes reserves. This will allow staff to close projects that are in a warranty/maintenance period while providing assurance of a place to charge minor costs associated with deficiencies and any other minor final costs of the project. These projects along with three (3) other additional funding requests are outlined in Attachment 6. Funds are being added to FR17-24 related to in-year purchases of fleet vehicles to take advantage of competitive pricing opportunities. Funds are being added to SS58, which is related to a 2025 deferred capital project, where some investigative work is needed to be completed now, to finalize the design to be on track to submit a 2026 capital budget request for construction. The last capital budget adjustment relates to a proposed 2025 capital budget request, where some additional condition assessments are being undertaken now in order to more clearly define the City’s share of the work (project is coordinated with Niagara Region), while keeping the project on schedule. In 2024 Niagara Region approved 3 of the City’s Wet Weather Management (WWM) Grant funding applications totaling $584,500. Attachment 7 is swapping Capital Special Purpose Reserve funding initially approved with the WWM grant funding for the following 3 projects: Page 6 of 37 Page 36 of 602 MS50-20 – Armoury Street Sewer Separation – Phase 2 MS51-20 – Elm Street Sewer Separation MS53-20 – Maple Street Sewer Separation The following list breaks down the 2025 Capital Budget into categories based on how the projects support the City: $42,202,500 - State of Good Repair (Asset Management) - investments to support the rehabilitation, improvement, and replacement of existing assets. These investments improve the condition and/or extend the operating life of existing assets. $910,000 - Strategic Investment - investments focused on strategic outcomes, including the adoption of new technology, pilot programs, process improvements, strategic partnerships etc. $2,111,500 - Service Level Enhancement - non-growth/development related investments to enhance the current level of service provided. Often creates operating impacts to fund the additional operational and staffing costs. $5,045,000 - Growth Related - investments to service and support future growth- related development. Most growth-related investments can leverage development charges to fund all or a portion of the capital works. Operational Implications and Risk Analysis Some projects identified in the City’s 2025 Capital Budget include operating impacts that will impact the tax supported operating budget. Some examples include, debt financing, increased staffing requirements, additional support/maintenance/licensing costs. The approval and phasing of these operating impacts will be managed and facilitated by the 2025 tax levy supported operating budget process. The 2025 debt financing proposed via this report will not create an operating impact as the debt payments will be fully recovered by Development Charges. Financial Implications/Budget Impact The 2025 Capital Budget utilizes many different financing tools to fund the various capital works. In total, all 2025 Capital Budget Submissions totaled $70,599,500. Of this total, $20,330,500 were deferred leading to a total proposed 2025 Capital Budget of $50,269,000. The 2025 Capital Budget proposes the use of the following funding sources: Transfer from Operating: $3,500,000 Transfer from Wastewater: $5,673,966 Page 7 of 37 Page 37 of 602 Transfer from Water: $6,105,000 Capital Levy Reserve: $1,342,584 Capital SPRs: $9,206,200 OLG Reserve Fund: $8,147,500 Development Charges: $3,997,750 Debentures – DC Supported: $2,400,000 Debentures – Tax Levy Supported: $11,275,000 Canada Community Building Fund (Formerly Federal Gas Tax): $4,500,000 OCIF Grant $3,965,000 Federal/Provincial Grants: $1,431,000 Debt Financing Debt is a strategic funding tool that staff has made an effort to utilize more of strategically starting with the City’s 2022 Capital Budget. The Municipal Act mandates that municipalities cannot have annual debt repayments exceed 25% of own source revenues. This is referred to as an Annual Repayment Limit (ARL). Most municipalities set policy limits of 10% to 15% of own source revenues as a guideline. The City’s debt policy guideline is 15%. Over the past year, the Bank of Canda’s target overnight interest rate has decreased 1.25% and is expected to continue to decline into 2025. This has helped to reduce the cost of borrowing, which is helpful given there are some large capital investments on the horizon. Conversely, the City’s investment income is negatively impacted by declining rates and staff are working on investment strategies to mitigate the impact. In Q3 2024, CPI had risen 1.9% year over year. In Q2 2024 Non-Residential construction costs had risen 3.3% year over year. These inflation figures are significantly lower than what has been observed in recent years. The City expects to see construction costs stabilize moving forward, given the enormous price increases realized over the past few years. Despite the more stable rate environment with recent bank of Canada interest rate cuts in 2024, staff continues to focus debt financing on investments requiring a longer time horizon to realize the benefit. Niagara Region issues debt on behalf of the lower tiers and is trying to ensure that annual debt issuances are reasonable and predictable. Moving forward, the City may consider debt via capital markets more often, as debt via Infrastructure Ontario is best suited to large, long-term debentures for major City projects (like new facilities). Attachment 2 outlines the City’s updated ARL, compared to its current and future debt obligations in the coming years. This has been adjusted based on recent FIR filings for own-source revenue calculations and current Infrastructure Ontario interest rates which continue to increase. When considering current debt issued and all debt approvals to date the City’s current debt repayments are approximately 5.66% of own source revenues. The 2025 Capital Budget proposes some additional DC-funded debt for related to the “Montrose/Biggar/Reixinger Reconstruction (SNH)” project. These recommendations increase the debt to approximately 5.75% of own source revenues. Page 8 of 37 Page 38 of 602 This is still well within the City’s Debt Policy guideline of 15% of own source revenues, and well below the legislated limit of 25% of own source revenues. The City continues to adopt the practice of increasing the tax levy for Debt Servicing Charges at the time of approval of the Capital Budget. This ensures that when debt is issued at project completion, there is sufficient room in the operating budget to accommodate the debt charges, mitigating future tax levy increases. This approach is transparent and accounts for the decisions made by Council at the time of approval. 10 Year Capital Forecast Attachment 3 contains a 10 Year Capital Forecast, which is a helpful tool in providing Council with a runway to anticipate upcoming priorities and aide in decision making. The 10 Year Capital Forecast is currently focused primarily on asset management investments required to maintain the City’s current assets and key strategic investments over the next 10 years. As with any forecast, the “forecast risk” increases in the latter years of the forecast. The most accurate view is in the first 1-3 years where the data is more reliable and the likelihood of unexpected priorities arising is less than in future years. 2026 shows a larger forecasted investment as it includes projects deferred by departments (not submitted for consideration in 2025) as well as backlog related to some areas, like roads, where the City is behind in its investment. Staff attempts to prioritize funding to address backlog along with current needs, however current funding levels, especially the limited capital levy allocation, can make this challenging. On May 28, 2024, Council passed the 2024 DC Background Study along with three 2024 DC by-laws: 2024-053, 2024-054, and 2024-055. Development charges are collected from the development community to fund the cost of the growth-related infrastructure. Staff was able to incorporate the growth-related forecast data from the DC Background Study into the 10 Year Capital Forecast. The DC Study also leveraged data from the Master Servicing Plan (MSP), which allowed the growth forecast to incorporate updated water, wastewater and stormwater needs. Staff is continuing to work on a Transportation Master Plan (TMP) update, which will outline the road-related requirements as well as the active transportation needs moving forward. These figures will be updated in future capital forecasts when available. Below is a high level summary of the 10 Year Capital Plan by Division and Project Category: 2025 to 2035 Capital Forecast (in 000's) Project Category 2025 Deferred 2026 2027 to 2035 Bridges & Culverts $386 $0 $3,563 $16,102 Cemeteries $100 $0 $315 $80,880 Corridor Construction $15,184 $3,700 $6,324 $45,096 Culture $0 $0 $0 $100 Page 9 of 37 Page 39 of 602 Engineering $2,522 $0 $0 $0 Facilities $7,597 $838 $40,099 $156,561 Finance $282 $0 $150 $1,350 Fire $1,530 $77 $1,723 $15,736 Fleet $3,214 $0 $7,578 $25,496 Information Systems $1,595 $20 $680 $5,900 Other $0 $0 $0 $0 Parking $100 $0 $493 $5,557 Parks $2,875 $1,935 $3,496 $24,872 Planning $1,250 $2,130 $1,460 $11,020 Roads Rehab & Reconstruction $3,840 $3,223 $10,326 $84,197 Sanitary Sewer Program $1,235 $0 $9,054 $97,864 Sewer Separation $0 $3,800 $3,325 $12,975 Sidewalk Construction $450 $0 $500 $4,000 Stormwater Management $100 $133 $888 $28,393 Studies & Initiatives $600 $0 $1,175 $3,550 Third Party Projects $2,400 $0 $18,314 $19,301 Trails $60 $605 $215 $19,239 Transportation $700 $0 $600 $4,450 Watermain Replacement $4,250 $3,870 $5,565 $64,769 Total $50,269 $20,331 $115,844 $727,408 Strategic/Departmental Alignment This report is consistent with the following Council strategic commitments: To be financially responsible to the residents of Niagara Falls by practicing prudent fiscal management of existing resources and by making sound long-term choices that allow core City programs and services to be sustainable now and into the future. To be efficient and effective in our delivery of municipal services and use of resources and accountable to our citizens and stakeholders Strategic Plan Pillars Contributor(s) Carol Cooney, Senior Financial Analyst Jennifer Little, Senior Financial Analyst Matt Greenfield, Senior Financial Analyst Sebastian Zukowski, Senior Financial Analyst Staff and Stakeholders Across the Corporation Page 10 of 37 Page 40 of 602 List of Attachments F-2024-42 - Attachment 1 - Debt Financing Summary F-2024-42 - Attachment 1 - Debt Financing Summary (Revised) 1 F-2024-42 - Attachment 2 - Annual Repayment Limit (ARL) F-2024-42 - Attachment 3 - 10 Year Capital Forecast F-2024-42 - Attachment 4 - Project To Be Closed F-2024-42 - Attachment 5 - 2024 Capital Budget Amendments F-2024-42 - Attachment 6 - Additional Funding F-2024-42 - Attachment 7 - 2024 Capital Budget Amendments - Regional WWM Funding F-2024-42 Attachment 8 - 2025 Capital Positions Requested Written by: James Dowling, Deputy Treasurer Submitted by: Status: Shelley Darlington, General Manager of Corporate Services Approved - 20 Nov 2024 Page 11 of 37 Page 41 of 602 Page 12 of 37 Page 42 of 602 F-2024-42 - Attachment 1 - Debt Financing Summary (Revised)F-2024-42 November 26, 2024 Levy % Project Description Principal Term Rate Total Payment 2025 2025 Levy Impact Approved Debt To Be Issued in 2025 MS64-23: Montrose/Biggar/Reixinger Reconstruction (SNH)10,901,294$ 25 4.46%732,149$ 732,149$ 0.98% MS64-23: Additional Montrose Funding 1,500,000$ 25 4.46%100,742$ 100,742$ 0.13% F19-24: Plow truck program 1,280,000$ 10 3.91%157,106$ 157,106$ 0.21% BP58-24: Salt Storage Barn Priority Capital Repairs 2,695,000$ 15 4.21%245,964$ 245,964$ 0.33% Total Approved Debt Issued in 2025 16,376,294$ 1,235,961$ 1,235,961$ 1.65% Approved Debt to be Issued in 2026 TSP50-20: Bridge Street Multi-Modal Hub 821,436$ 20 4.38%62,494$ 62,494$ 0.08% R124-20: Drummond Rd - Mcleod Rd south to Hydro Corridor 1,420,000$ 10 3.91%174,290$ 174,290$ 0.23% F103-24: Fleet Replacement - Aerial Truck 3,000,000$ 15 4.21%273,800$ 273,800$ 0.37% Total Approved Debt to be Issued in 2026 5,241,436$ 510,584$ 510,584$ 0.68% Proposed Debt in 2025 Capital Budget MS64-23: Additional Montrose Funding 2,400,000$ 25 4.46%161,188$ 161,188$ 0.21% Proposed Debt in 2025 Capital Budget 2,400,000$ 161,188$ 161,188$ 0.21% Total Levy Impact Before Recoveries 24,017,730$ 1,235,961$ 1,235,961$ 2.54% Less: Debt Maturing 0.00% Less: DC Recovery (1,168,369) -1.56% Less: Utility Recovery - 0.00% Grand Total 1,235,961 67,592 0.99% Total Approved Debt Issued in 2025 16,376,294$ 1,235,961$ 1,235,961$ 1.65% Less: Debt Maturing 0.00% Less: DC Recovery (832,891) -1.11% Less: Utility Recovery - 0.00% Total 403,070 0.54% Total Approved Debt to be Issued in 2026 5,241,436$ 510,584$ 510,584$ 0.68% Less: Debt Maturing 0.00% Less: DC Recovery (174,290) -0.23% Less: Utility Recovery - 0.00% Total 336,294 0.45% Total Proposed Debt in 2025 Capital Budget 2,400,000$ -$ 161,188$ 0.21% Less: Debt Maturing 0.00% Less: DC Recovery (161,188) -0.21% Less: Utility Recovery - 0.00% Total - 0.00% Levy Year 2025 Capital Budget - Debt Financing Summary Page 13 of 37 Page 43 of 602 F-2024-42 - Attachment 2 - Annual Repayment Limit (ARL)F-2024-42 November 26, 2024 Legislated ARL Debt Policy ARL Current Debt Charges Approved Debt Not Issued Proposed Debt Charges Debt Contingent on Grants Debt Contingent on Further Approvals Annual Debt Repayment Total Annual Repayment Gross Debt Proposed New Debt Total Gross Debt $75,431,614 $97,499,344 $99,899,344 4.67% $8,320,088 5.66% $10,096,856 5.75% $10,258,044 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 Current Issued Debt Including Approved Debt Not Yet Issued Including Proposed Debt in 2025 $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 $200,000,000 Annual Debt RepaymentGross DebtAnnual Repayment Limit (ARL) as of November 2024 Gross Debt Annual Debt Repayment Legislated ARL Debt Policy ARL Legislated ARL ($44.6M = 25% of Own Source Revenue) Policy ARL ($26.7M = 15% of Own Source Revenue) Page 14 of 37 Page 44 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Bridges and Culverts Royal Manor Drive Bridge Rehabilitation (BRG_00147)$0 $0 $1,700 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Kalar Road Culvert Replacement (BCV_00022)$0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Detenbeck Road Bridge (S128B) Replacement $215 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts 2025 Culvert Replacements $171 $0 $1,108 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Victoria Avenue CNR Bridge Rehabilitation (BRG_00039)$0 $0 $192 $3,641 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Crowland Avenue Culvert Replacement (BCV_00069)$0 $0 $29 $116 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Crowland Avenue Culvert Replacement (BCV_00073)$0 $0 $27 $107 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts McKenney Road Bridge Removal (BRG_00058)$0 $0 $7 $30 $0 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Morrison Street Culvert Rehabilitation (BCV_00040)$0 $0 $0 $182 $499 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Murray Street Pedestrian Bridge Rehabilitation (BRG_00043)$0 $0 $0 $52 $464 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Chippawa Parkway Culvert Replacement (BCV_00052)$0 $0 $0 $36 $146 $0 $0 $0 $0 $0 $0 $0 Bridges and Culverts Beechwood Road Bridge Replacement (BRG_00008)$0 $0 $0 $0 $121 $483 $0 $0 $0 $0 $0 $0 Bridges and Culverts Front Street Culvert Replacement (BCV_00055)$0 $0 $0 $0 $48 $194 $0 $0 $0 $0 $0 $0 Bridges and Culverts McCreddie Road Culvert Replacement (BCV_00091)$0 $0 $0 $0 $0 $150 $998 $0 $0 $0 $0 $0 Bridges and Culverts Beechwood Road Bridge Replacement (BRG_00007)$0 $0 $0 $0 $0 $97 $386 $0 $0 $0 $0 $0 Bridges and Culverts Warner Road Bridge Replacement (BRG_00001)$0 $0 $0 $0 $0 $97 $386 $0 $0 $0 $0 $0 Bridges and Culverts Crowland Avenue Bridge Replacement (BRG_00076)$0 $0 $0 $0 $0 $54 $490 $0 $0 $0 $0 $0 Bridges and Culverts Morris Road Culvert Replacement (BCV_00066)$0 $0 $0 $0 $0 $32 $210 $0 $0 $0 $0 $0 Bridges and Culverts Park Street Bridge Removal (BRG_00181)$0 $0 $0 $0 $0 $0 $86 $345 $0 $0 $0 $0 Bridges and Culverts Cataract Street Bridge Removal (BRG_00180)$0 $0 $0 $0 $0 $0 $85 $339 $0 $0 $0 $0 Bridges and Culverts Zimmerman Avenue Bridge Removal (BRG_00182)$0 $0 $0 $0 $0 $0 $73 $290 $0 $0 $0 $0 Bridges and Culverts Biggar Road Culvert Replacement (BCV_00061)$0 $0 $0 $0 $0 $0 $32 $210 $0 $0 $0 $0 Bridges and Culverts McKenney Road Culvert Replacement (BCV_00060)$0 $0 $0 $0 $0 $0 $27 $179 $0 $0 $0 $0 Bridges and Culverts Garner Road Culvert Replacement (BCV_00015)$0 $0 $0 $0 $0 $0 $10 $63 $0 $0 $0 $0 Bridges and Culverts Beechwood Road Bridge Replacement (BRG_00010)$0 $0 $0 $0 $0 $0 $0 $63 $420 $0 $0 $0 Bridges and Culverts McKenney Road Bridge Removal (BRG_00057)$0 $0 $0 $0 $0 $0 $0 $48 $315 $0 $0 $0 Bridges and Culverts CSR Bridge 2 Bridge Replacement (BRG_00038)$0 $0 $0 $0 $0 $0 $0 $29 $189 $0 $0 $0 Bridges and Culverts Misener Road Culvert Replacement (BCV_00080)$0 $0 $0 $0 $0 $0 $0 $21 $137 $0 $0 $0 Bridges and Culverts Oldfield Road Culvert Replacement (BCV_00235)$0 $0 $0 $0 $0 $0 $0 $16 $105 $0 $0 $0 Bridges and Culverts McKenney Road (Record 2 of 2, 6-10 Years) Culvert Replacement (BCV_00059)$0 $0 $0 $0 $0 $0 $0 $0 $158 $1,050 $0 $0 Bridges and Culverts Crowland Avenue Bridge Replacement (BRG_00075)$0 $0 $0 $0 $0 $0 $0 $0 $40 $263 $0 $0 Bridges and Culverts Young Road Bridge Replacement (BRG_00083)$0 $0 $0 $0 $0 $0 $0 $0 $35 $231 $0 $0 Bridges and Culverts Baden Powell Park Pedestrian Bridge Replacement (BRG_00150)$0 $0 $0 $0 $0 $0 $0 $0 $32 $210 $0 $0 Bridges and Culverts Legacy Pathway Bridge Replacement (BRG_00183)$0 $0 $0 $0 $0 $0 $0 $0 $0 $79 $525 $0 Bridges and Culverts Weaver Road Bridge Replacement (BRG_00117)$0 $0 $0 $0 $0 $0 $0 $0 $0 $79 $525 $0 Bridges and Culverts Garner Road Bridge Replacement (BRG_00013)$0 $0 $0 $0 $0 $0 $0 $0 $0 $56 $368 $0 Bridges and Culverts Sherk Road Bridge Replacement (BRG_00133)$0 $0 $0 $0 $0 $0 $0 $0 $0 $38 $252 $0 Bridges and Culverts Mewburn Road Culvert Replacement (BCV_00232)$0 $0 $0 $0 $0 $0 $0 $0 $0 $8 $53 $0 Bridges and Culverts Total $386 $0 $3,563 $4,164 $1,277 $1,106 $2,783 $1,603 $1,431 $2,014 $1,723 $0 Cemeteries New Cemetery Software $100 $0 $100 $100 $0 $0 $0 $0 $0 $0 $0 $0 Cemeteries Cemetery Road Repair / Replacement $0 $0 $40 $40 $40 $0 $0 $0 $0 $0 $0 $0 Cemeteries Installation of New Columbaria and Associated Landscaping $0 $0 $175 $0 $175 $0 $175 $0 $175 $0 $175 $0 Cemeteries New Cemetery Development $0 $0 $0 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $0 Cemeteries Total $100 $0 $315 $10,140 $10,215 $10,000 $10,175 $10,000 $10,175 $10,000 $10,175 $0 Corridor Construction Eldorado Avenue Storm Sewer & Watermain Replacement $0 $0 $2,769 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Drummond, Portage, Gallinger Phase 2 & 3 $7,934 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Willoughby Drive Road Reconstruction $7,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Ferry Street Reconstruction $250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Ferguson Street Reconstruction Ph 1 - Victoria Ave to Muir Ave $0 $3,700 $0 $2,549 $3,606 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Banting Ave & Roosevelt Ave Sanitary Sewer and Watermain Replacement $0 $0 $3,245 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Kitchener Street Reconstruction - Victoria Ave to Stanley Ave $0 $0 $175 $4,279 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction MacDonald Avenue Reconstruction - Hwy 420 to Centre St $0 $0 $135 $1,122 $0 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Robinson Street Reconstruction - Stanley Ave to East Limits $0 $0 $0 $292 $2,429 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Elgin Street Reconstruction - Stanton Ave to River Rd $0 $0 $0 $290 $1,956 $0 $0 $0 $0 $0 $0 $0 Corridor Construction Ellen Avenue Reconstruction - Victoria Ave to Walnut St $0 $0 $0 $234 $2,753 $0 $0 $0 $0 $0 $0 $0 2025 to 2035 Capital Forecast (in 000's)Page 15 of 37Page 45 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Corridor Construction Centre Street Reconstruction - Victoria Av to Ellen Av $0 $0 $0 $60 $370 $0 $0 $0 $0 $0 $0 $0 Corridor Construction John Street Reconstruction - Ontario Ave to River Rd $0 $0 $0 $0 $206 $1,294 $0 $0 $0 $0 $0 $0 Corridor Construction Philip Street Reconstruction - Ontario Ave to River Rd $0 $0 $0 $0 $162 $953 $0 $0 $0 $0 $0 $0 Corridor Construction Leader Lane Reconstruction - Martin Ave to Glenview Ave $0 $0 $0 $0 $115 $2,185 $0 $0 $0 $0 $0 $0 Corridor Construction Hickson Avenue Reconstruction - Leader Ln to Ferguson St $0 $0 $0 $0 $100 $1,014 $0 $0 $0 $0 $0 $0 Corridor Construction Buttrey Street Reconstruction Ph 1 - Hickson Ave to River Rd $0 $0 $0 $0 $0 $149 $2,840 $0 $0 $0 $0 $0 Corridor Construction Buttrey Street Reconstruction Ph 2 - Victoria Ave to Muir Ave $0 $0 $0 $0 $0 $0 $189 $1,701 $0 $0 $0 $0 Corridor Construction Buttrey Street Reconstruction Ph 3 - Muir Ave to Hickson Ave $0 $0 $0 $0 $0 $0 $180 $1,620 $0 $0 $0 $0 Corridor Construction McGrail Avenue Reconstruction - Centre St to Magdalen St $0 $0 $0 $0 $0 $0 $0 $235 $1,386 $0 $0 $0 Corridor Construction River Road Reconstruction - Leader Lane to Buttrey St $0 $0 $0 $0 $0 $0 $0 $215 $1,461 $0 $0 $0 Corridor Construction Victoria Avenue Reconstruction Ph 2 - Leader Lane to Buttrey Street $0 $0 $0 $0 $0 $0 $0 $0 $265 $1,792 $0 $0 Corridor Construction Victoria Avenue Reconstruction Ph 1 - River Road to Leader Lane $0 $0 $0 $0 $0 $0 $0 $0 $230 $1,554 $0 $0 Corridor Construction Lewis Avenue Reconstruction - Magdalen St to Kitchener St $0 $0 $0 $0 $0 $0 $0 $0 $100 $2,382 $0 $0 Corridor Construction Martin Avenue Reconstruction - Leader Ln to Buttrey St $0 $0 $0 $0 $0 $0 $0 $0 $0 $175 $1,575 $0 Corridor Construction Terrace Avenue Reconstruction - Leader Lane to Buttrey Street $0 $0 $0 $0 $0 $0 $0 $0 $0 $140 $938 $0 Corridor Construction Total $15,184 $3,700 $6,324 $8,827 $11,696 $5,596 $3,209 $3,771 $3,442 $6,043 $2,513 $0 Culture Cultural Services Master Plan $0 $0 $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 Culture Total $0 $0 $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Capital Labour $2,462 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Robotic Survey Equipment $60 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Total $2,522 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Chippawa/Willoughby Arena Design $825 $0 $2,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities City Hall Rehabilitation $0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $0 $0 Facilities MacBain Community Centre Priority Capital Repairs $3,475 $0 $0 $0 $290 $225 $728 $2,544 $0 $349 $409 $5,390 Facilities Gale Centre Rehabilitation $300 $0 $173 $741 $348 $4,066 $99 $700 $51 $59 $672 $904 Facilities Fire Department Boathouse $0 $445 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities City Hall Capital Improvements $219 $0 $99 $155 $84 $31 $620 $23 $500 $157 $231 $382 Facilities Armoury Priority Capital Repairs $0 $198 $229 $30 $40 $10 $150 $65 $45 $0 $0 $190 Facilities Fire Station 1 Priority Capital Repairs $115 $0 $326 $79 $28 $154 $11 $322 $76 $9 $654 $20 Facilities History Museum Priority Capital Repairs $173 $0 $211 $377 $100 $25 $373 $38 $444 $54 $6 $125 Facilities Facility Roofing Inspection & Rehabilitation Program $0 $0 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Facilities Service Centre Priority Capital Repairs $0 $0 $112 $10 $57 $44 $24 $20 $78 $258 $8 $795 Facilities Fairview Cemetery Priority Capital Repairs $28 $0 $10 $106 $26 $47 $15 $36 $29 $9 $41 $8 Facilities Fire Station 4 Priority Capital Repairs $0 $0 $197 $27 $68 $211 $43 $17 $0 $165 $122 $22 Facilities Facility Condition Audit Program $0 $0 $90 $0 $0 $100 $0 $0 $110 $0 $0 $120 Facilities Fire Station 2 Priority Capital Repairs $60 $0 $64 $7 $21 $320 $225 $0 $13 $10 $99 $2 Facilities AODA Capital Improvements $100 $0 $45 $28 $30 $30 $35 $35 $40 $40 $40 $40 Facilities Battleground Hotel Priority Capital Repairs $0 $0 $28 $0 $15 $8 $3 $16 $0 $29 $0 $3 Facilities Parking Garage Study and Design $0 $0 $25,000 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 Facilities DC Facilities 4.1.1 Expansion and Replacement of Municipal Servicing Centre (Land - approx 20 acres)$0 $0 $6,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities DC P&R 3.9.1 Chippawa Memorial Arena - New Growth Related Space $0 $0 $2,000 $8,000 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Willoughby Arena Upgrade $0 $0 $500 $10,000 $10,000 $0 $0 $0 $0 $0 $0 $0 Facilities FH Leslie Park Pool Priority Capital Repairs $114 $0 $808 $0 $0 $564 $0 $0 $37 $0 $0 $97 Facilities E.E. Mitchelson Park Pool Demolition $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Prince Charles Park Pool Facility Rehabilitation $97 $0 $599 $0 $0 $302 $0 $0 $0 $3 $0 $27 Facilities Prince Charles Park Pool Enhancements $350 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Niagara Lions Park Pool Facility Rehabilitation $89 $0 $227 $52 $0 $512 $5 $0 $16 $24 $0 $23 Facilities Chippawa Lions Park Pool Facility Rehabilitation $0 $0 $143 $0 $0 $112 $8 $0 $0 $124 $0 $16 Facilities DC Facilities 4.1.2 Expansion and Replacement of Municipal Servicing Centre (Building -750,000 sqft)$0 $0 $0 $12,400 $39,501 $0 $0 $0 $0 $0 $0 $0 Facilities MacBain Community Centre Rehabilitation $0 $0 $0 $350 $6,650 $0 $0 $0 $0 $0 $0 $0 Facilities Kalar Sports Park Priority Capital Repairs $17 $0 $0 $0 $9 $0 $4 $0 $136 $0 $0 $0 Facilities Outdoor Pools Rehabilitation $0 $0 $0 $0 $133 $2,518 $0 $0 $0 $0 $0 $0 Facilities Park Facilities Rehabilitation $0 $0 $0 $0 $55 $495 $0 $0 $0 $0 $0 $0Page 16 of 37Page 46 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Facilities DC Fire 2.2.1 Provision for Future Fire Station (Location TBD via 2024 Fire Master Plan)$0 $0 $0 $0 $0 $500 $0 $5,109 $0 $0 $0 $0 Facilities Wayne Thomson Building Priority Capital Repairs $0 $0 $141 $8 $0 $2 $0 $2 $0 $138 $0 $0 Facilities Oakes Park Priority Capital Repairs $70 $0 $20 $38 $0 $0 $0 $0 $0 $0 $0 $0 Facilities LED Lighting Enhancements $62 $0 $38 $100 $0 $0 $0 $0 $0 $0 $200 $0 Facilities City Hall Customer Service Improvements $135 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Workplace Fitness Centre $57 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Building Energy Audits $90 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Civic Square Enhancements $175 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Fairview Cemetery Administration Office Addition $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Fairview Cemetery Soil Bunker $0 $95 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Fire Administration Building Priority Capital Repairs $239 $0 $99 $9 $5 $66 $146 $1 $11 $39 $81 $162 Facilities Fire Station 3 Priority Capital Repairs $89 $0 $12 $0 $9 $0 $12 $3 $38 $9 $0 $11 Facilities Fire Station 6 Priority Capital Repairs $280 $0 $0 $32 $39 $0 $31 $14 $173 $0 $0 $2 Facilities Fire Station 7 Priority Capital Repairs $14 $0 $0 $0 $0 $1 $0 $94 $30 $9 $0 $111 Facilities E.E. Mitchelson Park Soccer Clubhouse Priority Capital $0 $0 $0 $15 $0 $20 $0 $0 $40 $0 $0 $35 Facilities E.E. Mitchelson Park Soccer Clubhouse Changerooms $74 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Small Park Buildings Priority Capital Repair $34 $0 $18 $0 $34 $10 $5 $18 $24 $8 $52 $22 Facilities St. John Ambulance Priority Capital Repairs $0 $0 $61 $16 $6 $28 $15 $19 $54 $9 $46 $53 Facilities Stanley Ave. Bulk Water Station $47 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Facilities Firehall Theatre $65 $0 $0 $25 $8 $18 $78 $0 $26 $34 $0 $60 Facilities Annual Furniture Purchases $104 $0 $250 $257 $265 $273 $281 $290 $298 $307 $316 $316 Facilities Total $7,597 $838 $40,099 $52,960 $63,918 $10,790 $3,010 $9,464 $2,368 $1,943 $3,076 $9,032 Finance Annual Small Equipment (Net New)$160 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Annual Small Equipment (Replacement)$122 $0 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Finance Total $282 $0 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Fire Annual Apparatus Replacement $0 $0 $140 $1,470 $700 $3,210 $2,180 $1,150 $2,160 $950 $2,340 $0 Fire Fire Personal Protective Equipment $200 $0 $200 $225 $225 $0 $0 $0 $0 $0 $0 $0 Fire Auto Extrication Tools $70 $0 $90 $95 $100 $0 $0 $0 $0 $0 $0 $0 Fire NG911 Consultant (IS) - F76-20 $0 $0 $150 $75 $75 $0 $0 $0 $0 $0 $0 $0 Fire Firehouse/ESO Software (IS Dept)$0 $0 $95 $55 $60 $65 $70 $75 $80 $85 $90 $0 Fire Portable Safety-Assist Devices $0 $32 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fire Gym Equipment Replacements $0 $45 $48 $51 $0 $0 $0 $0 $0 $0 $0 $0 Fire CFAI Accreditation $0 $0 $0 $150 $0 $0 $0 $0 $0 $0 $0 $0 Fire Rescue 3 Replacement $1,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fire Fire Hoses and Appliances $60 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fire Replacement - Self Contained Breathign Apparatus (SCBA)$0 $0 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fire Total $1,530 $77 $1,723 $2,121 $1,160 $3,275 $2,250 $1,225 $2,240 $1,035 $2,430 $0 Fleet Annual Fleet Vehicle & Equipment Replacement $2,260 $0 $5,603 $1,867 $2,266 $3,443 $1,304 $2,190 $5,561 $2,616 $3,100 $2,624 Fleet 2025 Plow Truck Replacement Program $900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet Municipal Works - Capital Costs For New Positions $54 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.7 Vacuum Excavator $0 $0 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.2 Provision for Large Sized Fleet (Aerial Truck)$0 $0 $350 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.3 Provision for Large Sized Fleet (Backhoe)$0 $0 $250 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.1 Provision for Large Sized Fleet (Miscellaneous)$0 $0 $200 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.11 Provision for Small & Medium Sized Fleet (e.g. Trucks)$0 $0 $175 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.12 Provision for Small & Medium Sized Fleet (e.g. Trucks)$0 $0 $0 $175 $0 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.13 Provision for Small & Medium Sized Fleet (e.g. Trucks)$0 $0 $0 $0 $175 $0 $0 $0 $0 $0 $0 $0 Fleet DC Fleet 4.2.14 Provision for Small & Medium Sized Fleet (e.g. Trucks)$0 $0 $0 $0 $0 $175 $0 $0 $0 $0 $0 $0 Fleet Total $3,214 $0 $7,578 $2,042 $2,441 $3,618 $1,304 $2,190 $5,561 $2,616 $3,100 $2,624 Information Systems Disaster Recovery Project $0 $0 $80 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Hardware Technology Purchases $400 $0 $400 $400 $400 $450 $450 $450 $450 $500 $500 $500 Information Systems New IT Equipment $175 $0 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 Information Systems Call Reporting & Queuing Software $70 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Page 17 of 37Page 47 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Information Systems Replace Tax & Water Solution $710 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Sewer Inspection Software $10 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Pavement Condition Assessment Software $30 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Network Cabling Upgrade $60 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Cartegraph Migration $20 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Council Chambers Upgrade $120 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Cartegraph Training $0 $20 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Information Systems Total $1,595 $20 $680 $600 $600 $650 $650 $650 $650 $700 $700 $700 Parking Parking Machine Replacement $100 $0 $0 $100 $0 $100 $0 $100 $0 $100 $0 $0 Parking Park Street Parking Lot $0 $0 $425 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 9 (Huron St & St. Lawrence Ave)$0 $0 $68 $272 $0 $0 $0 $0 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 2A (Park St & Erie Ave)$0 $0 $0 $80 $530 $0 $0 $0 $0 $0 $0 $0 Parking Parking Enforcement Vehicle Hardware $0 $0 $0 $50 $0 $50 $0 $65 $0 $65 $0 $65 Parking Parking Enforcement Software Upgrade $0 $0 $0 $50 $0 $0 $0 $0 $0 $50 $0 $0 Parking Parking Enforcement Officer Equipment $0 $0 $0 $20 $0 $0 $0 $20 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 19-2 (City Hall & Formerly Erie Ave)$0 $0 $0 $0 $80 $320 $0 $0 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 3 (Park St between St. Clair Ave & Ontario Ave)$0 $0 $0 $0 $0 $78 $522 $0 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 2B, Mun. Lot 7, Mun. Lot 8, Mun. Lot 13 and Mun. Lot 19-3 $0 $0 $0 $0 $0 $0 $196 $1,764 $0 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 4 (Ellen Ave)$0 $0 $0 $0 $0 $0 $0 $74 $666 $0 $0 $0 Parking Parking Lot Improvements - Municipal Lot 18 (Kitchener St) & Municipal Lot 20 (Palmer Ave)$0 $0 $0 $0 $0 $0 $0 $0 $28 $112 $0 $0 Parking Total $100 $0 $493 $572 $610 $548 $718 $2,023 $694 $327 $0 $65 Parks Kalar Artificial Turf Replacement $930 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.4 Emily Neighbourhood Park Development (Forestview Subdivision)$595 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.3.1 Fern Park Multi-Purpose Court Improvements $385 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Robert F. Keighan Park Playground Improvements $350 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Crimson Park Playground Design and Reconstruction $330 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks FH Leslie Park Swing Improvements $140 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.5.4 MacBain Skatboard Park Improvements Phase 2 $120 $0 $600 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Dellpark Stairway Replacement $25 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.4.1 Lundy's Lane/OPG Parkette $0 $0 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Warren Woods Parkette Development $0 $780 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.8 Splendour Neighbourhood Park (Warren Woods North Park) Development $0 $635 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Mulhern Park Playground Improvements $0 $350 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Meadowvale Park Tennis Court Improvements $0 $0 $209 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.1 Recreation and Culture Master Plan $0 $0 $150 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Balmoral Park Multi-Purpose Court Improvement $0 $0 $130 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks C.B. Wright Park Multi-Purpose Court Improvement $0 $0 $130 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Maple Street Park Multi-Purpose Court Replacement $0 $0 $130 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Crimson Park Multi-Purpose Court Improvements $0 $0 $125 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks C.M. Palmer Park Sports Field Redevelopment $0 $0 $123 $551 $551 $0 $0 $0 $0 $0 $0 $0 Parks Bambi Park Multi-Purpose Court Improvement $0 $0 $105 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.5 Urban Forest Management Plan Development Phase 2 $0 $80 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.3 M.F. Ker Park Master Plan $0 $0 $80 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Deerfield Park Multi-Purpose Court Improvements $0 $0 $75 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Walker Greenspace Conservation $0 $0 $75 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks Welland River Corridor Recreational Master Plan $0 $0 $65 $0 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.5.1 Charnwood Park Development $0 $50 $0 $345 $0 $0 $0 $0 $0 $0 $0 $0 Parks QEW City Gateway Welcome Sign Feature Improvements $0 $40 $0 $560 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.4.6 New Cricket Facility $0 $0 $0 $730 $2,920 $0 $0 $0 $0 $0 $0 $0Page 18 of 37Page 48 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Parks Empire Park Playground Improvements $0 $0 $0 $350 $0 $0 $0 $0 $0 $0 $0 $0 Parks M.F. Ker Parking Lot Improvements $0 $0 $0 $305 $160 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.10 Oakwood Drive Neighbourhood Park $0 $0 $0 $300 $0 $0 $0 $0 $0 $0 $0 $0 Parks Cherry Hill Park Tennis Court Improvements $0 $0 $0 $209 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.5.2 SCVFA Firemen's Park Improvements $0 $0 $0 $200 $800 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.5 Patrick Cummings Memorial Sports Complex - South Development $0 $0 $0 $150 $0 $0 $0 $0 $0 $0 $0 $0 Parks Valour Park Tennis Court Improvements $0 $0 $0 $130 $0 $0 $0 $0 $0 $0 $0 $0 Parks Prince Charles Park Tennis and Basketball Court Upgrades $0 $0 $0 $125 $0 $0 $0 $0 $0 $0 $0 $0 Parks Deerfield Park Playground Surface Upgrade $0 $0 $0 $120 $0 $0 $0 $0 $0 $0 $0 $0 Parks Fernwood Park Playground Surface Upgrade $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 $0 $0 Parks Prince Charles Park Playground Surface Upgrade $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 $0 $0 Parks Valour Park Playground Surface Upgrade $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 $0 $0 Parks Chippawa Floating Dock Rehabilitation $0 $0 $0 $90 $0 $0 $0 $0 $0 $0 $0 $0 Parks Outdoor Fitness Equipment/ Adult Playgrounds $0 $0 $0 $80 $250 $0 $0 $0 $0 $0 $0 $0 Parks Battlefield Site Development Project $0 $0 $0 $68 $273 $0 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.7 Park Washroom Study $0 $0 $0 $50 $0 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.3 Warren Woods Woodlot Management $0 $0 $0 $45 $180 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.9 Northwest Community Park Development $0 $0 $0 $0 $430 $1,720 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.11 Kalar/Pin Oak Subdivision Park and Trails $0 $0 $0 $0 $300 $0 $0 $0 $0 $0 $0 $0 Parks E.E. Mitchelson Park Pathway Lighting $0 $0 $0 $0 $215 $0 $0 $0 $0 $0 $0 $0 Parks Lind Sommerville Park Tennis Court Improvements $0 $0 $0 $0 $209 $0 $0 $0 $0 $0 $0 $0 Parks Mount Carmel Park Tennis Court Improvements $0 $0 $0 $0 $155 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.12 Downtown Niagara Falls GO Transit Station Secodary Plan Parks $0 $0 $0 $0 $148 $593 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.4.5 New South Rectangular Fields $0 $0 $0 $0 $116 $464 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.5.3 George Bukator Park Waterfront Improvements $0 $0 $0 $0 $115 $460 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.2 Mewburn Park Recreational Master Plan Development $0 $0 $0 $0 $75 $0 $0 $0 $0 $0 $0 $0 Parks DC Park 3.8.1 Willick Road Woodlot Management - DC eligible share only $0 $0 $0 $0 $72 $0 $0 $0 $0 $0 $0 $0 Parks Stamford Green Memorial Improvements $0 $0 $0 $0 $27 $0 $0 $0 $0 $0 $0 $0 Parks Garner Park Playground Surface Upgrade $0 $0 $0 $0 $0 $150 $0 $0 $0 $0 $0 $0 Parks Robert F. Keighan Park Multi-Purpose Court Upgrade $0 $0 $0 $0 $0 $135 $0 $0 $0 $0 $0 $0 Parks Prince Edward Park Multi-Purpose Court Development $0 $0 $0 $0 $0 $130 $0 $0 $0 $0 $0 $0 Parks Butternut Park Playground Surface Upgrade $0 $0 $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 Parks E.E. Mitchelson Park Playground Surface Upgrade $0 $0 $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 Parks Heritage Park Playground Surface Upgrade $0 $0 $0 $0 $0 $110 $0 $0 $0 $0 $0 $0 Parks DC Studies 5.3.6 Woodland Management Plan Update $0 $0 $0 $0 $0 $90 $0 $0 $0 $0 $0 $0 Parks Walker Park Woodlot Conservation $0 $0 $0 $0 $0 $50 $0 $0 $0 $0 $0 $0 Parks DC P&R 3.6.1 Fernwood Woodlot Conservation $0 $0 $0 $0 $0 $40 $0 $0 $0 $0 $0 $0 Parks E.E. Mitchelson Tennis Court Improvements $0 $0 $0 $0 $0 $0 $300 $0 $0 $0 $0 $0 Parks W.L. Houck Park Tennis Court Improvements $0 $0 $0 $0 $0 $0 $275 $0 $0 $0 $0 $0 Parks Queen Victoria Community Area Multi-Purpose Court Development $0 $0 $0 $0 $0 $0 $200 $0 $0 $0 $0 $0 Parks M.F. Ker Park Natural Playground $0 $0 $0 $0 $0 $0 $150 $0 $0 $0 $0 $0 Parks Mount Carmel Park Playground Surface Upgrade $0 $0 $0 $0 $0 $0 $130 $0 $0 $0 $0 $0 Parks Niagara Falls Lions Park Playground Surface Upgrade $0 $0 $0 $0 $0 $0 $125 $0 $0 $0 $0 $0 Parks DC P&R 3.5.5 Jolly Cut Improvements $0 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 Parks Mountain Road Landfill Development $0 $0 $0 $0 $0 $0 $0 $400 $0 $0 $0 $0 Parks Oakes Park Running Track Improvement $0 $0 $0 $0 $0 $0 $0 $360 $0 $0 $0 $0 Parks DC Park 3.8.13 Riverfront Community Parks (Thundering Waters)$0 $0 $0 $0 $0 $0 $0 $300 $1,200 $0 $0 $0 Parks Larry Delazzer Park Playground Improvements $0 $0 $0 $0 $0 $0 $0 $220 $0 $0 $0 $0 Parks Gustavus Munro Park Multi-Purpose Court Improvements $0 $0 $0 $0 $0 $0 $0 $135 $0 $0 $0 $0 Parks Solar Park Multi-Purpose Court Upgrade $0 $0 $0 $0 $0 $0 $0 $135 $0 $0 $0 $0 Parks Bicycle Parking Improvements $0 $0 $0 $0 $0 $0 $0 $75 $0 $0 $0 $0 Parks Bowman's Woods West Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $50 $0 $0 $0 $0Page 19 of 37Page 49 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Parks Weaver Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $50 $0 $0 $0 $0 Parks Chippawa Boat Ramp Park Playground Surface Upgrade $0 $0 $0 $0 $0 $0 $0 $35 $0 $0 $0 $0 Parks Glenview Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $75 $0 $0 $0 Parks DC P&R 3.4.3 West Lane District Splash Pad Development $0 $0 $0 $0 $0 $0 $0 $0 $50 $200 $0 $0 Parks DC P&R 3.4.4 Drummond District Splash Pad Development $0 $0 $0 $0 $0 $0 $0 $0 $50 $200 $0 $0 Parks Mount Carmel Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $50 $0 $0 $0 Parks Theresa Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $30 $0 $0 $0 Parks Little Mississippi Drain Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $25 $0 $0 $0 Parks Crimson Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $20 $0 $0 $0 Parks DC P&R 3.4.8 Mountain Bike and BMX Facility $0 $0 $0 $0 $0 $0 $0 $0 $0 $90 $360 $0 Parks DC P&R 3.3.2 Patrick Cummings Memorial Sports Complex Multi - Purpose Court Development Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0 $75 $0 $0 Parks Patrick Cummings Memorial Sports Complex - Baseball Facilities Conversion $0 $0 $0 $0 $0 $0 $0 $0 $0 $55 $495 $0 Parks Niagara Falls Rowing Club Expansion $0 $0 $0 $0 $0 $0 $0 $0 $0 $35 $0 $0 Parks Shriners Creek South Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $0 $20 $0 $0 Parks Chippawa Boat Ramp Park Phase 3 - Washroom Building Development $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750 $0 Parks DC P&R 3.4.9 North End Skateboard Park Development $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $115 $460 Parks Parks Parking Lot Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80 $320 Parks Shriners Creek Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 $0 Parks Kalar Park Building Expansion and Park Improvement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $430 Parks Cummington Square Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250 Parks John N Allan Park Woodlot Conservation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 Parks Total $2,875 $1,935 $3,496 $4,738 $6,996 $4,162 $1,180 $2,260 $1,500 $675 $1,850 $1,510 Planning Official Plan Project Manager Contract Extension $50 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning Comprehensive Zoning By-law Update $700 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.5 MTO/Hospital Secondary Plan $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning Cityview Phase 2 $300 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.8 Affordable Housing Community Improvement Plan Reserve $100 $0 $0 $0 $500 $500 $500 $500 $500 $500 $500 $0 Planning Artificial Intelligence Software $0 $1,130 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning Mid to High Rise Urban Design Guidelines $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.9 South Hospital Secondary Plan $0 $900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning Development Permit System $0 $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning Building Fee Study/Update $0 $0 $0 $75 $0 $0 $0 $0 $0 $0 $0 $0 Planning Urban Design Awards Program $0 $0 $0 $50 $0 $50 $0 $50 $0 $50 $0 $50 Planning Planning Fee Study/Update $0 $0 $0 $75 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.10 Surplus Land Study $0 $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.13 Urban Design Guidelines $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.14 Lundy's Lane Secondary Plan $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.15 Nodes & Corridors Study (per new OP)$0 $0 $0 $0 $0 $600 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.12 Inclusionary Zoning Study $0 $0 $135 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.17 Tourist Core Secondary Plan $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.18 Industrial Land Secondary Plan $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.16 Housing Strategy Update $0 $0 $0 $125 $0 $0 $0 $0 $150 $0 $0 $0 Planning DC Planning 5.4.19 Future Secondary Plan $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.20 Nodes & Corridors Study (per new OP)$0 $0 $0 $0 $0 $600 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.21 DC Background Study and CBC Strategy $0 $0 $0 $0 $0 $120 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.22 Future Secondary Plan $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 Planning DC Planning 5.4.23 Workforce Housing Study $0 $0 $125 $0 $0 $0 $0 $0 $0 $0 $0 $0 Planning DC Planning 5.4.24 Employment Strategy Update $0 $0 $0 $0 $0 $0 $0 $300 $0 $0 $0 $0 Planning DC Planning 5.4.26 Official Plan 10 yr Update: Background Studies $0 $0 $0 $0 $0 $0 $0 $0 $800 $0 $0 $0 Planning DC Planning 5.4.25 Housing Strategy Update $0 $0 $0 $0 $0 $0 $0 $0 $125 $0 $0 $0 Planning DC Planning 5.4.29 Downtown Secondary Plan $0 $0 $0 $0 $0 $0 $0 $0 $0 $700 $0 $0 Planning DC Planning 5.4.28 Official Plan 10 yr Update $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000 $0 $0 Planning DC Planning 5.4.27 Future Secondary Plan $0 $0 $0 $0 $0 $0 $0 $0 $0 $600 $0 $0Page 20 of 37Page 50 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Planning Total $1,250 $2,130 $1,460 $1,325 $1,000 $1,870 $1,000 $850 $1,575 $2,850 $500 $50 Roads Rehab & Reconstruction 2025 Road Rehabilitation Program $1,440 $0 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $2,000 $0 Roads Rehab & Reconstruction DC Road 17 Dorchester Rd (Oldfield Rd to Chippawa Pkwy includes Oldfield/Dorchester Intersection)$0 $0 $2,160 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction 2025 Urban Surface Treatment Program $1,147 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction 2025 Rural Surface Treatment Program $750 $0 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $0 Roads Rehab & Reconstruction 2025 Asphalt Overlay Program $325 $0 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 Roads Rehab & Reconstruction DC Road 38 Reixinger Road Extension/Street A (Montrose Road to West Limit)$90 $0 $360 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction Kent Avenue Watermain Replacement $88 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 3 2025 Asphalt Overlay (DC) - Brown Road and Blackburn Parkway $0 $0 $2,295 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction Mewburn Road Reconstruction - Mountain Road north to City Limits $0 $2,035 $0 $1,250 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction Valley Way Road Widening $0 $1,188 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 26 Kalar Road (Lundy's Lane to Beaverdams Road)$0 $0 $620 $2,480 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 24 Grassy Brook Road Urbanization $0 $0 $608 $2,432 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 44 Willick Road (Sodom Road to Ort Road)$0 $0 $508 $2,033 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 49 Heartland Forest Road (Brown Road to Chippawa Parkway)$0 $0 $278 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 31 McLeod Road MCEA (Kalar Road to Townline Road)$0 $0 $250 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 14 Dorchester Rd EA (Frederica Street to McLeod Road)$0 $0 $215 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 21 Ferry Street & Fallsview Boulevard Intersection $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 27 Kalar Road & Beaverdams Road Intersection $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 50 Kalar Road (Lundy's Lane to Beaverdams Road)$0 $0 $46 $186 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 53 Thorold Stone Road Extension Sidewalk/Multi-Use Path (Fourth Avenue to Victoria Avenue)$0 $0 $40 $160 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 45 Willick Road (Sodom Road to Ort Road) Box Culvert Crossing Replacement $0 $0 $15 $60 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 23 Garner Road Improvements (McLeod Road to Lundy's Lane)$0 $0 $0 $1,080 $4,320 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 37 Reixinger Road (Grassy Brook Area including Dell Road)$0 $0 $0 $749 $2,996 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 29 McLeod Road (Kalar Road to Garner Road)$0 $0 $0 $695 $2,782 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 6 Beaverdams Road Reconstruction $0 $0 $0 $638 $2,554 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 46 Willick Road (Sodom Road to Willoughby Drive)$0 $0 $0 $491 $1,964 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 5 Allendale Avenue (Ferry Street to Robinson Street)$0 $0 $0 $393 $1,572 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 16 Dorchester Rd EA (Thorold Stone Road to Pinedale Drive)$0 $0 $0 $250 $0 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 22 Garner Road (Brown Road to Warren Woods Avenue)$0 $0 $0 $141 $562 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 30 McLeod Road & Garner Road Intersection $0 $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 41 Robinson Street & Fallsview Boulevard Intersection $0 $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 52 New Sidewalk Construction (misc. Missing Links)$0 $0 $0 $74 $296 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 51 Mewburn Road (Scholfield Street to Mountain Road)$0 $0 $0 $29 $115 $0 $0 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 28 Kalar Road Improvements (Mountain Road to Thorold Stone Road)$0 $0 $0 $0 $816 $0 $3,264 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 32 McLeod Road Improvements (Garner Road to Townline Road)$0 $0 $0 $0 $0 $1,148 $4,592 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 10 Biggar Road Improvements Phase 3 (Crowland Avenue to westerly City Limits)$0 $0 $0 $0 $0 $711 $0 $2,842 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 12 Chippawa Parkway Improvements Phase 2 (1200m west of Stanley Avenue to Stanley Avenue)$0 $0 $0 $0 $0 $408 $1,632 $0 $0 $0 $0 $0Page 21 of 37Page 51 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Roads Rehab & Reconstruction DC Road 9 Biggar Road Improvements Phase 2 (Unopened Road Allowance to Crowland Avenue)$0 $0 $0 $0 $0 $292 $0 $1,170 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 55 Chippawa Parkway Phase 2 Multi-Use Path (1200m west of Stanley Ave to Stanley Ave)$0 $0 $0 $0 $0 $48 $192 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 61 Stanley Avenue (Murray Street to Main Street)$0 $0 $0 $0 $0 $6 $25 $0 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 7 Beechwood Road Improvements (Lundy's Lane to Brown Road)$0 $0 $0 $0 $0 $0 $1,088 $4,352 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 58 Montrose Road Sidewalk/Multi-Use Path (Grassy Brook to McLeod Road)$0 $0 $0 $0 $0 $0 $128 $512 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 35 Portage Road EA (Main Street to Upper Rapids Road)$0 $0 $0 $0 $0 $0 $0 $250 $0 $0 $0 $0 Roads Rehab & Reconstruction DC Road 60 Murray Street (Stanley Avenue to Main Street)$0 $0 $0 $0 $0 $0 $0 $4 $14 $0 $0 $0 Roads Rehab & Reconstruction DC Road 36 Portage Road EA (Marineland Parkway to Upper Rapids Road)$0 $0 $0 $0 $0 $0 $0 $0 $250 $0 $0 $0 Roads Rehab & Reconstruction DC Road 33 Mewburn Road (Scholfield Street to Mountain Road)$0 $0 $0 $0 $0 $0 $0 $0 $176 $704 $0 $0 Roads Rehab & Reconstruction DC Road 64 Portage Road (Fallsview Boulevard to Marineland Parkway)$0 $0 $0 $0 $0 $0 $0 $0 $43 $172 $0 $0 Roads Rehab & Reconstruction DC Road 59 Fallsview District - Miscellaneous Locations $0 $0 $0 $0 $0 $0 $0 $0 $29 $115 $0 $0 Roads Rehab & Reconstruction DC Road 63 Fallsview Boulevard (Main Street to Dunn Street) - West Side Only $0 $0 $0 $0 $0 $0 $0 $0 $29 $115 $0 $0 Roads Rehab & Reconstruction DC Road 11 Brown Road Improvements (Beechwood Road to 550m west of Kalar Road)$0 $0 $0 $0 $0 $0 $0 $0 $0 $452 $1,809 $0 Roads Rehab & Reconstruction DC Road 34 Portage Road - Norton Street to Macklem Street $0 $0 $0 $0 $0 $0 $0 $0 $0 $370 $1,482 $0 Roads Rehab & Reconstruction DC Road 62 Falls Avenue (Stanley Avenue to Victoria Avenue) (1,000m x2)$0 $0 $0 $0 $0 $0 $0 $0 $0 $57 $229 $0 Roads Rehab & Reconstruction Total $3,840 $3,223 $10,326 $16,791 $21,446 $5,363 $13,671 $11,880 $3,291 $4,736 $6,770 $250 Sanitary Sewer Program Gunning and Mears CSO Storage Tank Reconstruction $500 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 37 McLeod Road Sewer Upgrade (Stanley Avenue to Drummond Road)$335 $0 $0 $4,779 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program Central High-Rate Treatment (HRT) Facility Rehabilitation $300 $0 $500 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 39 Stanley Avenue Twin Sewer (Livingstone Street to McLeod Road)$100 $0 $1,566 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 26 Valley Way Area Sewer Separations (Victoria Avenue to Stanley Avenue)$0 $0 $650 $4,693 $4,693 $4,693 $4,693 $4,693 $4,693 $4,693 $4,693 $4,693 Sanitary Sewer Program DC Sanitary 16 North Sodom Road Sanitary Sewer Upsizing (Weinbrenner Road to Lyons Creek Road)$0 $0 $500 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 27 Willick Road (Sodom Road to Ort Road)$0 $0 $430 $1,721 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 8 Frederica Street Sewer Diversion (Prince Edward Avenue to Highland Avenue)$0 $0 $179 $718 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 25 Thorold Stone Road Extension (Fourth Avenue to Victoria Avenue)$0 $0 $152 $608 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 17 Ort Road (North Limit to Willick Road)$0 $0 $77 $306 $0 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 15 Montrose Road Sanitary Sewer Phase 2 (110m South of Lyons Creek Rd to Carl Rd)$0 $0 $0 $600 $2,400 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 28 Willick Road (Sodom Road to Willoughby Drive)$0 $0 $0 $430 $1,721 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 9 Garner Road Sanitary Sewer (Angie Drive to Black Forest Crescent) - Cost Share Only $0 $0 $0 $360 $1,440 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 4 Corwin and Carlton Sewer Separations (Corwin - Erwin to Carlton, Carlton - Corwin to..$0 $0 $0 $354 $1,414 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 38 Robinson Street (Stanley Avenue to East Limit)$0 $0 $0 $210 $839 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 33 Allendale Avenue (Ferry Street to Robinson Street)$0 $0 $0 $175 $699 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 10 Garner Road Sanitary Sewer (Warren Woods Avenue to Brown Road) - Cost Share Only $0 $0 $0 $129 $516 $0 $0 $0 $0 $0 $0 $0Page 22 of 37Page 52 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Sanitary Sewer Program DC Sanitary 6 Drop Connection to Regional Sanitary Tunnel at Reixinger and Montrose $0 $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 35 Clark Avenue (Ferry Street to Robinson Street) - Upsize from 250mm to 300mm $0 $0 $0 $71 $284 $0 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 12 Kalar Road Sewer Upgrade (Thorold Stone Road to Mount Carmel Boulevard)$0 $0 $0 $0 $2,800 $0 $11,200 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 34 Alex Avenue Sewer Upgrade (McLeod Road to Frontenac Street)$0 $0 $0 $0 $67 $269 $0 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 2 Biggar Road Sanitary Trunk Phase 2 (Unopened ROW West to Crowland Avenue)$0 $0 $0 $0 $0 $700 $2,800 $0 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 3 Beechwood Road Local Trunk Sewer (Lundy's Lane to McLeod Road)$0 $0 $0 $0 $0 $0 $760 $3,040 $0 $0 $0 $0 Sanitary Sewer Program DC Sanitary 32 Woodington, Woodgate, Woodfield Sewer Upgrades $0 $0 $0 $0 $0 $0 $0 $378 $1,512 $0 $0 $0 Sanitary Sewer Program DC Sanitary 7 Dorchester Road Sewer Upgrades (Mountain Road to Riall Street)$0 $0 $0 $0 $0 $0 $0 $0 $513 $2,054 $0 $0 Sanitary Sewer Program DC Sanitary 24 South Garner Hydro Corridor Sewer (Garner Road to Beechwood Road) - Cost Share Only $0 $0 $0 $0 $0 $0 $0 $0 $300 $1,200 $0 $0 Sanitary Sewer Program DC Sanitary 18 Portage Road (Norton Street to Macklem Street)$0 $0 $0 $0 $0 $0 $0 $0 $0 $163 $652 $0 Sanitary Sewer Program Total $1,235 $0 $9,054 $22,242 $17,234 $5,661 $19,453 $8,111 $7,018 $8,109 $5,344 $4,693 Sewer Separation Huggins Sewer Separation $0 $3,350 $0 $2,450 $3,150 $2,000 $2,200 $0 $0 $0 $0 $0 Sewer Separation Dixon Street Sewer Separation - Level Ave to Orchard Ave $0 $0 $3,325 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation George St & Fraser St Sewer Separation $0 $180 $0 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation Huron Street Sewer Separation (Design)$0 $105 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation Homewood Avenue Sewer Separation Phase 2 (Design)$0 $92 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation Cedar Street Sewer Separation (Design)$0 $73 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation Britannia Crescent Sewer Separation (Design)$0 $0 $0 $175 $0 $0 $0 $0 $0 $0 $0 $0 Sewer Separation Total $0 $3,800 $3,325 $5,625 $3,150 $2,000 $2,200 $0 $0 $0 $0 $0 Sidewalk Construction 2025 Sidewalk Replacement Program $450 $0 $500 $500 $500 $500 $500 $500 $500 $500 $500 $0 Sidewalk Construction Total $450 $0 $500 $500 $500 $500 $500 $500 $500 $500 $500 $0 Stormwater Management Warner Road Culvert Replacement - Hydrologic Assessment & Detailed Design $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 1 Beaverdams SWM Facility - Land Purchase, Design & Construction $0 $0 $574 $2,294 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management St. Paul Avenue Storm Sewer - O'Neil St to Riall St $0 $0 $219 $2,566 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management Fernwood SWMF Improvements $0 $133 $0 $600 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management Chippawa West Subdivision Stormwater Management Pond Cleanout (DSP_00005)$0 $0 $62 $250 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 5 Hodgson Subdivision Sewer Separation Strategy - DC Eligible Share duplicate?$0 $0 $34 $136 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 12 Valley Way (Second Avenue to Drop Shaft/Tunnel at Stanley Ave)$0 $0 $0 $717 $2,868 $0 $0 $0 $0 $0 $0 $0 Stormwater Management Orchard Grove Estates Subdivision Stormwater Management Pond Cleanout (DSP_00006)$0 $0 $0 $13 $53 $0 $0 $0 $0 $0 $0 $0 Stormwater Management Orchard Grove Estates Subdivision Stormwater Management Pond Cleanout (DSP_00015)$0 $0 $0 $13 $53 $0 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 10 Thorold Stone Road Extension (Fourth Avenue to Victoria Avenue) - Cost Share Only $0 $0 $0 $0 $1,000 $0 $0 $0 $0 $0 $0 $0 Stormwater Management Garner Estates Subdivision Stormwater Management Pond Cleanout (DSP_00016, DSP_00017, DSP_00018)$0 $0 $0 $0 $195 $1,755 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 4 Corwin Crescent (Erwin Avenue to OPG Canal)$0 $0 $0 $0 $0 $2,151 $8,603 $0 $0 $0 $0 $0 Stormwater Management DC Storm 11 Thompson Creek EA/Design (McLeod Road South)$0 $0 $0 $0 $0 $250 $0 $0 $0 $0 $0 $0 Stormwater Management DC Storm 3 Biggar Road Trunk Storm Sewer Phase 2 (Unopened ROW West to Crowland Avenue)$0 $0 $0 $0 $0 $160 $640 $0 $0 $0 $0 $0 Stormwater Management MacBain Community Centre Stormwater Management Pond Cleanout (DSP_00019)$0 $0 $0 $0 $0 $0 $90 $808 $0 $0 $0 $0Page 23 of 37Page 53 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Stormwater Management Warren Woods Subdivision Stormwater Management Pond Cleanout (DSP_00004)$0 $0 $0 $0 $0 $0 $81 $323 $0 $0 $0 $0 Stormwater Management Warren Woods Subdivision Stormwater Management Pond Cleanout (DSP_00026)$0 $0 $0 $0 $0 $0 $0 $62 $250 $0 $0 $0 Stormwater Management Warren Woods Subdivision Stormwater Management Pond Cleanout (DSP_00030)$0 $0 $0 $0 $0 $0 $0 $50 $198 $0 $0 $0 Stormwater Management Warren Woods Subdivision Stormwater Management Pond Cleanout (DSP_00023)$0 $0 $0 $0 $0 $0 $0 $0 $40 $364 $0 $0 Stormwater Management Marpin Court Stormwater Management Pond Cleanout (DSP_00027)$0 $0 $0 $0 $0 $0 $0 $0 $23 $95 $0 $0 Stormwater Management Fourth Avenue Stormwater Management Pond Cleanout (DSP_00007)$0 $0 $0 $0 $0 $0 $0 $0 $3 $11 $0 $0 Stormwater Management DC Storm 7 Portage Road (Norton Street to Macklem Street) - Upsize Storm Outlet $0 $0 $0 $0 $0 $0 $0 $0 $0 $250 $998 $0 Stormwater Management DC Storm 13 New OPG Outlets (Miscellaneous)$0 $0 $0 $0 $0 $0 $0 $0 $0 $86 $344 $0 Stormwater Management Total $100 $133 $888 $6,589 $4,168 $4,316 $9,414 $1,243 $514 $805 $1,342 $0 Studies & Initiatives Participatory Budgeting Pilot Project Enhancement $200 $0 $200 $0 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Transportation Master Plan including Active Transportation and Updates (5 yr)$0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Master Servicing Plan and Wet Weather Management Study Update $0 $0 $0 $0 $200 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Ductile Iron Corrosion Assessment Study $150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Roadway Design and Soil Investigation Program $100 $0 $100 $100 $100 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Rural Road Crossing Drainage Investigation $100 $0 $100 $0 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Accessibility Improvement Program $50 $0 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 Studies & Initiatives Asset Tagging Program Development $0 $0 $250 $0 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Road Needs Study - 3 yr (Urban)$0 $0 $150 $0 $0 $150 $0 $0 $150 $0 $0 $150 Studies & Initiatives Non-Core Asset Repository Design & Development $0 $0 $150 $0 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Easement Inventory Review and Data Update $0 $0 $100 $100 $0 $0 $0 $0 $0 $0 $0 $0 Studies & Initiatives Streetlight Needs Assessment $0 $0 $75 $0 $0 $0 $0 $75 $0 $0 $0 $0 Studies & Initiatives Road Needs Study - 5 yr (Rural)$0 $0 $0 $0 $150 $0 $0 $0 $0 $150 $0 $150 Studies & Initiatives Stormwater Management Pond Condition Assessment (5-7 years)$0 $0 $0 $0 $150 $0 $0 $0 $0 $150 $0 $0 Studies & Initiatives Trail Condition Assessment and Capital Program Development $0 $0 $0 $0 $100 $0 $0 $0 $0 $0 $125 $0 Studies & Initiatives Asset Management Plan & Updates (5 yr)$0 $0 $0 $0 $0 $300 $0 $0 $0 $0 $0 $0 Studies & Initiatives Development Charges (DC) Background Study $0 $0 $0 $0 $0 $150 $0 $0 $0 $0 $150 $0 Studies & Initiatives Total $600 $0 $1,175 $250 $1,250 $650 $50 $125 $200 $350 $325 $350 Third Party Projects Montrose/Biggar/Reixinger Reconstruction (SNH)$2,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Bridge Street Road Reconstruction - Victoria Ave to Erie Ave (City Share)$0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Whirlpool Road and Niagara Parkway Roundabout $0 $0 $3,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Thorold Stone Road Extension - Gale Centre to Victoria and Bridge Roundabout (City Share)$0 $0 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects McLeod Road - OPG Canal to Wilson Cres (Phase 2) (City Share)$0 $0 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Niagara Parkway Cast Iron Watermain Replacement - Murray St to Tablerock $0 $0 $314 $3,692 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Stanley Avenue Road Reconstruction Ph 2 - Murray St to Peer Lane (City Share)$0 $0 $0 $1,400 $0 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Sodom Road Sanitary Sewer & Ductile Iron Watermain Replacement - Main St to Weinbrenner Rd $0 $0 $0 $187 $1,162 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Lundy's Lane Road Reconstruction - Highland Ave to Montrose Rd, Montrose Rd to Kalar Rd (City Share)$0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Stanley Avenue Road Reconstruction - Hwy 420 to Peer Lane (City Share)$0 $0 $0 $0 $1,400 $0 $0 $0 $0 $0 $0 $0 Third Party Projects Montrose Road - Grassy Brook Rd to Chippawa Creek Rd (City Share)$0 $0 $0 $0 $1,200 $0 $0 $0 $0 $0 $0 $0Page 24 of 37Page 54 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Third Party Projects McLeod Road - Wilson Cres to Stanley Ave (Phase 3) (City Share)$0 $0 $0 $0 $0 $1,500 $0 $0 $0 $0 $0 $0 Third Party Projects Lundy's Lane - Montrose Rd to Kalar Rd (City Share)$0 $0 $0 $0 $0 $650 $0 $0 $0 $0 $0 $0 Third Party Projects Bridgewater Street Reconstruction - Cummington Sq to Niagara Parkway $0 $0 $0 $0 $0 $290 $1,821 $0 $0 $0 $0 $0 Third Party Projects Total $2,400 $0 $18,314 $5,279 $9,762 $2,440 $1,821 $0 $0 $0 $0 $0 Trails DC Trails 3.7.5 NS&T Trail Development Phase 2A and 2B $60 $0 $150 $1,180 $0 $0 $0 $0 $0 $0 $0 $0 Trails DC Park 3.8.2 Warren Woods Trail Development - Kalar Road to Pin Oak Drive $0 $605 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Trails DC Trails 3.7.1 Millennium Trail Section 2 - Phase 2 $0 $0 $65 $645 $0 $0 $0 $0 $0 $0 $0 $0 Trails DC Park 3.8.7 Chippawa East Trails $0 $0 $0 $200 $0 $0 $0 $0 $0 $0 $0 $0 Trails DC Trails 3.7.2 NS&T Trail Implementation Phase 1A $0 $0 $0 $132 $528 $0 $0 $0 $0 $0 $0 $0 Trails DC Park 3.8.6 Riverfront Community (Thundering Waters) Trail Development $0 $0 $0 $0 $400 $0 $0 $0 $0 $0 $0 $0 Trails DC Trails 3.7.9 Mitchell Line Trail Development $0 $0 $0 $0 $183 $732 $0 $0 $0 $0 $0 $0 Trails DC Trails 3.7.8 Falls Ave Bridge Development $0 $0 $0 $0 $90 $360 $0 $0 $0 $0 $0 $0 Trails Niagara Falls Trails Master Plan $0 $0 $0 $0 $90 $0 $0 $0 $0 $0 $0 $0 Trails DC Trails 3.7.6 NS&T Trail Implementation Phase 1C $0 $0 $0 $0 $0 $675 $2,700 $0 $0 $0 $0 $0 Trails DC Trails 3.7.7 NS&T Trail Implementation Phase 3 $0 $0 $0 $0 $0 $0 $596 $2,384 $0 $0 $0 $0 Trails DC P&R 3.4.7 Synthetic Ice Skating Trail $0 $0 $0 $0 $0 $0 $90 $360 $0 $0 $0 $0 Trails DC Trails 3.7.17 Gary Hendershot Memorial Trail Extension $0 $0 $0 $0 $0 $0 $0 $154 $614 $0 $0 $0 Trails DC Trails 3.7.14 NS&T Trail Implementation Phase 2B&2C $0 $0 $0 $0 $0 $0 $0 $109 $436 $0 $0 $0 Trails DC Trails 3.7.10 Hydro Corridor 9 Trail Development - West $0 $0 $0 $0 $0 $0 $0 $73 $292 $0 $0 $0 Trails DC Trails 3.7.16 Seneca Street Trail Development $0 $0 $0 $0 $0 $0 $0 $50 $0 $0 $0 $0 Trails DC Trails 3.7.11 Hydro Corridor 15 Trail Development - East $0 $0 $0 $0 $0 $0 $0 $0 $112 $447 $0 $0 Trails DC Trails 3.7.12 Clifton Hill to Murray Hill Trail Development $0 $0 $0 $0 $0 $0 $0 $0 $0 $370 $1,478 $0 Trails NS&T Trail Implementation Phase 4 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150 $1,400 $0 Trails DC Trails 3.7.15 Hydro Corridor 15 Trail Development - West $0 $0 $0 $0 $0 $0 $0 $0 $0 $107 $427 $0 Trails DC Trails 3.7.18 Hydro Corridor 9 Trail Development - East $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $879 $0 Trails DC Trails 3.7.13 Hydro Corridor 8 Trail Development - East $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $159 $637 Trails Total $60 $605 $215 $2,157 $1,291 $1,767 $3,386 $3,130 $1,454 $1,074 $4,344 $637 Transportation Traffic Signal Component Replacement $200 $0 $200 $200 $200 $0 $0 $0 $0 $0 $0 $0 Transportation Clifton Hill Preliminary Design $200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Transportation Road Safety Program (ISSR & Countermeasure Prioritization)$175 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Transportation Traffic Safety Equipment Replacement $75 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Transportation Traffic Signal Rebuild Program $50 $0 $400 $450 $450 $450 $450 $450 $450 $450 $450 $450 Transportation Total $700 $0 $600 $650 $650 $450 $450 $450 $450 $450 $450 $450 Watermain Replacement Stanley Avenue Business Park Watermain Replacement Ph 4 $1,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Burdette Drive Watermain Replacement - Pettit Ave to Morrison St $1,020 $0 $1,682 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Warden/Douglas/Ann Area Watermain Replacements $650 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Lyons Creek & Willodell Road Sanitary & Watermain Extensions $395 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Stamford Green Dr Cast Iron Watermain Replacement - St Paul Ave to St Patrick Ave $385 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Royal Manor Drive Watermain Replacement $0 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Drummond Road Cast Iron Watermain Replacement - Frederica St to Summer St $0 $0 $1,640 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Oxford Street Cast Iron Watermain Replacement - Wiltshire Blvd to Rolling Acres Dr $0 $0 $979 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Rolling Acres Watermain Replacement $0 $870 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 68 Willick Road (Sodom Road - Ort Road)$0 $0 $387 $1,549 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Church's Lane Cast Iron Watermain Replacement Ph 1 - Portage Rd to Stanley Ave $0 $0 $286 $3,355 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Beaverdams Road Cast Iron Watermain Replacement - Kalar Rd to Lundy's Lane $0 $0 $268 $2,096 $0 $0 $0 $0 $0 $0 $0 $0Page 25 of 37Page 55 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Watermain Replacement DC Water 56 Thorold Stone Road Watermain Extension (Fourth Ave to Victoria Ave)$0 $0 $116 $464 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Niagara River Parkway Cast Iron Watermain Replacement - Clifton Hill to Rainbow Bridge $0 $0 $108 $581 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Church's Lane Cast Iron Watermain Replacement Ph 2 - Stanley Ave to Whirlpool Rd $0 $0 $100 $789 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Wiltshire Boulevard Cast Iron Watermain Replacement - Cambridge St to Baker Cr $0 $0 $0 $2,266 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Main Street Cast Iron Watermain Replacement - Robinson St to Stanley Ave $0 $0 $0 $1,959 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Portage Road Cast Iron Watermain Replacement - Valley Way to Morrison St $0 $0 $0 $1,784 $0 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 68 Willick Road (Sodom Road - Willoughby Drive)$0 $0 $0 $387 $1,549 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 49 Montrose Road Watermain Phase 2 (100m south of Lyons Creek Road to Carl Road)$0 $0 $0 $247 $988 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 82 - Clark Avenue - Ferry St to Robinson St $0 $0 $0 $196 $786 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Caledonia Street Cast Iron Watermain Replacement - Dorchester Rd. to Magaret St.$0 $0 $0 $163 $881 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Hagar Avenue Cast Iron Watermain Replacement - Dunn St to Caledonia St $0 $0 $0 $125 $736 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Harold Street Cast Iron Watermain Replacement - Frances Av to Sinnicks Av $0 $0 $0 $87 $347 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement Frances Avenue Cast Iron Watermain Replacement - Mayfair Dr to End Limits $0 $0 $0 $79 $709 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 55 South Chippawa Watermain Phase 2 (355m south of Mann Street to Willick Road)$0 $0 $0 $71 $284 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 51 Ort Watermain Installation (North Limit to Willick Road)$0 $0 $0 $51 $204 $0 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 45 Kalar Road Watermain Installation (Mount Carmel to Mountain Road)$0 $0 $0 $0 $320 $0 $1,280 $0 $0 $0 $0 $0 Watermain Replacement DC Water 67 Water Avenue Watermain $0 $0 $0 $0 $212 $846 $0 $0 $0 $0 $0 $0 Watermain Replacement Blondin Avenue Cast Iron Watermain Replacement - Falls Av to Philip St $0 $0 $0 $0 $199 $1,173 $0 $0 $0 $0 $0 $0 Watermain Replacement Bracken St/Cropp St/Heather Av Cast Iron Watermain Replacement - Carolyn Ave to Carolyn Ave $0 $0 $0 $0 $150 $941 $0 $0 $0 $0 $0 $0 Watermain Replacement Carolyn Avenue Cast Iron Watermain Replacement - Burdette Dr to Limits (includes Camelot Cr)$0 $0 $0 $0 $142 $840 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 50 NW Expansion Lands internal WM Loop - Cost Sharing Only $0 $0 $0 $0 $140 $0 $560 $0 $0 $0 $0 $0 Watermain Replacement D'Arcy Crescent Cast Iron Watermain Replacement - Pettit Av to Glengate St.$0 $0 $0 $0 $88 $519 $0 $0 $0 $0 $0 $0 Watermain Replacement St John Street Cast Iron Watermain Replacement - St James Ave to Portage Rd $0 $0 $0 $0 $83 $491 $0 $0 $0 $0 $0 $0 Watermain Replacement Finlay Avenue Cast Iron Watermain Replacement - Symmes St to Murray St $0 $0 $0 $0 $62 $554 $0 $0 $0 $0 $0 $0 Watermain Replacement Margaret Street Cast Iron Watermain Replacement - Hagar Ave to Caledonia St $0 $0 $0 $0 $62 $554 $0 $0 $0 $0 $0 $0 Watermain Replacement DC Water 44 Grand Niagara Drive Watermain Installation (Brown Road to Grassy Brook Road)$0 $0 $0 $0 $0 $300 $0 $1,195 $0 $0 $0 $0 Watermain Replacement DC Water 7 Chippawa Parkway (1200m east of Stanley to Don Murie Street) Looping $0 $0 $0 $0 $0 $220 $880 $0 $0 $0 $0 $0 Watermain Replacement DC Water 3 Biggar Road Watermain Trunk Phase 2 $0 $0 $0 $0 $0 $180 $0 $720 $0 $0 $0 $0 Watermain Replacement Cherrygrove Rd Cast Iron Watermain Replacement - Dorchester Rd to Pettit Av $0 $0 $0 $0 $0 $140 $858 $0 $0 $0 $0 $0 Watermain Replacement DC Water 57 Thorold Stone Road Watermain Upsizing from 150mm to 300mm (Portage Rd to CNR)$0 $0 $0 $0 $0 $137 $546 $0 $0 $0 $0 $0Page 26 of 37Page 56 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Watermain Replacement Merritt Avenue Cast Iron Watermain Replacement - Barbara Dr (from 7514 Merrit Av) to McLeod Rd $0 $0 $0 $0 $0 $111 $658 $0 $0 $0 $0 $0 Watermain Replacement Green Avenue Cast Iron Watermain Replacement - Hodgson Ave to Watson St $0 $0 $0 $0 $0 $91 $817 $0 $0 $0 $0 $0 Watermain Replacement McColl Drive Cast Iron Watermain Replacement - Wiltshire Blvd to Cambridge St $0 $0 $0 $0 $0 $86 $506 $0 $0 $0 $0 $0 Watermain Replacement Whitman Avenue Cast Iron Watermain Replacement - Hawkins St to Caledonia St $0 $0 $0 $0 $0 $71 $640 $0 $0 $0 $0 $0 Watermain Replacement DC Water 1 Beechwood Road Watermain Replacement (Brown Road to Lundy's Lane)$0 $0 $0 $0 $0 $0 $832 $3,328 $0 $0 $0 $0 Watermain Replacement DC Water 5 Brown Road Watermain Phase 2 (Beechwood Road to Westerly Garner Road)$0 $0 $0 $0 $0 $0 $182 $728 $0 $0 $0 $0 Watermain Replacement DC Water 43 Garner West Expansion Lands Internal Watermain Loop - Cost Sharing Only $0 $0 $0 $0 $0 $0 $150 $600 $0 $0 $0 $0 Watermain Replacement Ellis Street Cast Iron Watermain Replacement - Ontario Ave to St Clair Ave $0 $0 $0 $0 $0 $0 $52 $305 $0 $0 $0 $0 Watermain Replacement Morse Avenue & Hanan Avenue Cast Iron Watermain Replacement $0 $0 $0 $0 $0 $0 $0 $175 $1,031 $0 $0 $0 Watermain Replacement Hillcrest Crescent Cast Iron Watermain Replacement - Theresa St to End Limits $0 $0 $0 $0 $0 $0 $0 $165 $973 $0 $0 $0 Watermain Replacement Sherwood Road Cast Iron Watermain Replacement - Pettit Ave to Elmwood Ave $0 $0 $0 $0 $0 $0 $0 $138 $812 $0 $0 $0 Watermain Replacement Shirley Avenue Cast Iron Watermain Replacement - Amelia Cr to 5170 Shirley Ave $0 $0 $0 $0 $0 $0 $0 $125 $736 $0 $0 $0 Watermain Replacement Murray Street Cast Iron Watermain Replacement Ph 1 - Franklin Ave to Drummond Rd $0 $0 $0 $0 $0 $0 $0 $112 $1,011 $0 $0 $0 Watermain Replacement Murray Street Cast Iron Watermain Replacement Ph 2 - Finlay Ave to Drummond Rd $0 $0 $0 $0 $0 $0 $0 $112 $1,011 $0 $0 $0 Watermain Replacement Wills Street Cast Iron Watermain Replacement - Dorchester Rd to Piva Ave $0 $0 $0 $0 $0 $0 $0 $43 $170 $0 $0 $0 Watermain Replacement Cullimore Av Cast Iron Watermain Replacement - Wills St to McMicking St $0 $0 $0 $0 $0 $0 $0 $41 $252 $0 $0 $0 Watermain Replacement Prior Crescent Cast Iron Watermain Replacement - 3272 Prior Cr to Harriman St $0 $0 $0 $0 $0 $0 $0 $25 $145 $0 $0 $0 Watermain Replacement Barton Crescent Cast Iron Watermain Replacement - Amelia Cr to End Limits $0 $0 $0 $0 $0 $0 $0 $24 $143 $0 $0 $0 Watermain Replacement Dianne Crescent Cast Iron Watermain Replacement - Queensway Gardens to End Limits $0 $0 $0 $0 $0 $0 $0 $14 $81 $0 $0 $0 Watermain Replacement DC Water 52 Portage Road Watermain (Norton Street to MacKlem Street) Replacement and Upsizing $0 $0 $0 $0 $0 $0 $0 $0 $209 $838 $0 $0 Watermain Replacement McMillan Drive Cast Iron Watermain Replacement - Coach Dr to Dorchester Rd $0 $0 $0 $0 $0 $0 $0 $0 $119 $699 $0 $0 Watermain Replacement Lowell Avenue & Latshaw Street Cast Iron Watermain Replacement $0 $0 $0 $0 $0 $0 $0 $0 $115 $681 $0 $0 Watermain Replacement Carman Street Cast Iron Watermain Replacement - Portage Rd to Judith Av $0 $0 $0 $0 $0 $0 $0 $0 $90 $810 $0 $0 Watermain Replacement Randy Drive Cast Iron Watermain Replacement - Dovewood Dr to Cherrygrove Rd $0 $0 $0 $0 $0 $0 $0 $0 $85 $501 $0 $0 Watermain Replacement Paisley Avenue Cast Iron Watermain Replacement - Whitman Ave to Hawkins St $0 $0 $0 $0 $0 $0 $0 $0 $78 $312 $0 $0 Watermain Replacement Kingswood Crescent Cast Iron Watermain Replacement - Mayfair Dr to End Limits $0 $0 $0 $0 $0 $0 $0 $0 $67 $605 $0 $0 Watermain Replacement Mayfair Drive Cast Iron Watermain Replacement - Swayze Dr to Hyatt Cr $0 $0 $0 $0 $0 $0 $0 $0 $67 $577 $0 $0 Watermain Replacement DC Water 19 Franklin Av Cast Iron Watermain Replacement - Ash St to Murray St $0 $0 $0 $0 $0 $0 $0 $0 $52 $207 $0 $0Page 27 of 37Page 57 of 602 F-2024-42 - Attachment 3 - 10 year Capital Forecast F-2024-42 November 26, 2024 Project Category Project Name 2025 Deferred 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2025 to 2035 Capital Forecast (in 000's) Watermain Replacement Prince Edward Avenue Cast Iron Watermain Replacement - Frederica St to Cook St $0 $0 $0 $0 $0 $0 $0 $0 $31 $181 $0 $0 Watermain Replacement Otter Street Cast Iron Watermain Replacement - Ontario Ave to River Rd $0 $0 $0 $0 $0 $0 $0 $0 $25 $149 $0 $0 Watermain Replacement Wallace Crescent Cast Iron Watermain Replacement $0 $0 $0 $0 $0 $0 $0 $0 $20 $120 $0 $0 Watermain Replacement Nancy Drive Cast Iron Watermain Replacement - Doreen Dr to 4468 Nancy Dr $0 $0 $0 $0 $0 $0 $0 $0 $0 $127 $750 $0 Watermain Replacement Coach Dr Cast Iron Watermain Replacement - Clare Cr To Dorchester Rd $0 $0 $0 $0 $0 $0 $0 $0 $0 $93 $551 $0 Watermain Replacement Hawkins Street Cast Iron Watermain Replacement Ph 2 - Adams Av to Dell Av $0 $0 $0 $0 $0 $0 $0 $0 $0 $66 $596 $0 Watermain Replacement Hawkins Street Cast Iron Watermain Replacement Ph 1 - Dell Av to Drummond Rd $0 $0 $0 $0 $0 $0 $0 $0 $0 $66 $594 $0 Watermain Replacement Peach Avenue Cast Iron Watermain Replacement - Doreen Dr to Sherwood Rd $0 $0 $0 $0 $0 $0 $0 $0 $0 $52 $309 $0 Watermain Replacement Demetre Crescent Cast Iron Watermain Replacement - Winston St to End Limits $0 $0 $0 $0 $0 $0 $0 $0 $0 $40 $238 $0 Watermain Replacement Elmwood Avenue Cast Iron Watermain Replacement - Sherwood Rd to Cherrywood Rd $0 $0 $0 $0 $0 $0 $0 $0 $0 $40 $238 $0 Watermain Replacement Ainslie Crescent Cast Iron Watermain Replacement - McMillan Dr to End Limits $0 $0 $0 $0 $0 $0 $0 $0 $0 $26 $156 $0 Watermain Replacement Rodney Street Cast Iron Watermain Replacement - Wellington St to Drake Ave $0 $0 $0 $0 $0 $0 $0 $0 $0 $25 $149 $0 Watermain Replacement McLaren Crescent Cast Iron Watermain Replacement - Russell St to End Limits $0 $0 $0 $0 $0 $0 $0 $0 $0 $23 $135 $0 Watermain Replacement St Mary's Street Cast Iron Watermain Replacement - Sinnicks Ave to End Limits $0 $0 $0 $0 $0 $0 $0 $0 $0 $18 $109 $0 Watermain Replacement Springdale Avenue Cast Iron Watermain Replacement - E E Mitchelson Park to Glendoone St $0 $0 $0 $0 $0 $0 $0 $0 $0 $17 $98 $0 Watermain Replacement Total $4,250 $3,870 $5,565 $16,247 $7,940 $7,253 $7,960 $7,849 $7,324 $6,275 $3,922 $0 Grand Total $50,269 $20,331 $115,844 $164,070 $167,454 $72,165 $85,332 $67,473 $50,537 $50,651 $49,214 $20,511 Page 28 of 37Page 58 of 602 F-2024-42 - Attachment 4 - Projects to be Closed F-2024-42 November 26, 2024 Project Number Name of Account Year Opened Last Activity Approved Budget Total Net Expenses** (Over)/ Under Budget Unbudgeted Revenues Decrease in Funding Committed Committed Source*** Transfer to/(from) Reserves Reserve/ Reserve Fund**** Bridges BC20-20 Victoria Avenue Bridge 2020 2021 65,000 62,201 2,799 (2,799) CCBF - BC25-21 Major Donald Dell Bridge Rehabilitation 2021 2024 727,500 630,076 97,424 (94,342) OCIF 3,082.07 CSPR 50 BC27-21 Willowdell Road Bridge Rehabilitation 2021 2024 1,192,500 1,139,186 53,314 (47,768) OCIF 5,546.32 CSPR 50 BC29-22 Bridge Structure Safety Improvements 2022 2023 425,000 325,778 99,222 (99,222) CCBF - 2,410,000 2,157,241 252,759 - (244,131) 8,628.39 Cemetery C20-20 Lundy's Lane Cemetery Operations & Maintenance Building Improvements 2020 45489 33,000 21,603 11,397 11,397.00 CSPR 28 C21-20 Master Planning Future Cemetery Dev.2020 2024 73,000 72,814 186 185.81 OLG C30-24 Completion of Lundy's Lane Fence Restoration 2024 2024 111,195 110,900 295 294.88 CSPR 28 217,195 205,317 11,878 - - 11,877.69 Fire F66 Fire Station 2 - Asphalt and Fence Replacement + Storage Garage 2019 2024 147,500 147,447 53 52.85 CSPR 4 147,500 147,447 53 - - 52.85 Fleet FR5 Fleet Fuel Systems 2018 2024 1,375,000 1,094,626 280,374 280,374.34 CSPR 85 FR10-22 Plow Truck Replacement Program 2022 2024 2,786,460 2,802,223 (15,763) (36,460) Debt (52,222.73) CSPR 85 4,161,460 3,896,848 264,612 - (36,460) 228,151.61 Multiple Services MS19 Fallsview Blvd (Ferry to Murray) New Watermain/Sanitary & Road Reconstruction 2012 2023 5,445,534 5,190,083 255,451 220,433 (475,883) CSPR DCs - MS22 Level Avenue - Dixon to Dunn 2012 2023 1,637,738 1,108,347 529,391 44,534 (573,925) DCs - MS34 Bukator & Rapidsview Drive Sewer Separation 2018 2023 3,342,150 1,957,777 1,384,373 329,683 (1,994) CSO 1,712,061.27 CSPR 71 10,425,422 8,256,208 2,169,215 594,649 (1,051,802) 1,712,061.27 Page 29 of 37Page 59 of 602 F-2024-42 - Attachment 4 - Projects to be Closed F-2024-42 November 26, 2024 Project Number Name of Account Year Opened Last Activity Approved Budget Total Net Expenses** (Over)/ Under Budget Unbudgeted Revenues Decrease in Funding Committed Committed Source*** Transfer to/(from) Reserves Reserve/ Reserve Fund**** Parks P 73 Chippawa West Park Development 2015 2023 769,000 787,941 (18,941) 253,920 (133,046) DCs 101,933.43 CSPR 32 P 80 Franklin J. Miller Park Play Area Improvements 2017 2023 414,532 309,568 104,964 596 105,559.90 OLG P 81 Ontario Ave Park Play Area Improvements 2017 2023 405,532 331,236 74,296 8,474 82,770.08 OLG P112 Fern Park Improvements & Trail Development 2019 2023 588,570 559,395 29,175 24,837 (54,012) DCs - P120-20 Balmoral Park 2020 2023 204,088 183,284 20,804 20,804.20 CSPR 32 P122-20 Bambi Park 2020 2023 204,088 175,521 28,567 28,566.58 CSPR 32 P123-20 C.B. Wright Park 2020 2023 204,088 187,345 16,743 16,743.02 CSPR 32 P124-20 Cherryhill Park 2020 2023 204,088 170,375 33,713 33,712.65 CSPR 32 P125-20 Coronation Park 2020 2023 204,088 201,991 2,097 2,096.61 CSPR 32 P126-20 Maple Street Park 2020 2023 204,088 188,960 15,128 15,128.24 CSPR 32 P127-20 Preakness Park 2020 2023 104,088 132,076 (27,988) (27,988.42) CSPR 32 P128-21 Corwin Park Trail Development 2021 2022 31,000 29,896 1,104 1,103.84 CSPR 32 P132-22 Tennis and Basketball Courts Improvements 2022 2023 1,237,500 1,281,322 (43,822) (43,822.45) CSPR 32 4,774,750 4,538,911 235,839 287,827 (187,058) 336,607.68 Recreation and Culture RF40 Gale Centre Improvements 2017 173,410 156,528 16,882 4,449 21,330.78 CSPR 26 RF51 Battle Ground Hotel Roof 2019 2024 40,000 39,080 920 919.52 CSPR 26 RF75-24 EE Mitchelson Park Soccer Clubhouse Urgent Capital 2024 2024 44,000 47,004 (3,004) (3,004.05) CSPR 26 257,410 242,613 14,797 4,449 - 19,246.25 Roads R127-20 Fallsway Pedestrian Walkway Extension 2020 2024 250,000 364,130 (114,130) 95,000 (19,130.34) Fallsview Parkland RF R148-23 2023 (Road Resurfacing) Mill & Pave Program 2023 2024 1,320,890 1,320,890 - - R149-23 2023 Road Rehabilitation Program 2023 2024 1,255,000 1,004,138 250,862 (250,862) CCBF - R150-23 2023 Sidewalk Replacement 2023 2024 505,000 450,721 54,279 9,970 (60,711) CCBF 3,537.51 CSPR 3 R151-23 2023 Asphalt Overlay Program - DC 2023 2024 671,100 628,201 42,899 102,722 (145,621) DCs - R152-23 2023 Asphalt Overlay Program 2023 2024 125,000 130,904 (5,904) (5,904.35) CSPR 3 R155-23 2023 Surface Treatment Program 2023 2023 1,500,000 1,234,837 265,163 (265,163) CCBF CSPR 73 - 5,626,990 5,133,822 493,168 207,692 (722,357) (21,497.18) Sanitary Sewer SS43 Colborne St Sewer Separation - Portage to St James 2014 2023 1,618,000 1,096,027 521,973 16,020 (15,609) CSO 522,384.28 CSPR 71 SS79-20 Central Pump Station Demolition 2020 2021 100,000 2,888 97,112 97,111.54 CSPR 71 SS80-20 Portage Road & Prospect Street Sewer Separation 2020 2024 4,743,720 4,459,897 283,823 (8,987) CSO 274,835.47 CSPR 71 6,461,720 5,558,812 902,908 16,020 (24,596) 894,331.29 Page 30 of 37Page 60 of 602 F-2024-42 - Attachment 4 - Projects to be Closed F-2024-42 November 26, 2024 Project Number Name of Account Year Opened Last Activity Approved Budget Total Net Expenses** (Over)/ Under Budget Unbudgeted Revenues Decrease in Funding Committed Committed Source*** Transfer to/(from) Reserves Reserve/ Reserve Fund**** Water W57-20 Fern Ave, Marieclaude Ave & Jordan Ave Watermain Replacement 2020 2023 2,445,000 1,934,884 510,116 (510,116) CSPR 71 CSPR 73 - W62-21 Reixinger Road Watermain Loop and Hospital Servicing 2021 2024 7,600,000 6,192,976 1,407,024 1,407,023.72 Water DCs MS64-23 Debt* - - 10,045,000 8,127,860 1,917,140 - (510,116) 1,407,023.72 GRAND TOTAL 44,527,448 38,265,079 6,262,368 1,110,636 (2,776,521) 4,596,483.57 Notes: * Additional debt revenues of $1,307,023.72 to be allocated to MS64-23 (Montrose/Biggar/Reixinger Reconstruction (SNH)) to reduce the future debenture issuance ** Total Net Expenses: Life to date expenses excluding any allocations funded from a different source i.e. Labour Costs *** Committed Source: Indicates the source of the commitment, which is being decreased i.e. Grants, DCs, Debt, etc. **** Reserve/Reserve Fund Acronyms are as follows: CSPR - Capital Special Purpose Reserve | OLG - Ontario Lottery and Gaming Corporation Reserve | DCs - Development Charges Reserve Page 31 of 37Page 61 of 602 F-2024-42 - Attachment 5 - 2024 Capital Budget Amendments F-2024-42 November 26, 2024 2024 Capital Budget Amendment - Budget Adjustment - AMEND BUDGET AND ADD FUNDS ID Project Description Total Amended Budget Existing Budget Budget Amendment OLG Funding ADD/(Remove) Budget Amendment CSPR 32 Funding ADD/(Remove) P132-22 Tennis and Basketball Courts Improvements 1,237,500.00$ 1,237,500.00$ 220,000.00$ (220,000.00)$ TOTAL 1,237,500$ 1,237,500$ 220,000$ (220,000)$ 2024 Capital Budget Amendment - Budget Adjustment - SWAP Funding ID Project Description Total Amended Budget Existing Budget Budget Amendment OLG Funding ADD/(Remove) Budget Amendment CSPR 1 Funding ADD/(Remove) P139-23 FH Leslie Playground Replacement 165,000.00$ 165,000.00$ 165,000.00$ (165,000.00)$ TOTAL 165,000$ 165,000$ 165,000$ (165,000)$ Explanation: Swapping funding source from CSPR 32 to OLG Funding due to limited parks reserve balance. Recommendation: Approve a capital budget amendment to revise the funding source from CSPR 32 to the OLG Reserve. Explanation: Swapping funding source from CSPR 1 to OLG Funding due to limited general reserve balance. Recommendation: Approve a capital budget amendment to revise the funding source from CSPR 1 to the OLG Reserve.Page 32 of 37Page 62 of 602 F-2024-42 - Attachment 6 - Additional Funding F-2024-42 November 26, 2024 2024 Capital Budget Amendment - Budget Adjustment - NEW PROJECT ID Project Description Total Amended Budget Existing Budget Budget Amendment CSPR 71 Funding ADD/(Remove) SS87-24 (New)High Rate Treatment Condition Assessment 50,000.00$ -$ 50,000.00$ TOTAL 50,000$ -$ 50,000$ 2024 Capital Budget Amendment - Budget Adjustment - ADDITIONAL FUNDS ID Project Description Total Amended Budget Existing Budget Budget Amendment CSPR 71 Funding ADD/(Remove) SS58 Huggins St Area Sewer Separation Study 430,000.00$ 305,000.00$ 125,000.00$ TOTAL 430,000$ 305,000$ 125,000$ Explanation: The 2025 Capital Budget includes a project for the design of safety improvements at the Central High Rate sewage treatment facility. Prior to the works being undertaken (coordinated with Niagara Region), staff wishes to undertake a condition assessment of the equipment and building to help inform the scope of work of the design and more clearly define the City's share of the work. Undertaking this work now allows the 2025 capital project to proceed on schedule and ensure that any risks are identified to allow for proper prioritization of capital works. Recommendation: Approve a 2024 Capital Budget Amendment for $50,000 to create a new project to fund the cost of a building and equipment condition assessment on the High Rate Treatment Facility needed to be completed in the next few months, in advance of the design for improvement to be undertaken during 2025 (Project in 2025 capital budget). Explanation: A 2025 Capital Budget Request for the construction of the Huggins St Sewer Separation was deferred pending further investigative review. Staff is requesting additional funds to undertake investigative studies and design. Condition of all underground infrastructure will be assessed to confirm the scope of work, in the event additional rehabilitation work is required for existing underground infrastructure. Recommendation: Approve a 2024 Capital Budget Amendment for $125,000 to fund the cost of the required investigative studies and condition assessments, to inform any required design changes prior to construction.Page 33 of 37Page 63 of 602 F-2024-42 - Attachment 6 - Additional Funding F-2024-42 November 26, 2024 2024 Capital Budget Amendment - Budget Adjustment - ADDITIONAL FUNDS ID Project Description Total Amended Budget Existing Budget Budget Amendment CSPR 85 Funding ADD/(Remove) Budget Amendment Development Charges ADD/(Remove) FR17-24 2024 Annual Fleet Vehicle Replacement 3,113,771.00$ 2,000,000.00$ 721,485.00$ 392,286.00$ TOTAL 3,113,771$ 2,000,000$ 721,485$ 392,286$ ID Project Description Total Amended Budget Existing Budget Budget Amendment CSPR 73 (Water) Funding ADD/(Remove) Budget Amendment CSPR 71 (Sewer) Funding ADD/(Remove) G89-24 (New)Contingency For Recently Closed Projects (Rate)100,000.00$ -$ 50,000.00$ 50,000.00$ TOTAL 100,000$ -$ 50,000$ 50,000$ Explanation: Adding funds to cover additional vehicles not included in original budget but purchased to take advantage of competitive pricing. A vacuum excavator was purchased under project FR12-23 and a street sweeper (included in the 2024 Development Charges Background Study) was purchased under project FR17-24. Recommendation: Approve one capital budget amendment totalling $1,113,771 funded from CSPR 85 (Fleet) and Development Charges to add additional funds to capital project FR17-24, where outstanding vehicles from both FR12-23 and FR17-24 can be procured. This will facilitate the closure of project FR12-23. 2024 Capital Budget Amendment - Budget Adjustment - NEW PROJECT Explanation: A "contingency" project is needed to facilitate the closure of several capital projects in advance of the ERP implementation, such that if there are unanticipated revenue or expense items post-closure of the projects, they can be funded here as they would likely be immaterial. Most of these projects are in a warranty period with minimal chances of material costs forthcoming. Recommendation: Approve one capital budget amendment totalling $100,000 funded from $50,000 from each of CSPR 73 (Water) and CSPR 71 (Sewer) to create a general government contingency project for "rate funded" projects, where unanticipated and immaterial expenditures and revenues from capital projects can be posted post-closure. Page 34 of 37Page 64 of 602 F-2024-42 - Attachment 6 - Additional Funding F-2024-42 November 26, 2024 ID Project Description Total Amended Budget Existing Budget Budget Amendment CSPR 3 (Roads) Funding ADD/(Remove) Budget Amendment CSPR 32 (Parks) Funding ADD/(Remove) G90-24 (New)Contingency For Recently Closed Projects (Levy)100,000.00$ -$ 50,000.00$ 50,000.00$ TOTAL 100,000$ -$ 50,000$ 50,000$ 2024 Capital Budget Amendment - Budget Adjustment - NEW PROJECT Explanation: A "contingency" project is needed to facilitate the closure of several capital projects in advance of the ERP implementation, such that if there are unanticipated revenue or expense items post-closure of the projects, they can be funded here as they would likely be immaterial. Most of these projects are in a warranty period with minimal chances of material costs forthcoming. Recommendation: Approve one capital budget amendment totalling $100,000 funded from $50,000 from each of CSPR 3 (Roads) and CSPR 32 (Parks) to create a general government contingency project for tax levy funded projects, where unanticipated and immaterial expenditures and revenues from capital projects can be posted post-closure. Page 35 of 37Page 65 of 602 F-2024-42 - Attachment 7 - 2024 Capital Budget Amendments - Regional WWM Funding F-2024-42 November 26, 2024 2024 Capital Budget Amendment - Budget Adjustment - WWM SWAP Funding ID Project Description Total Amended Budget Existing Budget Budget Amendment CSO Funding ADD/(Remove) Budget Amendment CSPR 71 Funding ADD/(Remove) MS50-20 Armoury Street Sewer Separation - Phase 2 5,809,121.00$ 5,809,121.00$ 409,000.00$ (409,000.00)$ MS51-20 Elm Street Sewer Separation 1,681,200.00$ 1,681,200.00$ 162,000.00$ (162,000.00)$ MS53-20 Maple Street Sewer Separation 2,738,600.00$ 2,738,600.00$ 13,500.00$ (13,500.00)$ TOTAL 10,228,921$ 10,228,921$ 584,500$ (584,500)$ Explanation: Swapping funding source from CSPR 71 to Approved Regional Wet Weather Management (WWM) Funding. Recommendation: Approve a capital budget amendment to revise the funding source from CSPR 71 to Regional WWM Funding.Page 36 of 37Page 66 of 602 Attachment 8 - 2025 Capital Positions Requested F-2024-42 November 26, 2024 Position Brief Job Description Recommended for Budget Approval? 1 Landscape Coordinator New FTE to support the delivery of capital projects related to Parks Development.Y 2 Project Manager New FTE to support the delivery of capital projects in the Municipal Works Division.Y 2025 Capital Funded Positions Requested Page 37 of 37Page 67 of 602 2025 MAYOR’S PROPOSEDCapital Budget BUDGET BOOK RELEASE DATE | NOVEMBER 6, 2024 Capital Budget In Camera Education Session: November 18, 2024 - 1:00pm start Capital Budget Council Meeting: November 26, 2024 - 2:00pm start 30 Day Strong Mayor’s Act Review Period (for Council Amendments)(for Council Amendments): November 6, 2024 to December 5, 2024 unless shortened by way of Council Resolution 1 Page 68 of 602 This page has been intentionally left blank.2Page 69 of 602 1 Introduction 2 Financial Summaries 3 Contingent Projects 4 Fire 5 General Government and Information Systems 6 Engineering 7 Fleet 8 Parks 9 Transportation 10 Parking 3 Page 70 of 602 11 Planning, Building and Development 12 Corporate Facilities 13 Recreation, Culture and Other Programs 4 Page 71 of 602 2025 CAPITAL BUDGET INTRODUCTION 5 Page 72 of 602 This page has been intentionally left blank.6Page 73 of 602 Index INTRODUCTION Mayoral Direction to Staff Summary of In-Year Budget Amendments 7 Page 74 of 602 This page has been intentionally left blank.8Page 75 of 602 9Page 76 of 602 This page has been intentionally left blank.10Page 77 of 602 Department Authorizing Report ID Project Description Existing Budget 2024 In-Year Budget Adjustment Total Amended Budget Funding Source Municipal Works MW-2024-02 W66-23 Brown Road Watermain Replacement $ 2,827,700 $ 300,000 $ 3,127,700 Water CSPR Municipal Works MW-2024-10 MS68-24 South Chippawa Infrastructure Improvements $ - $ 1,031,867 $ 1,031,867 Development Charges Municipal Works MW-2024-09 R125-20 Main Street (Chippawa) Road Reconstruction $ 5,004,261 $ 1,100,000 $ 6,104,261 $608,800 OCIF $491,200 CSPR 71 Municipal Works MW-2024-14 R119-19 Ferry Street Reconstruction - Phase 1 $ 3,695,000 $ 500,000 $ 4,195,000 $200,000 OCIF $300,000 Victoria Centre BIA Municipal Works MW-2024-16 P151-24 Accessible Audio Trails Wayfinding $ - $ 13,479 $ 13,479 CSPR 32 Municipal Works MW-2024-19 MS69-24 Chippawa Parkway & Dorchester Road Infrastructure Improvements $ - $ 4,850,000 $ 4,850,000 Development Charges Municipal Works MW-2024-21 P134-22 NS&T Trail Implementation Phase 1 Project $ 150,000 $ 1,900,000 $ 2,050,000 $1,710,000 Park DCs $190,000 CSPR 32 Recreation & Culture R&C-2024-10 C32-24 72 Niche Columbarium - Fairview Cemetery $ 187,000 $ 345,000 $ 532,000 $70,000 CSPR 1 $275,000CSPR 28 Parks MW-2024-33 P135-23 Pickleball Facility Development $ 350,000 $ 77,000 $ 427,000 OLG Recreation Facilities MW-2024-41 RF57-20 MacBain Skatepark Improvements $ 130,000 $ 18,000 $ 148,000 CSPR 26 Building and Planning F-2024-29 BP57-24 Emergency Preparedness Investment $ 1,112,500 $ 90,000 $ 1,202,500 CSPR 105 Municipal Works MW-2024-31 W71-24 Thorold Stone Road QEW Watermain Assessment $ 20,000 $ 11,640 $ 31,640 CSPR - Water Municipal Works MW-2024-32 BP56-24 Service Centre Employee Parking Lot Paving $ 20,000 $ 25,000 $ 45,000 CSPR 105 Transportation - Parking MW-2024-28 PRKG53-24 Municipal Lot # 3 Repairs $ - $ 45,000 $ 45,000 Parking Reserve Municipal Works F-2024-18 STMS59-24 Gale Centre Storm Water $ - $ 60,000 $ 60,000 CSPR 26 Municipal Works F-2024-19 STMS58-24 White Drain Petition $ - $ 95,000 $ 95,000 External Contributions Municipal Works MW-2024-17 BC24-21 Koabel Road Bridge Rehabilitation $ 567,500 $ 65,000 $ 632,500 $63,856 OCIF $1,144 CSPR 50 Municipal Works MW-2024-17 BC26-21 Schisler Road Bridge Rehabilitation $ 616,000 $ 70,000 $ 686,000 $68,768 OCIF $1.232 CSPR 50 14,679,961$ 10,596,986$ 25,276,947$ 2024 In-Year Council-Approved Capital Budget Amendments 11Page 78 of 602 This page has been intentionally left blank.12Page 79 of 602 2025 CAPITAL BUDGET SUMMARIES 13 Page 80 of 602 This page has been intentionally left blank.14Page 81 of 602 Index FINANCIAL SUMMARIES Consolidated 2025 Mayor's Proposed Capital Budget Contingent Projects All Services Fire General Government and Information Systems Engineering Fleet Parks Transportation Parking Planning, Building and Development Corporate Facilities Recreation, Culture and Other Programs 15 Page 82 of 602 This page has been intentionally left blank.16Page 83 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)5,649,500 370,000 240,000 100,000 6,359,500 Studies and Master Plans 20,000 30,000 - - 50,000 Information Technology 985,000 300,000 300,000 200,000 1,785,000 Facilities and Land 6,468,000 1,637,500 1,698,100 972,800 10,776,400 Vehicles and Equipment 5,876,837 6,693,000 2,687,000 2,991,000 18,247,837 Parks/Trails/Cemeteries 2,510,000 550,000 1,040,000 - 4,100,000 Fixtures and Furniture 162,492 - - - 162,492 Construction: Roads, Bridges and Culverts 9,889,000 2,670,100 - - 12,559,100 Stormwater Management 2,400,000 - - - 2,400,000 Water and Wastewater Systems 9,794,000 7,046,000 - 4,779,000 21,619,000 Contingency 444,171 - - - 444,171 Other 6,070,000 250,000 50,000 50,000 6,420,000 TOTAL EXPENDITURES 50,269,000 19,546,600 6,015,100 9,092,800 84,923,500 FUNDING SOURCES Transfer from Operating (3,500,000) - - - (3,500,000) Capital Levy (1,342,584) - - - (1,342,584) Transfer from Water/Sewer (11,778,966) - - - (11,778,966) Capital SPRs/Reserve Funds (9,206,200) - - - (9,206,200) OLG Reserve Fund (8,147,500) - - - (8,147,500) Development Charges*(6,397,750) - - - (6,397,750) Debentures - - - - - Canada Community Building Fund (4,500,000) - - - (4,500,000) Federal/Provincial Grants (5,396,000) - - - (5,396,000) External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (50,269,000) - - - (50,269,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget 2025 MAYOR'S PROPOSED CAPITAL BUDGET FORECAST CONSOLIDATED 17 Page 84 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)65,000 - - - 65,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 139,000 - - - 139,000 Vehicles and Equipment - - - - - Parks/Trails/Cemeteries 865,000 - - - 865,000 Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other 200,000 200,000 - - 400,000 TOTAL EXPENDITURES 1,269,000 200,000 - - 1,469,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (200,000) - - - (200,000) OLG Reserve Fund (1,069,000) - - - (1,069,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,269,000) - - - (1,269,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET CONTINGENT PROJECTS 18 Page 85 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)5,584,500 370,000 240,000 100,000 6,294,500 Studies and Master Plans 20,000 30,000 - - 50,000 Information Technology 985,000 300,000 300,000 200,000 1,785,000 Facilities and Land 6,329,000 1,637,500 1,698,100 972,800 10,637,400 Vehicles and Equipment 5,876,837 6,693,000 2,687,000 2,991,000 18,247,837 Parks/Trails/Cemeteries 1,645,000 550,000 1,040,000 - 3,235,000 Fixtures and Furniture 162,492 - - - 162,492 Construction: Roads, Bridges and Culverts 9,889,000 2,670,100 - - 12,559,100 Stormwater Management 2,400,000 - - - 2,400,000 Water and Wastewater Systems 9,794,000 7,046,000 - 4,779,000 21,619,000 Contingency 444,171 - - - 444,171 Other 5,870,000 50,000 50,000 50,000 6,020,000 TOTAL EXPENDITURES 49,000,000 19,346,600 6,015,100 9,092,800 83,454,500 FUNDING SOURCES Transfer from Operating (3,500,000) - - - (3,500,000) Capital Levy (1,342,584) - - - (1,342,584) Transfer from Water/Sewer (11,778,966) - - - (11,778,966) Capital SPRs/Reserve Funds (9,006,200) - - - (9,006,200) OLG Reserve Fund (7,078,500) - - - (7,078,500) Development Charges*(6,397,750) - - - (6,397,750) Debentures - - - - - Canada Community Building Fund (4,500,000) - - - (4,500,000) Federal/Provincial Grants (5,396,000) - - - (5,396,000) External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (49,000,000) - - - (49,000,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST ALL SERVICES 2025 MAYOR'S PROPOSED CAPITAL BUDGET 19 Page 86 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 1,530,000 290,000 320,000 325,000 2,465,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,530,000 290,000 320,000 325,000 2,465,000 FUNDING SOURCES Transfer from Operating (207,800) - - - (207,800) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (1,322,200) - - - (1,322,200) OLG Reserve Fund - - - - - Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,530,000) - - - (1,530,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FIRE FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET 20 Page 87 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology 985,000 300,000 300,000 200,000 1,785,000 Facilities and Land - - - - - Vehicles and Equipment 712,000 400,000 400,000 400,000 1,912,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 104,000 - - - 104,000 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other 280,000 - - - 280,000 TOTAL EXPENDITURES 2,081,000 700,000 700,000 600,000 4,081,000 FUNDING SOURCES Transfer from Operating (672,700) - - - (672,700) Capital Levy - - - - - Transfer from Water/Sewer (209,300) - - - (209,300) Capital SPRs/Reserve Funds (324,000) - - - (324,000) OLG Reserve Fund (875,000) - - - (875,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (2,081,000) - - - (2,081,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST GENERAL GOVERNMENT AND INFORMATION SYSTEMS 2025 MAYOR'S PROPOSED CAPITAL BUDGET 21 Page 88 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)2,653,500 200,000 100,000 100,000 3,053,500 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 60,000 - - - 60,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts 9,889,000 2,670,100 - - 12,559,100 Stormwater Management 2,400,000 - - - 2,400,000 Water and Wastewater Systems 9,794,000 7,046,000 - 4,779,000 21,619,000 Contingency 380,000 - - - 380,000 Other 5,590,000 50,000 50,000 50,000 5,740,000 TOTAL EXPENDITURES 30,766,500 9,966,100 150,000 4,929,000 45,811,600 FUNDING SOURCES Transfer from Operating (1,168,000) - - - (1,168,000) Capital Levy (1,342,584) - - - (1,342,584) Transfer from Water/Sewer (11,522,666) - - - (11,522,666) Capital SPRs/Reserve Funds (2,514,000) - - - (2,514,000) OLG Reserve Fund - - - - - Development Charges*(5,036,250) - - - (5,036,250) Debentures - - - - - Canada Community Building Fund (3,787,000) - - - (3,787,000) Federal/Provincial Grants (5,396,000) - - - (5,396,000) External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (30,766,500) - - - (30,766,500) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST ENGINEERING 2025 MAYOR'S PROPOSED CAPITAL BUDGET 22 Page 89 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 3,159,837 5,603,000 1,867,000 2,266,000 12,895,837 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency 53,663 - - - 53,663 Other - - - - - TOTAL EXPENDITURES 3,213,500 5,603,000 1,867,000 2,266,000 12,949,500 FUNDING SOURCES Transfer from Operating (53,500) - - - (53,500) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (3,160,000) - - - (3,160,000) OLG Reserve Fund - - - - - Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (3,213,500) - - - (3,213,500) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST FLEET 2025 MAYOR'S PROPOSED CAPITAL BUDGET 23 Page 90 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)340,000 170,000 140,000 - 650,000 Studies and Master Plans 20,000 30,000 - - 50,000 Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment - - - - - Parks/Trails/Cemeteries 1,645,000 550,000 1,040,000 - 3,235,000 Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 2,005,000 750,000 1,180,000 - 3,935,000 FUNDING SOURCES Transfer from Operating (231,000) - - - (231,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (872,500) - - - (872,500) Development Charges*(901,500) - - - (901,500) Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (2,005,000) - - - (2,005,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST PARKS 2025 MAYOR'S PROPOSED CAPITAL BUDGET 24 Page 91 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)435,000 - - - 435,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 265,000 400,000 - - 665,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 700,000 400,000 - - 1,100,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (500,000) - - - (500,000) OLG Reserve Fund (200,000) - - - (200,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (700,000) - - - (700,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST TRANSPORTATION 2025 MAYOR'S PROPOSED CAPITAL BUDGET 25 Page 92 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 100,000 - 100,000 - 200,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 100,000 - 100,000 - 200,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (100,000) - - - (100,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (100,000) - - - (100,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget PARKING FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET 26 Page 93 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)1,250,000 - - - 1,250,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment - - - - - Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,250,000 - - - 1,250,000 FUNDING SOURCES Transfer from Operating (490,000) - - - (490,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (300,000) - - - (300,000) Development Charges*(460,000) - - - (460,000) Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,250,000) - - - (1,250,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget 2025 MAYOR'S PROPOSED CAPITAL BUDGET PLANNING BUILDING AND DEVELOPMENT FORECAST 27 Page 94 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)61,000 - - - 61,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 1,530,000 654,500 406,100 234,800 2,825,400 Vehicles and Equipment 50,000 - - - 50,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 7,000 - - - 7,000 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,648,000 654,500 406,100 234,800 2,943,400 FUNDING SOURCES Transfer from Operating (511,000) - - - (511,000) Capital Levy - - - - - Transfer from Water/Sewer (47,000) - - - (47,000) Capital SPRs/Reserve Funds (596,000) - - - (596,000) OLG Reserve Fund (494,000) - - - (494,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,648,000) - - - (1,648,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST CORPORATE FACILITIES 2025 MAYOR'S PROPOSED CAPITAL BUDGET 28 Page 95 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)845,000 - - - 845,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 4,799,000 983,000 1,292,000 738,000 7,812,000 Vehicles and Equipment - - - - - Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 51,492 - - - 51,492 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency 10,508 - - - 10,508 Other - - - - - TOTAL EXPENDITURES 5,706,000 983,000 1,292,000 738,000 8,719,000 FUNDING SOURCES Transfer from Operating (166,000) - - - (166,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (590,000) - - - (590,000) OLG Reserve Fund (4,237,000) - - - (4,237,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund (713,000) - - - (713,000) Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (5,706,000) - - - (5,706,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget 2025 MAYOR'S PROPOSED CAPITAL BUDGET RECREATION, CULTURE AND OTHER PROGRAMS FORECAST 29 Page 96 of 602 This page has been intentionally left blank.30Page 97 of 602 2025 CAPITAL BUDGET CONTINGENT PROJECTS 31 Page 98 of 602 This page has been intentionally left blank.32Page 99 of 602 Index CONTINGENT PROJECTS Contingent Projects Financial Summary Contingent Projects - Priority List Participatory Budgeting Pilot Project Enhancement Kalar Park Artificial Turf Field Replacement Mitchelson Soccer Club Changerooms Firehall Theatre Rooftop Unit Replacements 33 Page 100 of 602 This page has been intentionally left blank.34Page 101 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)65,000 - - - 65,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 139,000 - - - 139,000 Vehicles and Equipment - - - - - Parks/Trails/Cemeteries 865,000 - - - 865,000 Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other 200,000 200,000 - - 400,000 TOTAL EXPENDITURES 1,269,000 200,000 - - 1,469,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (200,000) - - - (200,000) OLG Reserve Fund (1,069,000) - - - (1,069,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,269,000) - - - (1,269,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET CONTINGENT PROJECTS 35 Page 102 of 602 This page has been intentionally left blank.36Page 103 of 602 Contingent Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Participatory Budgeting Pilot Project Enhancement HIGH SI G65-23 200,000$ 2 Kalar Park Artificial Turf Field Replacement HIGH AM NEW 930,000$ 3 Mitchelson Soccer Club Changerooms HIGH SE NEW 74,000$ 4 Firehall Theatre Rooftop Unit Replacements HIGH AM NEW 65,000$ 1,269,000$ *These project are contingent on Council's decision and funding agreements with user groups. 37 Page 104 of 602 This page has been intentionally left blank.38Page 105 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 31-Mar-25 30-Jun-25 N/A 31-Dec-25 Capital Budget Worksheet 2025 Depending on the initiative, if there are services being enhanced there may be minor operating budget pressures as a result. Dale Morton/Kathy Moldenhauer 31-Dec-25Strategic Investment G65-23 Enhancement to Participatory Budgeting pilot project which began in 2023. Per Council Report CAO-2021-09 Council requested that staff investigate participatory budgeting (PB) for consideration as part of the City’s budget process to allow the community to have a more direct say in how a portion of City funds are spent. Through participatory budgeting, citizens are typically asked to propose, discuss, prioritize and/or vote on municipal projects, and are ultimately empowered to make real decisions about how municipal funds are spent in areas that impact or benefit them. These projects can be city wide or confined to a specific geographic area or local park. This initiative and budget will be focused on developing projects which align with the Recreation, Culture & Parks Plan. Budgetary Estimate 31-Mar-25 Corporate Services Communications 200,000$ 350,000$ 200,000$ Participatory Budgeting Pilot Project Enhancement High (Urgent/High Risk/Shovel Ready) 750,000$ 39 Page 106 of 602 Requesting Division:2025 Request Total Cost Department:200,000$ 750,000$ Project Name:Pre-2025 Forecast 350,000$ 200,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 200,000 200,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other 350,000 200,000 200,000 TOTAL EXPENDITURES 350,000 200,000 200,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (350,000) (200,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (350,000) (200,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 200,000 200,000 200,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Communications Forecasted Future Expenditures Participatory Budgeting Pilot Project Enhancement Enhancement to Participatory Budgeting pilot project which began in 2023. 40 Page 107 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Kalar Park Artificial Turf Field Replacement High (Urgent/High Risk/Shovel Ready) 930,000$ Capital Budget Worksheet 2025 N/A Jeff Claydon 30-Nov-25State of Good Repair (Asset Management) NEW The Parks Department requires $930,000 in 2025 to replace the artificial turf field at Kalar Sports Park. The illuminated soccer pitch at Kalar Sports Park (6775 Kalar Road) was converted from natural grass to artificial turf in 2008. The typical lifespan of a well-maintained field is approximately 15 years. The field has since supported many tournaments and been heavily used by the Niagara United Soccer Club (NUSC). NUSC has agreed to contribute 50% of the project cost as part of the agreement with the City. The artificial turf field has been inspected and tested with the recommendation by professional consultants in the sports industry to replace the existing artificial turf. This will ensure the expected quality of play for this high-level sports field is maintained for future years, and equally important to proactively address risks to safety if the deteriorating turf were to result in player injury. Project timeframe is anticipated to include a design and tendering phase in Spring 2025, with construction expected to start in Fall 2025, with final completion by early 2026. Costs include $65,000 for design work and $865,000 for turf replacement. Staff to consider an hourly rate structure rather than a one time payment, similar to other Municipalities rate structure. For example, a $450k capital contribution is a $30,000 annual contribution, a 25 week season and 50 hours per week use works out to $24 per hour. NUSC Budgetary Estimate 30-Mar-25 Municipal Works Parks 930,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 30-Mar-25 30-May-25 30-Jul-25 30-Sep-25 30-Nov-25 41 Page 108 of 602 Requesting Division:2025 Request Total Cost Department:930,000$ 930,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)65,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 865,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 930,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (200,000) OLG Reserve Fund (730,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (930,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Kalar Park Artificial Turf Field Replacement The Parks Department requires $930,000 in 2025 to replace the artificial turf field at Kalar Sports Park. 42 Page 109 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Mitchelson Soccer Club Changerooms High (Urgent/High Risk/Shovel Ready) 74,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 1-May-25Service Level Enhancement NEW The Facilities & Operations department is requesting $74,000 in 2025 to install formal changeroom features at EE Mitchelson Park soccer field. EE Mitchelson Park, located at 3750-3800 Springdale Avenue, is home to the Niagara Falls Soccer Club (NFSC). The City owned building operates as a clubhouse and was built in 1995 with two (2) framed, and unfinished changerooms. An artificial turf field was installed in 2018 to accommodate high performance soccer and the changerooms remained without appropriate features (e.g., washrooms, showers, lighting). The NFSC is part of the Ontario Player Development League which requires modern changeroom facilities to operate. The NFSC has offered to contribute $25,000 toward the project. Estimated costs include the installation of plumbing fixtures, partitions, ceramic tile on walls, epoxy floor, ceiling system, lighting, and exhaust fans. Facilities & Operations attempted to establish a partnership with the adjacent high school to share changerooms, without success. If the changerooms cannot be finished, it risks the future of competitive soccer. The project would begin in January 2025 by contractors and be completed by June. This project is contingent surrounding Councils review of the new agreement with the soccer club. Staff is evaluating options such as an hourly rate structure rather than a one time capital contribution. For example, a $25,000 capital contribution in a 15-year agreement is roughly $1,700 per year. A 25 week season (7) days a week works out to $10 per day. Our peer municipalities charge around $20 per day for soccer dressing room rentals. Niagara Falls Soccer Club Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 74,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 15-Apr-25 1-May-25 43 Page 110 of 602 Requesting Division:2025 Request Total Cost Department:74,000$ 74,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 74,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 74,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (74,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (74,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Mitchelson Soccer Club Changerooms The Facilities & Operations department is requesting $74,000 in 2025 to install formal changeroom features at EE Mitchelson Park soccer field. 44 Page 111 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Firehall Theatre Rooftop Unit Replacement High (Urgent/High Risk/Shovel Ready) 65,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 1-May-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $65,000 in 2025 to replace two (2) aging HVAC units at the Firehall Theatre. Firehall Theatre, located at 4990 Walnut Street, is a City-owned facility leased to the non- profit tenant, the Niagara Falls Music Theatre Society. The appraised value of the building is $1,240,000 based on a 2024 appraisal. Two (2) existing rooftop HVAC units have reached the end of their useful lives and require replacement. Currently, the units serving the theatre space are shutdown during performances due to excessive noise. The proposed units will have variable speed fans to reduce fan noise. The 2019 Building Condition Assessment identified recommended replacement year as 2021. Repairs have been made to the units to maintain operation, but are not expected to be long-term solutions. Replacement plans would begin in 2025 and be completed by the Spring. Costs include material, installation and commissioning of the units. There is no revenue generated from this building as the existing community group utilizing the building does not pay any user fees to the City. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 65,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 15-Apr-25 1-May-25 45 Page 112 of 602 Requesting Division:2025 Request Total Cost Department:65,000$ 65,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 65,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 65,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (65,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (65,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Firehall Theatre Rooftop Unit Replacement The Facilities & Operations department requires $65,000 in 2025 to replace two (2) aging HVAC units at the Firehall Theatre. 46 Page 113 of 602 2025 CAPITAL BUDGET FIRE 47 Page 114 of 602 This page has been intentionally left blank.48Page 115 of 602 Index FIRE Fire Financial Summary Fire - Priority List Personal Protective Equipment Replacement High Rise Hose & Appliance Rescue 3 Replacement Auto Extrication Tools Deferred Projects Portable Safety-Assist Devices Gym Equipment Replacement 49 Page 116 of 602 This page has been intentionally left blank.50Page 117 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 1,530,000 290,000 320,000 325,000 2,465,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,530,000 290,000 320,000 325,000 2,465,000 FUNDING SOURCES Transfer from Operating (207,800) - - - (207,800) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (1,322,200) - - - (1,322,200) OLG Reserve Fund - - - - - Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,530,000) - - - (1,530,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FIRE FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET 51 Page 118 of 602 This page has been intentionally left blank.52Page 119 of 602 Fire Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2024 Budget Request ($) 1 Personal Protective Equipment HIGH AM F102-24 200,000$ 2 Replacement High Rise Hose and Appliances HIGH AM F104-24 60,000$ 3 Rescue 3 Replacement HIGH AM NEW 1,200,000$ 4 Auto Extrication Tools HIGH AM F105-24 70,000$ 1,530,000$ Project Name Priority Type Project ID or "NEW" 2024 Budget Request ($) 1 Portable Safety-Assist Devices HIGH SI NEW 32,000$ 2 Gym Equipment Replacement HIGH AM NEW 45,000$ 77,000$ Deferred Projects 53 Page 120 of 602 This page has been intentionally left blank.54Page 121 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 15-Jan-25 15-Jan-25 --28-Feb-25 Capital Budget Worksheet 2025 N/A Deputy Chief Ken Henry 28-Feb-25State of Good Repair (Asset Management) F102-24 Fire Services requires $200,000 in 2025 to replace expired bunker gear and other personal protective equipment (PPE) required by law. The request represents a standard annual PPE replacement. Fire Services PPE includes bunker gear which features custom-made specialized flame- and heat-resistant jackets, pants, helmets, and more. The gear must be replaced according to the manufacturer specifications, or when damaged beyond repair. The City of Niagara Falls Fire Department tracks the condition of bunker gear and other equipment to accommodate a staggered replacement cycle. This ensures replacement on a more consistent schedule as opposed to all at once. The 2025 request includes the following: - (36) Bunker Gear - (27) Helmets - (86) Fire Fighter Gloves - (40) Fire Fighter Boots - (16) Fire Fighter Facepieces - (12) Volunteer Cover Alls The request is necessary to ensure compliance with Ontario Regulation 714/94 of the Occupational Health and Safety Act, 1990 which specifies PPE available to structural firefighters must be replaced on a minimum 10-year cycle. In addition, the request aligns with National Fire Protection Association (NFPA) 1851 which establishes requirements for the selection, care, and maintenance of firefighting protective ensembles to reduce health and safety risks associated with improper maintenance, contamination or damage. Budgetary Estimate 15-Jan-25 Fire Operations 200,000$ -$ 650,000$ Personal Protective Equipment High (Urgent/High Risk/Shovel Ready) 850,000$ 55 Page 122 of 602 Requesting Division:2025 Request Total Cost Department:200,000$ 850,000$ Project Name:Pre-2025 Forecast -$ 650,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 200,000 425,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 200,000 200,000 225,000 225,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 200,000 200,000 225,000 225,000 FUNDING SOURCES Transfer from Operating (77,800) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (122,200) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (200,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 200,000 425,000 650,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures Personal Protective Equipment Fire Services requires $200,000 in 2025 to replace expired bunker gear and other personal protective equipment (PPE) required by law. 56 Page 123 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ High Rise Hose & Appliances Replacement High (Urgent/High Risk/Shovel Ready) 60,000$ Capital Budget Worksheet 2025 N/A Deputy Chief Ken Henry 1-Apr-25State of Good Repair (Asset Management) NEW Fire Services requires $60,000 in 2025 to purchase 55 hose packs and nozzles designed for use in high-rise buildings with low water pressure. The current hose packs used for high-rise buildings are designed to accommodate consistently high pressure for maximum efficiency. Firefighters have experienced low water pressure from existing high-rise standpipes, resulting in hose kinking and limited water supply. The High-Rise Committee, established in response to the City’s unique mix of high-rise buildings, has recommended adding specialized lightweight hose packs, designed for low- water pressure, along with appropriate nozzles and accessories to the current attack fire hose inventory. The hose packs are made of a specialized light weight material designed not to kink. This is critical as the packs must be physically carried by firefighters up stairwells in high rise buildings. This approach aligns with National Fire Protection Association (NFPA) standards (14 and 1962) which require maintaining attack fire hoses, appliances and a sufficient water supply from standpipe systems in high rise buildings. Requested amount includes costs for 55 lengths of hose, 6 TFT PA2 transformer piercing nozzle kits and 5 TFT Metro 1 nozzles. Hoses and appliances would be replaced as needed. Budgetary Estimate 1-Feb-25 Fire Operations 60,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Feb-25 --1-Apr-25 57 Page 124 of 602 Requesting Division:2025 Request Total Cost Department:60,000$ 60,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment 60,000 Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 60,000 - - - FUNDING SOURCES Transfer from Operating (60,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (60,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures High Rise Hose & Appliances Replacement Fire Services requires $60,000 in 2025 to purchase 55 hose packs and nozzles designed for use in high-rise buildings with low water pressure. 58 Page 125 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Feb-25 --31-Dec-25 Capital Budget Worksheet 2025 N/A Jo Zambito 31-Dec-25State of Good Repair (Asset Management) NEW Fire Services is requesting $1,200,000 to replace Rescue 3 Apparatus. The 2000 International Heavy Rescue (Unit #562) serves as a first response unit and is the primary apparatus for any rescue emergency. This new apparatus will deliver the critical emergency response to all specialty emergencies, allowing us to respond with the technical equipment and tools needed to support the most efficient life-saving response. With the unit’s current age, this truck is now experiencing more repairs and maintenance needed to function optimally and provide reliable service. It is anticipated that keeping the current vehicle any longer will result in increasingly expensive repairs. Due to the age of the existing unit, sourcing parts and minimizing downtime for this first-response vehicle is critical when maintenance is needed. The replacement of this unit is necessary to ensure a timely, safe, and reliable response to emergency situations for the next 20 years. The combined factors of our current unit’s age and ongoing repairs will ultimately affect our community FUS (Fire Underwriters Survey) rating. With modern technology relating to vehicle stabilization and the focus on driver and occupant safety with front and side airbags, a new Heavy Rescue provides a much safer vehicle for our responders in emergency situations. Per our vehicle replacement schedule, this apparatus has surpassed its 20-year lifespan. Budgetary Estimate 1-Feb-25 Fire Operations 1,200,000$ -$ -$ Rescue 3 Replacement High (Urgent/High Risk/Shovel Ready) 1,200,000$ 59 Page 126 of 602 Requesting Division:2025 Request Total Cost Department:1,200,000$ 1,200,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 1,200,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 1,200,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (1,200,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (1,200,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures Rescue 3 Replacement Fire Services is requesting $1,200,000 to replace Rescue 3 Apparatus. 60 Page 127 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 1-Mar-25 --31-Mar-25 Capital Budget Worksheet 2025 N/A Deputy Chief Ken Henry 31-Mar-25State of Good Repair (Asset Management) F90-23 Fire Services requires $70,000 in 2025 to purchase a replacement auto extrication tool (“Jaws of Life”) which has reached the end of its useful life. The "Jaws of Life" are hydraulic, or battery powered, essential rescue tools used to extricate victims from vehicle collisions or other emergency scenarios. The umbrella term includes spreaders, cutters, rams, and combination tools. All front-line pumper trucks are equipped with auto extrication equipment which need to be replaced when damaged, beyond repair or reaching the end of useful life, according to the manufacturer. In 2024, an aging auto extrication tool was deployed to a vehicle crash site and was unable to perform the necessary cut due to a lack of hydraulic power. A newer, battery powered, set of equipment was brought on site to complete the rescue. Replacing outdated and underperforming life-saving equipment is critical to maintain situational readiness. The Fire Department strategically staggers the replacement of equipment to avoid having to replace multiple tools at once. The newest auto extrication equipment is assigned to the most frequently used truck, and prioritized based on need. Costs include $10,000 to have all extrication equipment serviced on a regular basis to ensure operational readiness. The equipment being replaced could be sold at government auction to recuperate a portion of the replacement costs, or donated to a fire department lacking basic life-saving equipment; a common practice by the City's Fire Services. Budgetary Estimate 1-Mar-25 Fire Operations 70,000$ -$ 285,000$ Auto Extrication Tools High (Urgent/High Risk/Shovel Ready) 355,000$ 61 Page 128 of 602 Requesting Division:2025 Request Total Cost Department:70,000$ 355,000$ Project Name:Pre-2025 Forecast -$ 285,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 90,000 185,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 70,000 90,000 95,000 100,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 70,000 90,000 95,000 100,000 FUNDING SOURCES Transfer from Operating (70,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (70,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 90,000 185,000 285,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures Auto Extrication Tools Fire Services requires $70,000 in 2025 to purchase a replacement auto extrication tool (“Jaws of Life”) which has reached the end of its useful life. 62 Page 129 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 63 Page 130 of 602 This page has been intentionally left blank.64Page 131 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Apr-25 1-Apr-25 --1-Jun-25 Capital Budget Worksheet 2025 N/A Chief Jo Zambito 1-Jun-25Strategic Investment NEW Fire Services requires $32,000 in 2025 to purchase eight (8) portable safety-assist devices for firefighter location tracking during emergencies. The portable device is a wireless piece of hardware worn by firefighters during emergency response. It provides additional safety features not currently available to Niagara Falls firefighters including direct connectivity with respirators to monitor breathing and environmental conditions, along with location tracking. The devices would allow a crew to know their team members' locations and the Platoon Chief to virtually track the location of firefighters from a tablet during emergency response. This would be particularly useful during nighttime search and rescue efforts in the Niagara Gorge and underground tunnel at the Niagara Parks Power Station. The device has been successfully tested in the Niagara Gorge and would make the City an industry leader as few municipalities have similar natural features requiring additional safety supports. Fire Services responded to 37 gorge rope rescues in 2022, 59 rescues in 2023, and on track to match that number in 2024. Costs are inclusive of charging station and taxes and there are no installation or subscription fees. Devices come with a two-year limited warranty. Formal Quote 1-Apr-25 Fire Operations 32,000$ -$ -$ Portable Safety-Assist Devices High (Urgent/High Risk/Shovel Ready) 32,000$ 65 Page 132 of 602 Requesting Division:2025 Request Total Cost Department:32,000$ 32,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 32,000 32,000 32,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 32,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 32,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 32,000 32,000 32,000 32,000 ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing CostsOperating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures Portable Safety-Assist Devices Fire Services requires $32,000 in 2025 to purchase eight (8) portable safety- assist devices for firefighter location tracking during emergencies. 66 Page 133 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Feb-25 --1-Apr-25 Capital Budget Worksheet 2025 N/A Scott Lawson 1-Apr-25State of Good Repair (Asset Management) NEW Fire Services requires $45,000 in 2025 to purchase replacement aging exercise equipment in Station 1. Firefighters are required to maintain physical well-being through regular exercise and on- site gym facilities are an industry standard. Regular exercise among firefighters is effective in preventing or attenuating ill health (e.g., hypertension, diabetes, and obesity), as well as improving their firefighting ability. Regular exercise is also known to have a profound positive impact on depression and anxiety, while relieving stress and improving a firefighter's overall mental health. Staff are of the opinion the existing equipment has reached the end of its useful life and requires replacement. The current suite of equipment was purchased used from a former private gym facility. More recently, the Fire Chief approached another private gym location when it was announced to be closed to acquire newer, used equipment, without success. The proposed new equipment represents an approximate direct replacement, not an enhancement of gym equipment. There are no delivery costs and taxes are included. A list of equipment has been provided in an attachment. Formal Quote 1-Feb-25 Fire Operations 45,000$ -$ 99,000$ Gym equipment replacements High (Urgent/High Risk/Shovel Ready) 144,000$ 67 Page 134 of 602 Requesting Division:2025 Request Total Cost Department:45,000$ 144,000$ Project Name:Pre-2025 Forecast -$ 99,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 45,000 93,000 144,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture 45,000 48,000 51,000 Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 45,000 48,000 51,000 - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 45,000 93,000 144,000 144,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Fire Operations Forecasted Future Expenditures Gym equipment replacements Fire Services requires $45,000 in 2025 to purchase replacement aging exercise equipment in Station 1. 68 Page 135 of 602 2025 CAPITAL BUDGET GENERAL GOVERNMENT & INFORMATION SYSTEMS 69 Page 136 of 602 This page has been intentionally left blank.70Page 137 of 602 Index GENERAL GOVERNMENT AND INFORMATION SYSTEMS General Government and IS Financial Summary General Government and IS - Priority List Citywide Furniture Citywide Equipment Replacement Citywide Equipment Net New IS - Hardware Technology Purchases Net New IT Hardware Purchases IS - Call Reporting & Queuing Software IS-New Tax & Water Solution RCF - New Cemetery Software - Phase 1 MW-Sewer Inspection Software MW-Pavement Condition Assessment Software IS-Network Cabling Upgrade IS-Cartegraph Migration IS-Council Chambers Upgrade Deferred Projects Cartegraph Training 71 Page 138 of 602 This page has been intentionally left blank.72Page 139 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology 985,000 300,000 300,000 200,000 1,785,000 Facilities and Land - - - - - Vehicles and Equipment 712,000 400,000 400,000 400,000 1,912,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 104,000 - - - 104,000 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other 280,000 - - - 280,000 TOTAL EXPENDITURES 2,081,000 700,000 700,000 600,000 4,081,000 FUNDING SOURCES Transfer from Operating (672,700) - - - (672,700) Capital Levy - - - - - Transfer from Water/Sewer (209,300) - - - (209,300) Capital SPRs/Reserve Funds (324,000) - - - (324,000) OLG Reserve Fund (875,000) - - - (875,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (2,081,000) - - - (2,081,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST GENERAL GOVERNMENT AND INFORMATION SYSTEMS 2025 MAYOR'S PROPOSED CAPITAL BUDGET 73 Page 140 of 602 This page has been intentionally left blank.74Page 141 of 602 General Government Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 2025 Furniture Purchases HIGH AM G15 104,000$ 2 2025 Small Equipment - Replacement HIGH AM G31 122,000$ 3 2025 Small Equipment - Net New HIGH AM NEW 160,000$ 4 IS - Hardware Technology Purchases HIGH AM NEW 400,000$ 5 Net New IT Hardware Purchases HIGH SE NEW 175,000$ 6 IS - Call Reporting & Queuing Software HIGH SE NEW 70,000$ 7 IS - New Tax & Water Solution HIGH SE NEW 710,000$ 8 RCF - New Cemetery Software - Phase 1 HIGH SE NEW 100,000$ 9 MW - Sewer Inspection Software HIGH SE NEW 10,000$ 10 MW - Pavement Condition Assessment Software HIGH SE NEW 30,000$ 11 IS - Network Cabling Upgrade Project HIGH AM NEW 60,000$ 12 IS - Cartegraph Migration HIGH AM NEW 20,000$ 13 IS - Council Chambers Upgrade HIGH AM NEW 120,000$ 2,081,000$ Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Cartegraph Training HIGH AM NEW 20,000$ 20,000$ Deferred Projects 75 Page 142 of 602 This page has been intentionally left blank.76Page 143 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Furniture Purchases High (Urgent/High Risk/Shovel Ready) 104,000$ Capital Budget Worksheet 2025 Not applicable. No net new incremental operating costs. Manager of Facilities 31-Dec-25State of Good Repair (Asset Management) G15 Corporate Services is requesting $104,000 for lifecycle replacement of furniture city-wide. Corporate Services is requesting $104,000 to facilitate the city-wide replacement of furniture that is near end of useful life and failing. If funding is not approved, Staff face the risk of being unable to complete job responsibilities due to inadequate or non-ergonomic furniture. 2025 requests include: •Adjustable height workstations - $26,700 •Anti-fatigue floormats - $800 •Arm mounts - $1,700 •Beds, frames, mattresses - $14,900 •Chairs - $25,200 •Desks - $11,400 •Leather rockers - $4,000 •Monitor arms - $1,400 •Shelves/storage - $5,600 •Tables - $2,700 •Contingency - $9,600 Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 104,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 1-Jan-25 31-Mar-25 Not appicable 31-Dec-25 77 Page 144 of 602 Requesting Division:2025 Request Total Cost Department:104,000$ 104,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture 104,000 Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 104,000 - - - FUNDING SOURCES Transfer from Operating (104,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (104,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures 2025 Furniture Purchases Corporate Services is requesting $104,000 for lifecycle replacement of furniture city-wide. 78 Page 145 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Small Equipment - Replacement High (Urgent/High Risk/Shovel Ready) 122,000$ Capital Budget Worksheet 2025 Not applicable. No net new incremental operating costs. Tim Richards 31-Dec-25State of Good Repair (Asset Management) G31 Corporate Services is requesting $122,000 for lifecycle replacement of small tools and equipment city-wide. Corporate Services is requesting $122,000 to facilitate the city-wide replacement of small tools and equipment that is near end of useful life and failing and in need of replacement, made by Departments necessary to complete day to day operational duties required. If funding is not approved, Staff face the risk of being unable to complete job responsibilities due to lack of proper equipment and tools. 2025 requests include: •Ride on Floor Scrubber ($34,100) •Salt Boxes ($22,000) •Trimmers and Saws ($20,600) •Chippawa Arena Scoreboard ($12,700) •Refrigerant Recovery/Recharge Machine ($11,000) •Leaf Blowers ($8,600) •Water/Wastewater Small Equipment ($5,500) •Drop Spreader ($3,000) •Cemetery Pin Finder ($2,300) •Two-way Radios ($2,200) Budgetary Estimate 1-Jan-25 Corporate Services Procurement 122,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 1-Jan-25 31-Mar-25 Not appicable 31-Dec-25 79 Page 146 of 602 Requesting Division:2025 Request Total Cost Department:122,000$ 122,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 122,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 122,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer (5,500) Capital SPRs/Reserve Funds (116,500) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (122,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Procurement Forecasted Future Expenditures 2025 Small Equipment - Replacement Corporate Services is requesting $122,000 for lifecycle replacement of small tools and equipment city-wide. 80 Page 147 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 1-Jan-25 31-Mar-25 Not appicable 31-Dec-25 Capital Budget Worksheet 2025 Not applicable. No net new incremental operating costs. Tim Richards 31-Dec-25State of Good Repair (Asset Management) NEW Corporate Services is requesting $160,000 for net new purchases of small tools and equipment city-wide. Corporate Services is requesting $160,000 to facilitate the city-wide net new purchase of small tools and equipment made by Departments necessary to complete day to day operational duties required. If funding is not approved, Staff face the risk of being unable to complete job responsibilities due to lack of proper equipment and tools. 2025 requests include: •Blower for Trackless ($25,800) •Mesh Yard Screen ($23,400) •Metal Bender ($22,000) •Personal Lift ($8,300) •CAT Loader Forks ($16,500) •Water/Wastewater Small Equipment ($16,300) •Finishing Mower ($11,900) •Tool Cat Claw Attachment ($9,200) •Trimmers and Saws ($8,700) •Vacuum ($8,400) •Floor Scrubber ($2,900) •Leaf Blowers ($2,100) •Works Lights ($1,900) •Drain Cleaning Machine ($1,400) •Pressure Washer ($1,200) Budgetary Estimate 1-Jan-25 Corporate Services Procurement 160,000$ -$ -$ 2025 Small Equipment - Net New High (Urgent/High Risk/Shovel Ready) 160,000$ 81 Page 148 of 602 Requesting Division:2025 Request Total Cost Department:160,000$ 160,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 160,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 160,000 - - - FUNDING SOURCES Transfer from Operating (143,700) Capital Levy (Asset Management) Transfer from Water/Sewer (16,300) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (160,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Procurement Forecasted Future Expenditures 2025 Small Equipment - Net New Corporate Services is requesting $160,000 for net new purchases of small tools and equipment city-wide. 82 Page 149 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 1,200,000$ IS - Hardware Technology Replacement Program High (Urgent/High Risk/Shovel Ready) 1,600,000$ Capital Budget Worksheet 2025 Not applicable. Dave Etherington 31-Dec-25State of Good Repair (Asset Management) NEW The Information Systems department requires $400,000 in 2025 to replace aging IT hardware across the corporation (e.g., computers, smartphones) Having a dedicated budget for hardware replacement ensures the City can maintain business operations before considering additional spend on net new hardware purchases. It is necessary to proactively replace equipment in a timely manner to minimize service impacts to staff and the public. Best practices also requires equipment be replaced prior to it becoming obsolete to protect corporate information. The 2025 capital request is within the average cost compared to previous years. Hardware replacements for 2025 include: - fifty (50) computers (3 to 8 year replacement);- sixty (60) laptops (3 to 5 year replacement);- twenty (20) tablets (5 to 7 year replacement); - forty (40) monitors (replaced every 8 to 10 years); - ten (10) wireless Access Points (10 to 15 year replacement); - fifty (50) smartphones (3 to 5 year replacement); - six (6) access control panels at Fire Stations and Gale Centre Arena; - public address system rewiring and speakers in Fire Station 1, and; - common miscellaneous items including docks, network switches, boardroom displays and other items. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 400,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 various various N/A 31-Dec-25 83 Page 150 of 602 Requesting Division:2025 Request Total Cost Department:400,000$ 1,600,000$ Project Name:Pre-2025 Forecast -$ 1,200,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 400,000 800,000 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment 400,000 400,000 400,000 400,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 400,000 400,000 400,000 400,000 FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (400,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (400,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 400,000 800,000 1,200,000 ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures IS - Hardware Technology Replacement Program The Information Systems department requires $400,000 in 2025 to replace aging IT hardware across the corporation (e.g., computers, smartphones) 84 Page 151 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 600,000$ Net New Purchases High (Urgent/High Risk/Shovel Ready) 775,000$ Capital Budget Worksheet 2025 Not applicable Dave Etherington 31-Dec-25Service Level Enhancement NEW The Information Systems department requires $175,000 in 2025 to purchase net new IT hardware across the corporation (e.g., computers, smartphones) Having a dedicated budget for net new hardware is intended to capture discretionary additions to improve current business operations. The 2025 capital request is within the average cost compared to previous years. Net new hardware purchases for 2025 include items such as: Laptops, iPads, A&V upgrades, and CCTV. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 175,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 Various Various N/A 31-Dec-25 85 Page 152 of 602 Requesting Division:2025 Request Total Cost Department:175,000$ 775,000$ Project Name:Pre-2025 Forecast -$ 600,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 200,000 400,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 175,000 200,000 200,000 200,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 175,000 200,000 200,000 200,000 FUNDING SOURCES Transfer from Operating (175,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (175,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 200,000 400,000 600,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Net New Purchases The Information Systems department requires $175,000 in 2025 to purchase net new IT hardware across the corporation (e.g., computers, smartphones) 86 Page 153 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 Capital Budget Worksheet 2025 Licenses and maintenance on queueing equipment will incur an annual maintenance cost going forward. Estimated at approximately $61,000 per year starting in 2026. Dave Etherington 30-Jun-25Service Level Enhancement NEW The Information Systems (IS) department requires $70,000 in 2025 to procure additional software as part of the “At Your Service Niagara Falls” model. The “Front Desk” application would add appointment booking, phone queuing, post- interaction survey, analytics, and other functionality to the existing “At Your Service Niagara Falls” customer service model. The current model does not offer these functions and the increase to customer service is expected to exceed the associated marginal cost. The additional Salesforce add-ons provide addtional data security and better access to support resources to assist with all of our applications on the Salesforce Platform. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 70,000$ -$ -$ Call Reporting & Queuing Software High (Urgent/High Risk/Shovel Ready) 70,000$ 87 Page 154 of 602 Requesting Division:2025 Request Total Cost Department:70,000$ 70,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 70,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 70,000 - - - FUNDING SOURCES Transfer from Operating (70,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (70,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 30,580 61,160 62,500 64,400 TOTAL OPERATING IMPACTS - 30,580 61,160 62,500 64,400 Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Call Reporting & Queuing Software The Information Systems (IS) department requires $70,000 in 2025 to procure additional software as part of the “At Your Service Niagara Falls” model. 88 Page 155 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Replacement Tax & Water Solutiion High (Urgent/High Risk/Shovel Ready) 710,000$ Capital Budget Worksheet 2025 Annual licensing costs of $450,000 per year. Dave Etherington 31-Mar-26Strategic Investment NEW Information Servies requires $710,000 to replace existing legacy tax & water solution with a modern online version. Enterprise ERP solutions do not include tax and water solutions as they are typically unique to each region in North America. The City is looking for an online solution, which will integrate with our existing ERP solution and replace our aging solution. This new solution will modernize our tax and water solutions and provide a cash receipting module. Our current solution is reaching end of life. The cost of this project will include approximately 24 months internal staffing resources at $280,000 that will be seconded to this project to facilitate the successful implementation of this project. Budgetary Estimate 1-Mar-25 Corporate Services Information Systems 710,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jul-25 1-Mar-25 1-Mar-25 n/a 31-Mar-26 89 Page 156 of 602 Requesting Division:2025 Request Total Cost Department:710,000$ 710,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 430,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other 280,000 TOTAL EXPENDITURES - 710,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer (177,500) Capital SPRs/Reserve Funds (177,500) OLG Reserve Fund (355,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (710,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 450,000 450,000 450,000 TOTAL OPERATING IMPACTS - - 450,000 450,000 450,000 Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Replacement Tax & Water Solutiion Information Servies requires $710,000 to replace existing legacy tax & water solution with a modern online version. 90 Page 157 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 200,000$ New Cemetery Software - Phase 1 High (Urgent/High Risk/Shovel Ready) 300,000$ Capital Budget Worksheet 2025 Incremental annual operating maintenance costs are expected. Staff have estimated this amount at $30,000 per year. Manager of Cemeteries 30-Jun-25Service Level Enhancement NEW Cemetery Services requires $100,000 in 2025 to replace existing software solution with a new, modern solution. The current software being used by Cemetery Services is using very old technology and there do not appear to be any proposed updates to that system. A modern replacement software that is still supported would offer enhanced and reliable service delivery to clients. Internally, a new software solution would improve record management, mapping, and connectivity. Externally, it is expected to boost customer service, sales opportunities, accessibility, operations, and administrative efficiency. It would also offer special portals for professionals in the bereavement industry, like funeral homes and monument dealers. Phase 1 of this project is to issue an RFP to find a newer solution for Cemetery Services. IT Staff prefers that a hosted solution is selected. Once the successful vendor is selected staff would set up a team to do the transition from the old solution to the new one. These costs would be covered under phase 2. Phase 2 will likely commence in 2026 depending on anticipated costs. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Cemeteries 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Mar-25 N/A 30-Jun-25 91 Page 158 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 300,000$ Project Name:Pre-2025 Forecast -$ 200,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 100,000 200,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 100,000 100,000 100,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 100,000 100,000 - FUNDING SOURCES Transfer from Operating (100,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 100,000 200,000 200,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 30,000 30,000 30,000 TOTAL OPERATING IMPACTS - - 30,000 30,000 30,000 Capital Budget Worksheet 2025 Recreation, Culture and Facilities Cemeteries Forecasted Future Expenditures New Cemetery Software - Phase 1 Cemetery Services requires $100,000 in 2025 to replace existing software solution with a new, modern solution. 92 Page 159 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Sewer Inspection Software High (Urgent/High Risk/Shovel Ready) 10,000$ Capital Budget Worksheet 2025 No incremental operating costs Sue Noble 30-Jun-25Service Level Enhancement NEW Engineering requires $10,000 in 2025 purchase a sewer inspection software. A modern software solution would allow staff to better manage and analyze sewer condition information to identify and prioritize sewer replacement, rehabilitation and maintenance needs. Current processes are time consuming and inefficient, and information is not easily accessible across the corporation. Sewer inspection software has become an industry standard, commonly used by local contractors and other municipalities. Information Services have been consulted and would help mitigate risks associated with data security and integration with other systems. Software implementation is anticipated within six to eight weeks of purchase. Software costs include implementation and the annual subscription fee for one seat. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 10,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 93 Page 160 of 602 Requesting Division:2025 Request Total Cost Department:10,000$ 10,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 10,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 10,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer (10,000) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (10,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Sewer Inspection Software Engineering requires $10,000 in 2025 purchase a sewer inspection software. 94 Page 161 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 Capital Budget Worksheet 2025 No incremental operating costs Sue Noble 30-Jun-25Service Level Enhancement NEW Engineering requires $30,000 in 2025 to purchase a pavement condition assessment software. This project would unlock additonal features tailored to Asset Management in a program being used by Municipal Works called City Rover. This would improve staff's ability to assess pavement conditions objectively, allowing for the effective prioritization of repairs, replacements, and maintenance. Unlocking this add-on would be significantly less expensive than hiring third-party contractors to perform inspections and would be less subjective than having City staff perform visual scans. The solution would utilize existing vehicle-mounted cameras already in use for pothole assessment. As a result, staff and resources could be redirected to road improvement projects, enhancing service for residents. Information Services, Fleet, and Road Operations teams have been consulted to address any data security and integration concerns. The proposed budget accounts for an annual assessment of the entire City road network, but costs could be lower if only a portion of the road network were evaluated. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 30,000$ -$ -$ Pavement Condition Assessment Software High (Urgent/High Risk/Shovel Ready) 30,000$ 95 Page 162 of 602 Requesting Division:2025 Request Total Cost Department:30,000$ 30,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 30,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 30,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (30,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (30,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Pavement Condition Assessment Software Engineering requires $30,000 in 2025 to purchase a pavement condition assessment software. 96 Page 163 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Network Cabling Upgrade Project High (Urgent/High Risk/Shovel Ready) 60,000$ Capital Budget Worksheet 2025 Not applicable Tony Iervolino 30-Jun-25State of Good Repair (Asset Management) NEW The Information Systems department requires $60,000 in 2025 to replace aging network cabling throughout a portion of City Hall. Some areas of City Hall underwent renovations in 2024 and have already received new cabling and more data jacks. This network upgrade would provide faster and more reliable connectivity with improved performance for staff utilizing corporate solutions. Affected areas would include Finance, Clerks, IT server room and the basement. The cost includes equipment and installation by a third party which would be completed outside of working hours to minimize operational disruptions. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 60,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 97 Page 164 of 602 Requesting Division:2025 Request Total Cost Department:60,000$ 60,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology 60,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 60,000 - - - FUNDING SOURCES Transfer from Operating (60,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (60,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Network Cabling Upgrade Project The Information Systems department requires $60,000 in 2025 to replace aging network cabling throughout a portion of City Hall. 98 Page 165 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Cartegraph Migration High (Urgent/High Risk/Shovel Ready) 20,000$ Capital Budget Worksheet 2025 Not applicable Goran Djuric 30-Jun-25State of Good Repair (Asset Management) New The Information Systems (IS) department requires $20,000 in 2025 to migrate an essential asset management software to a cloud-based solution. The City's Cartegraph software is used for asset management, job order tracking, inventory tracking, and more. As a heavily utilized software across the City, IS has identified an opportunity to improve its functionality, data storage, and maintenance capability by migrating the software to the Cloud. Costs are associated with an established third-party vendor acquiring modernized software solutions to replace some legacy features of the software which are no longer supported. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 20,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 99 Page 166 of 602 Requesting Division:2025 Request Total Cost Department:20,000$ 20,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology 20,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 20,000 - - - FUNDING SOURCES Transfer from Operating (20,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (20,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Cartegraph Migration The Information Systems (IS) department requires $20,000 in 2025 to migrate an essential asset management software to a cloud-based solution. 100 Page 167 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Council Chambers upgrade High (Urgent/High Risk/Shovel Ready) 120,000$ Capital Budget Worksheet 2025 Not applicable Dave Etherington n/aService Level Enhancement NEW Information Systems requires $120,000 in 2025 to modernize technology used in Council chambers during public meetings. Current technology used in Council Chambers during a meeting, including microphones, monitors, and projection screen, is over 25 years old and has become difficult to maintain and repair. Components have been replaced over time; however, it has become difficult to find suitable replacement parts for outdated hardware. Implementing a modern solution would improve access, accessibility and support to staff and Council attending meetings virtually or in person. We would be replacing the outdated technology with moblie all in one devices that are used by many other government agencies. The units would include; a countdown clock, microphone that can be muted remotely, digital voting options and the ability to view the content that is being presented. As they are mobile, they could be moved to other locations should meetings be held elsewhere. New microphones would be setup in the staff areas as well, that could also be muted remotely. There will also be software on the council support staffs laptops to moderate the meeting. The implementation can be achieved without any construction or physical changes to the existing layout. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 120,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Jan-25 n/a n/a 101 Page 168 of 602 Requesting Division:2025 Request Total Cost Department:120,000$ 120,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 120,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 120,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (120,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (120,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Council Chambers upgrade Information Systems requires $120,000 in 2025 to modernize technology used in Council chambers during public meetings. 102 Page 169 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 103 Page 170 of 602 This page has been intentionally left blank.104Page 171 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Cartegraph Training High (Urgent/High Risk/Shovel Ready) 20,000$ Capital Budget Worksheet 2025 Not applicable Goran Djuric 30-Jun-25State of Good Repair (Asset Management) NEW The Information Systems (IS) department requires $20,000 in 2025 for training associated with asset management software. This budget request includes the development of training modules to help refresh current staff and new staff understand the full spectrum of software functionality. In addition to improve the development of workflow for staff. Budgetary Estimate 1-Jan-25 Corporate Services Information Systems 20,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 N/A 30-Jun-25 105 Page 172 of 602 Requesting Division:2025 Request Total Cost Department:20,000$ 20,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 20,000 20,000 20,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 20,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 20,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 20,000 20,000 20,000 20,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Corporate Services Information Systems Forecasted Future Expenditures Cartegraph Training The Information Systems (IS) department requires $20,000 in 2025 for training associated with asset management software. 106 Page 173 of 602 2025 CAPITAL BUDGET ENGINEERING 107 Page 174 of 602 This page has been intentionally left blank.108Page 175 of 602 Index ENGINEERING Engineering Financial Summary Engineering - Priority List 2025 Capital Labour 2025 Asphalt Overlay Program 2025 Road Rehabilitation Program 2025 Rural Surface Treatment Program 2025 Urban Surface Treatment Program 2025 Sidewalk Replacement Ferry Street Reconstruction - Additional Funds Montrose/Biggar/Reixinger Reconstruction - Additional Funds Detenbeck Road Bridge Replacement - Additional Funds Centennial Street Watermain Replacement Stanley Ave Business Park Watermain Replacement Phase 4 Drummond, Portage, Gallinger Road Reconstruction Ph 2 and Ph 3 Willoughby Dr. Road Reconstruction Stamford Green Dr. Watermain Replacement Central High-Rate Treatment Facility Rehabilitation Gunning & Mears CSO Storage Tank Reconstruction (Design) Reixinger Rd Extension/Street A McLeod Road Sewer Upgrade Stanley Ave Twin Sewer Lyon's Creek & Willowdell Rd Sanitary & Watermain Extensions Robotic Survey Station Replacement Roadway Design & Soil Investigation Program Warner Rd Culvert Replacement Ductile Iron Watermain Corrosion Assessment Study 2025 Culvert Replacements Burdette Dr. Watermain Replacement Kent Ave Reconstruction Rural Road Crossing Drainage Investigation Accessibility Improvement Program 109 Page 176 of 602 Index ENGINEERING - CONTINUED Deferred Projects Royal Manor Drive Watermain Replacement - Lundy's Lane to Windsor Rolling Acres Watermain Replacement Mewburn Rd Reconstruction - Mountain Road north to City Limits Huggins Area Sewer Separation Homewood Avenue Sewer Separation Phase 2 (Design) Huron Street Sewer Separation (Design) Cedar Street Sewer Separation (Design) Ferguson Street Reconstruction Ph 1 - Victoria Ave to Muir Ave George St & Fraser St Sewer Separation (Design) Fernwood SWMF Improvements Valley Way Road Widening - Portage Rd to the Hydro Corridor 110 Page 177 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)2,653,500 200,000 100,000 100,000 3,053,500 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 60,000 - - - 60,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts 9,889,000 2,670,100 - - 12,559,100 Stormwater Management 2,400,000 - - - 2,400,000 Water and Wastewater Systems 9,794,000 7,046,000 - 4,779,000 21,619,000 Contingency 380,000 - - - 380,000 Other 5,590,000 50,000 50,000 50,000 5,740,000 TOTAL EXPENDITURES 30,766,500 9,966,100 150,000 4,929,000 45,811,600 FUNDING SOURCES Transfer from Operating (1,168,000) - - - (1,168,000) Capital Levy (1,342,584) - - - (1,342,584) Transfer from Water/Sewer (11,522,666) - - - (11,522,666) Capital SPRs/Reserve Funds (2,514,000) - - - (2,514,000) OLG Reserve Fund - - - - - Development Charges*(5,036,250) - - - (5,036,250) Debentures - - - - - Canada Community Building Fund (3,787,000) - - - (3,787,000) Federal/Provincial Grants (5,396,000) - - - (5,396,000) External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (30,766,500) - - - (30,766,500) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST ENGINEERING 2025 MAYOR'S PROPOSED CAPITAL BUDGET 111 Page 178 of 602 This page has been intentionally left blank.112Page 179 of 602 Engineering Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 2025 Capital Labour HIGH AM MS54-19 2,462,000$ 2 2025 Asphalt Overlay Program HIGH AM NEW 325,000$ 3 2025 Road Rehabilitation Program HIGH AM NEW 1,440,000$ 4 2025 Rural Surface Treatment Program HIGH AM NEW 750,000$ 5 2025 Urban Surface Treatment Program HIGH AM NEW 1,147,000$ 6 2025 Sidewalk Replacement HIGH AM NEW 450,000$ 7 Ferry Street Reconstruction - Additional Funds HIGH AM R119-19 250,000$ 8 Montrose/Biggar/Reixinger Reconstruction - Additional Funds HIGH GR MS64-23 2,400,000$ 9 Detenbeck Road Bridge (S128B) Replacement - Additional Funds HIGH AM BC28-21 215,000$ 10 Centennial Street Watermain Replacement HIGH AM W65-21 650,000$ 11 Stanley Avenue Business Park Watermain Replacement Ph 4 - Kister Rd, north of Progress St., Ramsey Rd to Stanley Ave HIGH AM W64-21 1,800,000$ 12 Drummond, Portage, Gallinger Road Reconstruction Ph 2 & Ph 3 HIGH AM P128-21 7,934,000$ 13 Willoughby Dr Road Reconstruction HIGH AM MS46-20 7,000,000$ 14 Stamford Green Drive Watermain Replacement - St Paul Ave to St Patrick Ave HIGH AM NEW 385,000$ 15 Central High-Rate Treatment (HRT) Facility Rehabilitation HIGH AM NEW 300,000$ 16 Gunning and Mears CSO Storage Tank Reconstruction (Design) HIGH AM SS84-22 500,000$ 17 DC Road 38 Reixinger Road Extension/Street A (Montrose Road to West Limit)HIGH GR NEW 90,000$ 18 DC Sanitary 37 McLeod Road Sewer Upgrade (Stanley Avenue to Drummond Road)HIGH GR NEW 335,000$ 19 DC Sanitary 39 Stanley Avenue Twin Sewer (Livingstone Street to McLeod Road)HIGH GR NEW 100,000$ 20 Lyon's Creek & Willowdell Rd Sanitary & Watermain Extensions HIGH GR NEW 395,000$ 21 Robotic Survey Station Replacement HIGH GR NEW 60,000$ 22 Roadway Design and Soil Investigation Program HIGH AM NEW 100,000$ 23 Warner Road Culvert Replacement - Hydrological Assessment & Detailed Design HIGH AM NEW 100,000$ 24 Ductile Iron Watermain Corrosion Assessment Study HIGH AM NEW 150,000$ 25 2025 Culvert Replacements HIGH AM NEW 170,500$ 26 Burdette Drive Watermain Replacement - Pettit Avenue to Morrison Street HIGH AM W55 1,020,000$ 27 Kent Avenue Reconstruction (Design)HIGH AM NEW 88,000$ 28 Rural Road Crossing Drainage Investigation HIGH AM NEW 100,000$ 29 Accessibility Improvement Program HIGH AM NEW 50,000$ 30,766,500$ 113 Page 180 of 602 Engineering Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Royal Manor Drive Watermain Replacement - Lundy's Lane to Windsor Cr, Glamis Cr., Strathmore Cr.HIGH AM NEW 3,000,000$ 2 Rolling Acres Watermain Replacement HIGH AM NEW 870,000$ 3 Mewburn Rd Reconstruction - Mountain Road north to City Limits HIGH AM MS61-22 2,035,000$ 4 Huggins Area Sewer Separation HIGH AM SS-58 3,350,000$ 5 Homewood Avenue Sewer Separation Phase 2 (Design)HIGH AM NEW 92,000$ 6 Huron Street Sewer Separation (Design)HIGH AM NEW 105,000$ 7 Cedar Street Sewer Separation (Design)HIGH AM NEW 72,500$ 8 Ferguson Street Reconstruction Ph 1 - Victoria Ave to Muir Ave MEDIUM AM MS58-22 3,700,000$ 9 George St & Fraser St Sewer Separation (Design)MEDIUM AM SS-78 180,000$ 10 Fernwood SWMF Improvements MEDIUM AM NEW 133,000$ 11 Valley Way Road Widening - Portage Rd to the Hydro Corridor MEDIUM AM R75 1,188,000$ 14,725,500$ Deferred Projects 114 Page 181 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Capital Labour High (Urgent/High Risk/Shovel Ready) 2,462,000$ Capital Budget Worksheet 2025 Salaries capitalized avoid these positions supporting capital projects from placing a burden on the operating budget. James Dowling 31-Dec-25State of Good Repair (Asset Management) MS54-19 City Staff time to be allocated to Capital projects worked on during the year. Since 2019 the City has been re-allocating some staff salaries to the capital budget. These staff members work primarily on capital asset-related projects. Similar to external consultants costs allocated to capital projects, internal staff time can be allocated accordingly to each project staff spend time on. The 2025 capital budget includes the following positions: - 2x Landscape Architects - 1x Manager of Engineering - 5x Project Managers- 1x Construction Supervisor- 2x Construction Inspectors- 1x Senior Buyer - 1x Senior Financial Analyst - 1x Facilities Project Manager - 1x Senior Manager of Realty Services (25% Capital Levy Funded) Positions Replaced in 2025 Include: - 1x Senior Financial Analyst (previously 2 in capital) replaced with 1x Capital Accounting Coordinator New Positions in 2025 Include:- 1x Project Manager- 1x Landscape Coordinator Budgetary Estimate 1-Jan-25 Municipal Works Engineering 2,462,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 N/A N/A N/A 31-Dec-25 115 Page 182 of 602 Requesting Division:2025 Request Total Cost Department:2,462,000$ 2,462,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other 2,462,000 TOTAL EXPENDITURES - 2,462,000 - - - FUNDING SOURCES Transfer from Operating (1,118,000) Capital Levy (Asset Management) Transfer from Water/Sewer (1,344,000) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (2,462,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Capital Labour City Staff time to be allocated to Capital projects worked on during the year. 116 Page 183 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 TBD TBD TBD 30-Nov-25 Capital Budget Worksheet 2025 N/A Joe D'Agostino 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $325,000 in 2025 to apply surface course asphalt to segments of four (4) roads. Approximately 1.4 lane kilometers (1400m) of the affected roadway were reconstructed in 2024 and require a final surface course of asphalt to complete the project. The affected street segments include: 1. Armoury Street (St Lawrence Avenue to Crysler Avenue) 2. Crysler Avenue (Simcoe Street to Jepson Street) 3. Garden Street (Brookfield Avenue to Dorchester Road) 4. High Street (Depew Avenue to Dorchester Road) The cost includes $15,000 for design. The project is expected to begin in Spring 2025 and take six (6) months to complete. Budgetary Estimate 1-May-25 Municipal Works Engineering 325,000$ -$ -$ 2025 Asphalt Overlay Program High (Urgent/High Risk/Shovel Ready) 325,000$ 117 Page 184 of 602 Requesting Division:2025 Request Total Cost Department:325,000$ 325,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)15,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 310,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 325,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (45,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants (280,000) External Contributions Other Revenue TOTAL FUNDING SOURCES - (325,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Asphalt Overlay Program The Engineering department requires $325,000 in 2025 to apply surface course asphalt to segments of four (4) roads. 118 Page 185 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Road Rehabilitation Program High (Urgent/High Risk/Shovel Ready) 1,440,000$ Capital Budget Worksheet 2025 N/A Joe D'Agostino 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $1,440,000 in 2025 to remove and replace existing pavement structure and subdrains on segments of three (3) roads. Approximately 3.5 lane kilometers (3500m) of roadway have been identified as being in poor condition and require full depth resurfacing. The project is expected to begin in Spring 2025 and take six (6) months to complete. Affected street segments include: 1. Delta Drive (1.5 km) – Montrose Road to Montrose Road 2. Charnwood Avenue (0.65 km) – Tad Street to Hydro Corridor 3. Preakness Street (1.35 km) – Montrose Road to Paddock Trail *Note, roads and sidewalks are to be replaced under the same contract. Sidewalk reconstruction is addressed as a separate request. Budgetary Estimate 1-May-25 Municipal Works Engineering 1,440,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 TBD TBD TBD 30-Nov-25 119 Page 186 of 602 Requesting Division:2025 Request Total Cost Department:1,440,000$ 1,440,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)40,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 1,400,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 1,440,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund (1,440,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (1,440,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Road Rehabilitation Program The Engineering department requires $1,440,000 in 2025 to remove and replace existing pavement structure and subdrains on segments of three (3) roads. 120 Page 187 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Rural Surface Treatment Program High (Urgent/High Risk/Shovel Ready) 750,000$ Capital Budget Worksheet 2025 N/A Joe D'Agostino 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $750,000 in 2025 to apply Recycled Asphalt Pavement and surface treatment to segments of ten (10) rural roads. Annual program to repave rural roads identified as being in poor condition. The cost includes $10,000 in design costs. The project is expected to begin in Spring 2025 and take six (6) months to complete. The affected rural road segments include: 1. Grassy Brooks Road (Welland Boundary to East Limit) 2. Carl Road (West Boundary to Morris Road) 3. Carl Road (Misner Road to Montrose Road) 4. Crowland Road (Biggar Road to Carl Road) Provisional:5. Crowland Road (Young Road to Schisler Road) 6. Lyon’s Creek Road (West Limit to Schisler Road) 7. Morris Road (Carl Road to Lyon’s Creek Road) 8. McKenny Road (Yokom Road to Lincoln Street) 9. McKenny Road (Ridge Road to Netherby Road) 10. Dell Road (Lyon's Creek Road to Reixinger Road) Budgetary Estimate 1-May-25 Municipal Works Engineering 750,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 TBD TBD TBD 30-Nov-25 121 Page 188 of 602 Requesting Division:2025 Request Total Cost Department:750,000$ 750,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)10,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 740,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 750,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund (750,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (750,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Rural Surface Treatment Program The Engineering department requires $750,000 in 2025 to apply Recycled Asphalt Pavement and surface treatment to segments of ten (10) rural roads. 122 Page 189 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Urban Surface Treatment Program High (Urgent/High Risk/Shovel Ready) 1,147,000$ Capital Budget Worksheet 2025 N/A Joe D'Agostino 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $1,147,000 in 2025 to apply Recycled Asphalt Pavement and surface treatment to segments of nine (9) urban roads. Approximately 6.4 km (6,405m) of urban roads have been identified as being in poor condition and require repaving. The cost includes $10,000 in design costs. The project is expected to begin in Spring 2025 and take six (6) months to complete. The affected urban road segments include: (North - South Direction): 1. Leonard Avenue (Lundy’s Lane to Division Street) (0.75km) 2. Byng Avenue (Lundy's Lane to Cook Street) (0.98km) 3. Woodland Boulevard (North Limit to South Limit) (0.85km)4. Depew Avenue (High Street to Lundy’s Lane) (0.38km) (East - West Direction): 5. Maitland Street (Highland Avenue to Leonard Avenue) (0.43km) 6. Division Street (Highland Avenue to Leonard Avenue) (0.43km) 7. High Street (Depew Avenue to Leonard Avenue) (1.55km) 8. Leeming Street (Woodland Boulevard to Leonard Avenue) (0.43km) 9. Cook Street (Prince Edward Avenue to Highland Avenue) (0.60km) Budgetary Estimate 1-May-25 Municipal Works Engineering 1,147,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 TBD TBD TBD 30-Nov-25 123 Page 190 of 602 Requesting Division:2025 Request Total Cost Department:1,147,000$ 1,147,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)10,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 1,137,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 1,147,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund (1,147,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (1,147,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Urban Surface Treatment Program The Engineering department requires $1,147,000 in 2025 to apply Recycled Asphalt Pavement and surface treatment to segments of nine (9) urban roads. 124 Page 191 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ 2025 Sidewalk Replacement Program High (Urgent/High Risk/Shovel Ready) 450,000$ Capital Budget Worksheet 2025 N/A Joe D'Agostino 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $450,000 in 2025 to remove and replace sidewalks along segments of three (3) roads. Approximately 2,650 meters of sidewalk have been identified as being in poor condition and require removal and reconstruction. All new sidewalks will be AODA standard compliant. The project is expected to begin in Spring 2025 and take six (6) months to complete. The affected sidewalk segments include: 1. Delta Drive (809m) – Montrose Road to Montrose Road 2. Charnwood Avenue (590m) – Tad Street to Hydro Corridor 3. Preakness Street (1,251m) – Montrose Road to Paddock Trail *Note, roads and sidewalks are to be replaced under the same contract. Road reconstruction is addressed as a separate request. Budgetary Estimate 1-May-25 Municipal Works Engineering 450,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 TBD TBD TBD 30-Nov-25 125 Page 192 of 602 Requesting Division:2025 Request Total Cost Department:450,000$ 450,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)10,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 440,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 450,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund (450,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (450,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Sidewalk Replacement Program The Engineering department requires $450,000 in 2025 to remove and replace sidewalks along segments of three (3) roads. 126 Page 193 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?Yes Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 4,195,000$ -$ Ferry Street Reconstruction High (Urgent/High Risk/Shovel Ready) 4,445,000$ Capital Budget Worksheet 2025 New infrastructure requires less maintenance which could reduces operational costs. Eric Lallouet 31-Dec-25State of Good Repair (Asset Management) R119-19 The Engineering department requires $250,000 in 2025 to complete Phase two (2) of the reconstruction of Ferry Street (Stanley Avenue to Ellen Avenue). Through the 2024 Budget, Council approved the reconstruction of Ferry Street from Stanley Avenue to Ellen Avenue (approximately one (1) road lane kilometer) at a projected cost of $3,695,000. Construction was to occur in two (2) phases, separated by a summer break to accommodate heavy tourist traffic. Phase one (1) was completed in Spring 2024 with unforeseen costs as result of managing challenges with underground utilities. Phase two (2) began in September and requires an additional estimated $250,000 to complete the project by the end of the year. VCBIA Contribution Budgetary Estimate 1-Apr-24 Municipal Works Engineering 250,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date --1-Apr-24 1-Apr-24 31-Dec-25 127 Page 194 of 602 Requesting Division:2025 Request Total Cost Department:250,000$ 4,445,000$ Project Name:Pre-2025 Forecast 4,195,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)495,000 45,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 2,450,000 100,000 Stormwater Management 500,000 75,000 Water and Wastewater Systems 750,000 30,000 Contingency Other TOTAL EXPENDITURES 4,195,000 250,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management)(200,000) Transfer from Water/Sewer (1,260,000) (50,000) Capital SPRs/Reserve Funds OLG Reserve Fund (145,000) Development Charges (250,000) Debentures Canada Community-Building Fund Federal/Provincial Grants (2,000,000) External Contributions (540,000) Other Revenue TOTAL FUNDING SOURCES (4,195,000) (250,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Ferry Street Reconstruction The Engineering department requires $250,000 in 2025 to complete Phase two (2) of the reconstruction of Ferry Street (Stanley Avenue to Ellen Avenue). 128 Page 195 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date Completed N/A N/A N/A 1-Nov-24 Capital Budget Worksheet 2025 N/A Nick Golia 1-Nov-24Growth Related MS64-23 The Engineering department requires $2,400,000 in 2025 for road reconstruction and municipal servicing for the new South Niagara Hospital Site. Niagara Region is leading a project to reconstruct and improve servicing on Montrose Road, Biggar Road and Reixinger Road (extension west of Montrose) to service the New South Niagara Hospital Site and recently adopted SW expansion lands. The City is a cost sharing partner on the municipal servicing works and the road works on City-owned Road allowances. Additional funds are requested based on actual construction costs invoiced/projected by the Region. The road works include adding additional lanes and conversion to Urban Cross Section, Streetlighting and Traffic Signalization at intersections and the new Hospital Entrances. The municipal servicing includes new Sanitary and storm sewers and watermains for the new hospital site and adjacent future development properties. Most of the work has been identified as growth-related and included in the recent 2024 Development Charges (DC) Background Study. The road and traffic signal work on Biggar Road and extension of Reixinger Road, along with the new watermain, sanitary and storm sewers on Biggar Road (and by extension on Montrose Road) are identified as 100% DC eligible. Budgetary Estimate 0-Jan-00 Municipal Works Engineering 2,400,000$ 15,126,617$ -$ Montrose/Biggar/Reixinger Reconstruction (SNH) High (Urgent/High Risk/Shovel Ready) 17,526,617$ 129 Page 196 of 602 Requesting Division:2025 Request Total Cost Department:2,400,000$ 17,526,617$ Project Name:Pre-2025 Forecast 15,126,617$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)1,068,305 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 5,202,162 Stormwater Management 1,221,858 Water and Wastewater Systems 5,285,450 Contingency 1,146,840 Other 1,202,002 2,400,000 TOTAL EXPENDITURES 15,126,617 2,400,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (2,725,323) OLG Reserve Fund Development Charges (12,401,294) (2,400,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (15,126,617) (2,400,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Montrose/Biggar/Reixinger Reconstruction (SNH) The Engineering department requires $2,400,000 in 2025 for road reconstruction and municipal servicing for the new South Niagara Hospital Site. 130 Page 197 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date -1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 Capital Budget Worksheet 2025 N/A N. Golia 1-May-25State of Good Repair (Asset Management) BC28-21 The Engineering department requires an additional $215,000 in 2025 to complete the replacement of the Detenbeck Road Bridge structure. Design work was completed in 2024 and based on latest estimates from engineers, the project is facing higher than anticipated construction costs. The existing bridge structure on Detenbeck Road between Sodom Road and Willoughby Drive was identified as needing replacement due to its deteriorated condition as part of the City's bi-annual Bridge and Culvert inspection program. It has been on the City's recommended replacement list for several years and should not be deferred any further. Due to the narrow roadway width that is currently over the bridge, improvements to the crossing will increase levels of service by allowing for greater emergency services access for residents on Detenbeck Road between Sodom Road and Willoughby Drive. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 215,000$ 685,000$ -$ Detenbeck Road Bridge Replacement High (Urgent/High Risk/Shovel Ready) 900,000$ 131 Page 198 of 602 Requesting Division:2025 Request Total Cost Department:215,000$ 900,000$ Project Name:Pre-2025 Forecast 685,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) 135,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 550,000 215,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 685,000 215,000 - - - FUNDING SOURCES Transfer from Operating (45,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (11,070) (30,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants (628,930) (185,000) External Contributions Other Revenue TOTAL FUNDING SOURCES (685,000) (215,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Detenbeck Road Bridge Replacement The Engineering department requires an additional $215,000 in 2025 to complete the replacement of the Detenbeck Road Bridge structure. 132 Page 199 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Jul-25 Capital Budget Worksheet 2025 N/A Steven Kizlan 1-Jul-25State of Good Repair (Asset Management) W65-21 The Engineering department requires $650,000 in 2025 to excavate a section of roadway, replace a section of watermain, and repair the roadway above. 295 meters of cast iron watermain located under Centennial Street (Warden Avenue to Waters Avenue) has been identified by Operations staff for replacement due to break history, watermain material, and age. Costs include a $100,000 contingency. Construction is expected to begin in May 2025 and last through to July 2025. This represents the third and final phase of the Warden/Douglas/Ann Area watermain replacement project. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 650,000$ 2,332,800$ -$ Centennial Street Watermain Replacement High (Urgent/High Risk/Shovel Ready) 2,982,800$ 133 Page 200 of 602 Requesting Division:2025 Request Total Cost Department:650,000$ 2,982,800$ Project Name:Pre-2025 Forecast 2,332,800$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)84,100 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 1,852,400 550,000 Contingency 396,300 100,000 Other TOTAL EXPENDITURES 2,332,800 650,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer (1,008,200) (584,500) Capital SPRs/Reserve Funds (1,324,600) (65,500) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (2,332,800) (650,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Centennial Street Watermain Replacement The Engineering department requires $650,000 in 2025 to excavate a section of roadway, replace a section of watermain, and repair the roadway above. 134 Page 201 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Jul-25 Capital Budget Worksheet 2025 N/A Steven Kizlan 1-Jul-25State of Good Repair (Asset Management) W64-21 The Engineering Department requires $1,800,000 in 2025 to replace a watermain on Kister Rd. north of Progress St. and Ramsey Rd. to Stanley Ave Ph 4. Watermain replacement based on break history, watermain material, and age. ICIP Green Infrastructure Funding was received for full multi-year program at 73.3% of estimated total cost. This remaining section of the watermain replacement project must be completed by the substantial completion deadline date of October 31, 2026. Phase 1 - Completed 2022. Don Murie St. (Earl Thomas Ave. to Stanley Ave.) and Earl Thomas Ave. Phase 2 - Completed 2023. Don Murie St. (Earl Thomas Ave. to turnaround) and Progress St. (Earl Thomas Ave. to Stanley Ave.) Phase 3 - Anticipated Completion Fall 2024. Kister Rd. (Don Murie St. to Progress St.) and Progress St. (Earl Thomas Ave. to turnaround). Phase 4 - Kister Rd. north of Progress St. and Ramsey Rd. to Stanley Ave. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 1,800,000$ 4,406,250$ -$ Stanley Business Park Watermain Replacement Ph 4 High (Urgent/High Risk/Shovel Ready) 6,206,250$ 135 Page 202 of 602 Requesting Division:2025 Request Total Cost Department:1,800,000$ 6,206,250$ Project Name:Pre-2025 Forecast 4,406,250$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)172,200 60,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 4,014,050 1,510,000 Contingency 220,000 230,000 Other TOTAL EXPENDITURES 4,406,250 1,800,000 - - - FUNDING SOURCES Transfer from Operating (102,200) Capital Levy (Asset Management) Transfer from Water/Sewer (1,020,000) (1,800,000) Capital SPRs/Reserve Funds (52,947) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants (3,231,103) External Contributions Other Revenue TOTAL FUNDING SOURCES (4,406,250) (1,800,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Stanley Business Park Watermain Replacement Ph 4 The Engineering Department requires $1,800,000 in 2025 to replace a watermain on Kister Rd. north of Progress St. and Ramsey Rd. to Stanley Ave Ph 4. 136 Page 203 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?Yes Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Jun-26 Capital Budget Worksheet 2025 Reduction in maintenance and repair costs. Steve Kizlan 1-Jun-26State of Good Repair (Asset Management) R128-21 The Engineering department requires $7.9m in 2025 to complete phases 2 and 3 of a sewer and watermain replacement and road reconstruction project. Construction for the first phase of this project was initiated in 2021 for the sewer replacement, watermain replacement and road reconstruction of: Phase 1 - Drummond Rd. (Thorold Stone Rd. to Cherrywood Rd.) Phase 2 - Portage Rd. (Thorold Stone Rd. to Perkins St.) & Gallinger St. Phase 3 - Drummond Rd. (Cherrywood Rd. to Morrison St.) & Portage Rd. (Perkins St. to Althea St.) The City received external funding through the Investing in Canada Infrastructure Program (ICIP) with a completion date of October 31, 2026. To meet the deadline, Engineering is requesting funding for both phase 2 and 3. Utilizing available funds from Phase 1 and accounting for remaining ICIP funding, the budget request to complete Phases 2 and 3 is $6,500,000. Should Phase 3 be deferred to the 2026 budget, $950,000 is required for Phase 2 construction in 2025. ICIP Funding Budgetary Estimate 1-Jan-25 Municipal Works Engineering 7,934,000$ 5,101,500$ -$ Drummond, Portage, Gallinger Phase 2 & 3 High (Urgent/High Risk/Shovel Ready) 13,035,500$ 137 Page 204 of 602 Requesting Division:2025 Request Total Cost Department:7,934,000$ 13,035,500$ Project Name:Pre-2025 Forecast 5,101,500$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)373,400 130,000 Studies and Master Plans Information Technology Facilities and Land 184,800 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 2,634,900 4,147,000 Stormwater Management 123,200 625,000 Water and Wastewater Systems 1,389,100 2,354,000 Contingency Other 396,100 678,000 TOTAL EXPENDITURES 5,101,500 7,934,000 - - - FUNDING SOURCESTransfer from Operating (46,885) Capital Levy (Asset Management)Transfer from Water/Sewer (1,784,136) (3,003,000) Capital SPRs/Reserve Funds OLG Reserve Fund (535,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants (2,735,479) (4,931,000) External Contributions Other Revenue TOTAL FUNDING SOURCES (5,101,500) (7,934,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour CostsEstimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Drummond, Portage, Gallinger Phase 2 & 3 The Engineering department requires $7.9m in 2025 to complete phases 2 and 3 of a sewer and watermain replacement and road reconstruction project. 138 Page 205 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 20% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 700,000$ -$ Willoughby Drive Road Reconstruction High (Urgent/High Risk/Shovel Ready) 7,700,000$ Capital Budget Worksheet 2025 Reduction in costs for maintenance and repairs Kurtis Bottrell 31-Dec-26State of Good Repair (Asset Management) MS46-20 The Engineering department requires $7,000,000 in 2025 to design and reconstruct Willoughby Drive. Willoughby Drive pavement structure is in very poor condition and in need of full reconstruction. Aging infrastructure including watermain, sanitary sewers, and storm sewers will be replaced during the construction of this project. Additional emergency repair work on a failing section of sanitary sewer will be dealt with in 2024 ahead of the construction planned for 2025 and 2026. Funding for 2024 includes property acquisition necessary for construction road works and relocation of existing hydro poles. Funding for 2025 includes construction costs for Phase 1 from 100 meters south of Weinbrenner Road 100 meters south of Cattell Drive. Cycling facilities will be considered along Willoughby Drive as per the City of Niagara Falls Transportation Master Plan and the existing cycling facility in the south section will be maintained or enhanced. The intersection of Main Street and Willoughby Drive will tie into a future phase of road reconstruction. Please note that project DC Sanitary 31 - Willougbhy Dr Sewer Diversion (from Cattel Drive to Weinbrenner Road) is 100% DC funded. Budgetary Estimate 15-Aug-23 Municipal Works Engineering 7,000,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 15-Aug-23 14-Feb-25 4-Feb-25 1-Mar-25 31-Dec-26 139 Page 206 of 602 Requesting Division:2025 Request Total Cost Department:7,000,000$ 7,700,000$ Project Name:Pre-2025 Forecast 700,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)200,000 200,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 500,000 1,400,000 Stormwater Management 1,700,000 Water and Wastewater Systems 3,700,000 Contingency Other TOTAL EXPENDITURES 700,000 7,000,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management)(1,042,584) Transfer from Water/Sewer (200,000) (4,157,416) Capital SPRs/Reserve Funds (500,000) OLG Reserve Fund Development Charges (1,800,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (700,000) (7,000,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Willoughby Drive Road Reconstruction The Engineering department requires $7,000,000 in 2025 to design and reconstruct Willoughby Drive. 140 Page 207 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Stamford Green Drive Watermain Replacement High (Urgent/High Risk/Shovel Ready) 385,000$ Capital Budget Worksheet 2025 N/A Steven Kizlan 1-Sep-24State of Good Repair (Asset Management) NEW The Engineering department requires $385,000 in 2025 replace a watermain on Stamford Green Drive. Replacement of approximately 116 meters of watermain on Stamford Green Drive from St. Paul Street to St. Patrick Street. Watermain replacement is based on break history, watermain material, and age. The watermain is an old 1959, 300mm diameter, cast iron main. A portion of watermain on the east end of the street (connection to St. Paul Avenue) has previously been replaced as a 300mm PVC watermain. This project will complete the replacement to PVC from St. Paul St. to St. Patrick St. Cost include $40,000 for design work, $295,000 for construction, and $50,000 for contingency. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 385,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Sep-24 141 Page 208 of 602 Requesting Division:2025 Request Total Cost Department:385,000$ 385,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)40,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 295,000 Contingency 50,000 Other TOTAL EXPENDITURES - 385,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (385,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (385,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Stamford Green Drive Watermain Replacement The Engineering department requires $385,000 in 2025 replace a watermain on Stamford Green Drive. 142 Page 209 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Sep-25 15-Oct-25 1-Dec-25 1-Dec-26 Capital Budget Worksheet 2025 N/A Kent Schachowskoj 1-Dec-26State of Good Repair (Asset Management) NEW The Engineering department requires $300,000 in 2025 to design safety improvements to systems at the Central High Rate sewage treatment facility. The Central High Rate Treatment (HRT) facility, located at 4300 Buttrey Street, screens sewage to remove large debris. It is owned by the City and operated by Niagara Region. The screening system is aging and frequently clogs, requiring manual cleaning, this could present a safety hazard and these improvements will limit the chances of untreated sewage being released into the environment. Other risks have arisen due to corrosion from sewer gas affecting the floor grating and control valves, outdated pumps which are difficult to maintain, and other failed components. To address these critical infrastructure needs, Engineering proposes designing the facility rehabilitation and implementation strategy. Estimate is based on costs for Regional projects of similar scope. Costs to upgrade the facility would be brought to Council for approval following the evaluation and design. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 300,000$ -$ -$ Central HRT Rehabilitation High (Urgent/High Risk/Shovel Ready) 300,000$ 143 Page 210 of 602 Requesting Division:2025 Request Total Cost Department:300,000$ 300,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)300,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 300,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (300,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (300,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Central HRT Rehabilitation The Engineering department requires $300,000 in 2025 to design safety improvements to systems at the Central High Rate sewage treatment facility. 144 Page 211 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 TBD TBD Capital Budget Worksheet 2025 N/A Sue Noble TBDState of Good Repair (Asset Management) SS84-22 The Engineering department requires $500,000 in 2025 to design the reconstruction of the Gunning and Mears Combined Sewage Overflow Storage Tank. The Gunning and Mears Combined Sewage Overflow (CSO) Storage Tank, located at 290 Mears Crescent, was constructed in 1989 to provide protection against basement flooding due to wet weather induced sanitary sewer surcharging. The underground tank consists of four Corrugated Steel Pipe storage cells. The tank is located in an easement on private property that was previously occupied by a school playground and has been proposed for redevelopment to construct residential townhouse condominiums. A condition assessment, conducted in 2023, concluded the tank is in very poor condition and cannot withstand any additional loading (either due to traffic, movement of construction vehicles, or additional fill). The construction of the proposed development risks significant damage to the tank. Reconstruction of the tank is recommended prior to redevelopment of the adjacent land. Costs include the design and planning of the reconstruction, to occur in April 2025. The design phase would inform the construction cost estimate, likely to be brought to Council for inclusion in the 2026 Capital Budget. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 500,000$ 250,000$ 5,000,000$ Gunning & Mears CSO Storage Tank Reconstruction High (Urgent/High Risk/Shovel Ready) 5,750,000$ 145 Page 212 of 602 Requesting Division:2025 Request Total Cost Department:500,000$ 5,750,000$ Project Name:Pre-2025 Forecast 250,000$ 5,000,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 5,000,000 5,000,000 EXPENDITURESConsulting (Design, Admin, PM) 250,000 500,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 5,000,000 Contingency Other TOTAL EXPENDITURES 250,000 500,000 5,000,000 - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer (150,000) (500,000) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions (100,000) Other Revenue TOTAL FUNDING SOURCES (250,000) (500,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 5,000,000 5,000,000 5,000,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Gunning & Mears CSO Storage Tank Reconstruction The Engineering department requires $500,000 in 2025 to design the reconstruction of the Gunning and Mears Combined Sewage Overflow Storage Tank. 146 Page 213 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 360,000$ DC Road 38 Reixinger Road Extension / Street A High (Urgent/High Risk/Shovel Ready) 450,000$ Capital Budget Worksheet 2025 N/A Nick Golia 1-Dec-26Growth Related NEW The Engineering department requires $90,000 in 2025 to design 190 meters of Reixinger Road extension. Identified in the 2024 DC Background Study is the need to design and construct approximately 190 meters of new road (Reixinger Road extension/Street A) between Montrose Road to the West Limit. The underground infrastructure was completed as part of the initial project scope but due to unforeseen poor soil conditions, the site has been left vacant to ensure soil stabilization. The project scope is to identify best practices/approach to soil stabilization and road construction. Budgetary Estimate 1-Jun-25 Municipal Works Engineering 90,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jun-25 1-Jul-25 1-Aug-25 1-Aug-26 1-Dec-26 147 Page 214 of 602 Requesting Division:2025 Request Total Cost Department:90,000$ 450,000$ Project Name:Pre-2025 Forecast -$ 360,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 360,000 360,000 EXPENDITURESConsulting (Design, Admin, PM)90,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 360,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 90,000 360,000 - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (90,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (90,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 360,000 360,000 360,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures DC Road 38 Reixinger Road Extension / Street A The Engineering department requires $90,000 in 2025 to design 190 meters of Reixinger Road extension. 148 Page 215 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 75% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 1-Jun-25 1-Jul-25 1-Jun-26 TBD Capital Budget Worksheet 2025 N/A Nick Golia TBDGrowth Related NEW The Engineering department requires $335,000 in 2025 to design a new sewer bypass to service growth in the South Tourist Core Area. Identified in the 2024 DC Background Study is the need to design and upgrade approximately 1078m of sanitary sewer on McLeod Road from Stanley Avenue to Drummond Road. After further investigation, the 2024 Master Servicing Plan has identified a potential for diverting flows from the South Tourist Core along the CONRAIL Drain and therefore limiting the need to replace the sanitary sewer on McLeod Road from Ailanthus Avenue to Drummond Road. This project has been triggered by growth in the southern portion of the Tourist Core Area. Substantial development projects are earmarked to be completed in 2027; development projects include sites such as 5500 Marineland Parkway & the Loretta Site Redevelopment in addition to other approved sites. Budgetary Estimate 1-May-25 Municipal Works Engineering 335,000$ -$ 4,779,000$ DC Sanitary 37 McLeod Road Sewer Bypass High (Urgent/High Risk/Shovel Ready) 5,114,000$ 149 Page 216 of 602 Requesting Division:2025 Request Total Cost Department:335,000$ 5,114,000$ Project Name:Pre-2025 Forecast -$ 4,779,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)335,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 4,779,000 Contingency Other TOTAL EXPENDITURES - 335,000 - - 4,779,000 FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer (83,750) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (251,250) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (335,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - 4,779,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures DC Sanitary 37 McLeod Road Sewer Bypass The Engineering department requires $335,000 in 2025 to design a new sewer bypass to service growth in the South Tourist Core Area. 150 Page 217 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 1,566,000$ DC Sanitary 39 Stanley Avenue Twin Sewer High (Urgent/High Risk/Shovel Ready) 1,666,000$ Capital Budget Worksheet 2025 N/A Nick Golia 1-Dec-26Growth Related NEW The Engineering department requires $100,000 in 2025 to design a twin sanitary sewer on Stanley Avenue from Livingstone St to McLeod Rd. Identified in the 2024 DC Background Study is the need to design and construct approximately 639 meters of sanitary sewer to Twin the existing sanitary sewer on Stanley Avenue from Livingstone Street to McLeod Road. This project has been triggered by growth in the southern portion of the Tourist Core Area. Substantial development projects are earmarked to be completed in 2027; development projects include sites such as 5500 Marineland Parkway & the Loretta Site Redevelopment in addition to other approved sites. Budgetary Estimate 1-May-25 Municipal Works Engineering 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 1-Jun-25 1-Jul-25 1-Aug-26 1-Dec-26 151 Page 218 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 1,666,000$ Project Name:Pre-2025 Forecast -$ 1,566,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 1,566,000 1,566,000 EXPENDITURESConsulting (Design, Admin, PM)100,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 1,566,000 Contingency Other TOTAL EXPENDITURES - 100,000 1,566,000 - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (100,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 1,566,000 1,566,000 1,566,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures DC Sanitary 39 Stanley Avenue Twin Sewer The Engineering department requires $100,000 in 2025 to design a twin sanitary sewer on Stanley Avenue from Livingstone St to McLeod Rd. 152 Page 219 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jun-24 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 Capital Budget Worksheet 2025 N/A N.Golia 1-May-25Growth Related NEW Extension of a 250mm dia. Sanitary Sewer and 300mm dia. Watermain south through the intersection of Lyons Creek Road and Willodell Road. Region of Niagara is expediting the tendering of Montrose Road Phase 2 EA work which includes the reconstruction Lyons Creek and Willodell Road. Contract mainly consists of Road works and Staff do not forsee any cost sharing needs with the Region. Staff recommend advancement of the underground works in early part of 2025 prior to the Region implementing thier Road Reconstruction Project. In-House Design is currently underway. Budgetary Estimate 1-Jun-24 Municipal Works Engineering 395,000$ -$ -$ Lyons Creek&Willodell Road Sanitary and Water Ext High (Urgent/High Risk/Shovel Ready) 395,000$ 153 Page 220 of 602 Requesting Division:2025 Request Total Cost Department:395,000$ 395,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)25,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 370,000 Contingency Other TOTAL EXPENDITURES - 395,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (395,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (395,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Lyons Creek&Willodell Road Sanitary and Water Ext Extension of a 250mm dia. Sanitary Sewer and 300mm dia. Watermain south through the intersection of Lyons Creek Road and Willodell Road. 154 Page 221 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date -1-Feb-25 1-Feb-25 -1-Mar-25 Capital Budget Worksheet 2025 Trimble Access Annual Software = $993.25 + HSTCansel Protection Plan = $465.15 + HST Steven Kizlan 1-Mar-25State of Good Repair (Asset Management) NEW The Engineering department requires $60,000 to replace a robotic survey station. Robotic survey stations are mobile units used to provide accurate and reliable topographic surveys for capital projects. The lifecycle of the robotic total station is approximately ten years and the current Trimble S6 station was due for replacement in 2018. Repair and maintenance have been done to ensure reliability and operation of the equipment, however full replacement is recommended. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 60,000$ -$ -$ Robotic Survey Station Replacement High (Urgent/High Risk/Shovel Ready) 60,000$ 155 Page 222 of 602 Requesting Division:2025 Request Total Cost Department:60,000$ 60,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment 60,000 Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 60,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (60,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (60,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 1,500 1,500 1,500 1,500 TOTAL OPERATING IMPACTS - 1,500 1,500 1,500 1,500 Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Robotic Survey Station Replacement The Engineering department requires $60,000 to replace a robotic survey station. 156 Page 223 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 300,000$ Roadway Design and Soil Investigation Program High (Urgent/High Risk/Shovel Ready) 400,000$ Capital Budget Worksheet 2025 N/A Joe D'Agostino 1-Jul-25State of Good Repair (Asset Management) NEW The Engineering department requires $100,000 in 2025 to perform soil investigation and roadway structure assessments for future construction projects. In order to properly scope and estimate future construction costs for Road Resurfacing, Rehabilitation, Overlay, Surface Treatment and Sidewalk Repair/Replacement, Engineering proposes to conduct soil investigations and existing pavement structure assessments on candidate road segments. Conducting pre-design work ahead of potential 2026 construction projects greatly increase efficiency and accuracy in budget planning and estimating roadway Improvement programs. The approach of completing background investigations and design one or more years in advance has yielded benefits among Road and Underground Infrastructure Reconstruction/Replacement projects. With the implementation of new Excess Soil Regulations at the Provincial level, the costs for soil investigation work have substantially increased (due to the scope and number of tests now required). This capital cost can be allocated back against the new roadway assets once the improvements are implemented in subsequent construction years. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 -1-Jul-25 157 Page 224 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 400,000$ Project Name:Pre-2025 Forecast -$ 300,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 100,000 200,000 EXPENDITURESConsulting (Design, Admin, PM)100,000 100,000 100,000 100,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 100,000 100,000 100,000 FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management)(100,000) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 100,000 200,000 300,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Roadway Design and Soil Investigation Program The Engineering department requires $100,000 in 2025 to perform soil investigation and roadway structure assessments for future construction projects. 158 Page 225 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 1-Jun-26 31-Dec-26 Capital Budget Worksheet 2025 Reduced maintenance and repair costs. Kent Schachowskoj 31-Dec-26State of Good Repair (Asset Management) NEW The Engineering department requires $100,000 in 2025 to design a culvert replacement on Warner Road and complete a hydrological assessment. Based on results of the 2022 Bridge and Culvert Inspection Program, a culvert on Warner Road (BRG_00002) is in very poor condition and is recommended for immediate removal. The 800-meter span bridge is located on Warner Road, approximately 200 meters west of the QEW highway, and provides drainage of the area to the south across Warner Road. Recent field observations have shown that a nearby 60-centimeter diameter culvert does not have sufficient capacity to provide drainage of the surrounding area. It is recommended that both the existing bridge and the existing culvert be replaced with a new single- or multi-barrel culvert that is adequately sized to convey drainage. If not addressed in the short-term, the bridge will continue to deteriorate, risking failure of the road and interrupted access to area residents. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 100,000$ -$ -$ Warner Road Culvert Detailed Design & Assessment High (Urgent/High Risk/Shovel Ready) 100,000$ 159 Page 226 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 100,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)100,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (100,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Warner Road Culvert Detailed Design & Assessment The Engineering department requires $100,000 in 2025 to design a culvert replacement on Warner Road and complete a hydrological assessment. 160 Page 227 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 -30-Nov-25 Capital Budget Worksheet 2025 N/A Kent Schachowskoj 30-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $150,000 in 2025 to complete a corrosion assessment study on watermains made of ductile iron. The City has approximately 93km of ductile iron watermains which can fail over time as they become corroded. There have been an increasing number of ductile iron watermain failures over the past few years. In order to prevent future breaks and major repairs, the Engineering department is proposing to assess the current state of the City’s ductile iron watermain system. A starting point for the scope of the assessment may include: - Ductile Iron mains with high recent break history; - Ductile Iron mains that were protected through the various past cathodic protection projects;- Ductile Iron mains in areas where the pH of the ground water and corrosivity of the soil can play into external corrosion; and - Ductile Iron mains over a range of ages. Once the condition assessment is complete, a form of protection may be employed whereby the pipes are connected to an electric current, known as ‘cathodic protection’. This technique was applied in 1990-2000s, helping to reduce the number of breaks on ductile iron mains. The project is expected to last from February to December 2025. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 150,000$ -$ -$ Ductile Iron Watermain Corrosion Assessment Study High (Urgent/High Risk/Shovel Ready) 150,000$ 161 Page 228 of 602 Requesting Division:2025 Request Total Cost Department:150,000$ 150,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)150,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 150,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (150,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (150,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Ductile Iron Watermain Corrosion Assessment Study The Engineering department requires $150,000 in 2025 to complete a corrosion assessment study on watermains made of ductile iron. 162 Page 229 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 TBD TBD 1-Jun-26 1-Dec-26 Capital Budget Worksheet 2025 N/A Kent Schachowskoj 1-Dec-26State of Good Repair (Asset Management) NEW The Engineering Department requires $170,500 in 2025 to design six (6) replacement culvert crossings that are failing and in very poor condition Based on the latest inspection records, six (6) culvert replacements are urgently recommended due to significant deterioration observed across multiple roads: 1) Ridge Road: The multi-plate corrugated steel pipe culvert (M087C) west of Misener Road shows extensive corrosion, complete section loss, and perforations. Immediate replacement is advised as it has been on the list for years. 2) Weaver Road: The culvert (BCV_00118/M118C) west of Niagara River Parkway also exhibits severe corrosion and structural failures. It has similarly been on the replacement list for years and needs urgent action. 3) Logan and Ort Roads: Two culverts (M107C on Logan Road and M1110C on Ort Road) are rated as Poor or Very Poor. 4) Mewburn Road: Two culverts (BCV_00230 and BCV_00231) require replacement based on 2022 inspection findings to maintain road access and drainage. 5) Dorchester Road: The culvert (BCV_00263) identified in 2023 is also in poor condition and needs replacement for continued road functionality. 6) Beaverdams Road: Culvert (BCV_00020/M020C) consists of a precast concrete pipe, stone masonry, and corrugated steel components from 1975, all in poor condition. Immediate replacement is recommended due to severe corrosion and deformation. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 170,500$ -$ 1,108,000$ 2025 Culvert Replacements High (Urgent/High Risk/Shovel Ready) 1,278,500$ 163 Page 230 of 602 Requesting Division:2025 Request Total Cost Department:170,500$ 1,278,500$ Project Name:Pre-2025 Forecast -$ 1,108,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 1,108,000 1,108,000 EXPENDITURES Consulting (Design, Admin, PM)170,500 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 1,108,000 Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 170,500 1,108,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (170,500) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (170,500) - - - CLOSING BALANCE (Surplus)/Deficit - - 1,108,000 1,108,000 1,108,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures 2025 Culvert Replacements The Engineering Department requires $170,500 in 2025 to design six (6) replacement culvert crossings that are failing and in very poor condition 164 Page 231 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 15,000$ 1,682,100$ Burdette Drive Watermain Replacement High (Urgent/High Risk/Shovel Ready) 2,717,100$ Capital Budget Worksheet 2025 N/A Kurtis Bottrell 1-Nov-26State of Good Repair (Asset Management) W55 The Engineering department requires $1,020,000 in 2025 to excavate a section of Burdette Drive, replace the watermain, and reconstruct the roadway. 542 meters of watermain located under Burdette Drive (Pettit Avenue to Morrison Street) has been identified by Operations staff for replacement due to rising water quality concerns and a number of breaks. Due to the aging watermains, low residual has been noted in the area which reduces flow. The new Cannery Subdivision in the neighbourhood was thought to aid in increasing flows to this area and alleviate water quality concerns but this did not seem occur. Request includes $35,000 in design costs. Construction is expected to begin in July 2025 and last through to 2026. Budgetary Estimate 1-Mar-25 Municipal Works Engineering 1,020,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 1-Mar-25 1-Apr-25 1-Jul-25 1-Nov-26 165 Page 232 of 602 Requesting Division:2025 Request Total Cost Department:1,020,000$ 2,717,100$ Project Name:Pre-2025 Forecast 15,000$ 1,682,100$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 1,682,100 1,682,100 EXPENDITURESConsulting (Design, Admin, PM) 15,000 35,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts 1,202,100 Stormwater Management Water and Wastewater Systems 985,000 480,000 Contingency Other TOTAL EXPENDITURES 15,000 1,020,000 1,682,100 - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer (15,000) Capital SPRs/Reserve Funds (1,020,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (15,000) (1,020,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 1,682,100 1,682,100 1,682,100 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Burdette Drive Watermain Replacement The Engineering department requires $1,020,000 in 2025 to excavate a section of Burdette Drive, replace the watermain, and reconstruct the roadway. 166 Page 233 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Kent Avenue Watermain Replacement Design High (Urgent/High Risk/Shovel Ready) 88,000$ Capital Budget Worksheet 2025 New infrastructure will reduce service disruptions and operating and maintanace costs. Kurtis Bottrell 1-Dec-25State of Good Repair (Asset Management) NEW The Engineering department requires $88,000 in 2025 to design Kent Avenue Watermain Replacement, Storm Sewer Improvements and Road Reconstruction. Operations staff have identified 1045 meters of watermain for replacement due to the significant number of breaks over the years. The road reconstruction was identified in part by road condition complaints received as well as the poor road condition score it received on its last inspection. The City has also received a number of complaints relating to flooding on municipal and private property. The section of Kent Avenue between Dumont Street and the South Limit of Kent Ave would need to be reconstructed following the repair. The design phase is expected to begin in May 2025 and a request for construction funding would come to Council in 2026. Budgetary Estimate 1-Feb-25 Municipal Works Engineering 88,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 TBD 1-Dec-25 167 Page 234 of 602 Requesting Division:2025 Request Total Cost Department:88,000$ 88,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)88,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 88,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (88,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (88,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Kent Avenue Watermain Replacement Design The Engineering department requires $88,000 in 2025 to design Kent Avenue Watermain Replacement, Storm Sewer Improvements and Road Reconstruction. 168 Page 235 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 100,000$ Rural Road Crossing Drainage Investigation High (Urgent/High Risk/Shovel Ready) 200,000$ Capital Budget Worksheet 2025 No impact on operating budget. Kent Schachowskoj 1-Dec-25State of Good Repair (Asset Management) NEW The Engineering department requires $100,000 in 2025 for design costs related to the review of Rural Area Drainage issues. The project includes hiring a consultant to investigate the source of drainage issues at problematic rural road crossings and recommended upgrades/repairs. Operations have already identified two (2) high priority locations for review in 2025 with construction costs to be sought in subsequent years. Areas of concern include: • Garner Road north of Thorold Stone Road (outletting to the 10 Mile Creek W-4-2) • Nichols Lane (outletting to Beaverdams Creek W-6-5) Areas of concern identified by Operations for subsequent years: • Brown Road between Beechwood Road and Townline Road• Brown Road between Beechwood and Garner Road • Garner Road between Beaverdams and Thorold Stone Road (low area dip) • Garner Road north of Thorold Stone Road – front yard flooding and intersection flooding • McLeod Road between Garner Road and Beechwood Road Budgetary Estimate 1-Feb-25 Municipal Works Engineering 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 -1-Dec-25 169 Page 236 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 200,000$ Project Name:Pre-2025 Forecast -$ 100,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 100,000 100,000 EXPENDITURESConsulting (Design, Admin, PM)100,000 100,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 100,000 - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (100,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 100,000 100,000 100,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Rural Road Crossing Drainage Investigation The Engineering department requires $100,000 in 2025 for design costs related to the review of Rural Area Drainage issues. 170 Page 237 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 1-Jun-25 1-Dec-25 Capital Budget Worksheet 2025 N/A Erik Nickel 1-Dec-25Service Level Enhancement NEW The Accessibility Improvement Program aims to address accessibility deficiencies in Parks, Trails and Sidewalks. The intention of the program is to address requests for accessibility improvements identified through the City's Accessibility Advisory Committee and related staff specifically for parks, trails, and sidewalks. In addition to some miscellaneous high-demand needs identified by the committee city-wide, the initial scope of work will include the upgrades to meet current accessibility standards as recommended by the Committee in 2023 for Firemen's Park including: - curb cuts with tactile warning surface indicators - sidewalks connecting exterior doors to exterior paths of travel - extension of accessible pathway to the pavilion- paint markings for accessible features Budgetary Estimate 1-Feb-25 Municipal Works Engineering 50,000$ -$ 150,000$ Accessibility Improvement Program High (Urgent/High Risk/Shovel Ready) 200,000$ 171 Page 238 of 602 Requesting Division:2025 Request Total Cost Department:50,000$ 200,000$ Project Name:Pre-2025 Forecast -$ 150,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 50,000 100,000 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other 50,000 50,000 50,000 50,000 TOTAL EXPENDITURES - 50,000 50,000 50,000 50,000 FUNDING SOURCES Transfer from Operating (50,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (50,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 50,000 100,000 150,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Accessibility Improvement Program The Accessibility Improvement Program aims to address accessibility deficiencies in Parks, Trails and Sidewalks. 172 Page 239 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 173 Page 240 of 602 This page has been intentionally left blank.174Page 241 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Nov-25 Capital Budget Worksheet 2025 N/A Steven Kizlan 1-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $3,000,000 in 2025 to design and replace a watermain along Royal Manor Drive, Glamis Cr., and Strathmore Cr. Includes Royal Manor Drive (Lundy's Lane to Windsor Cr. - East Intersection), Glamis Cr., and Strathmore Cr. Proposed watermain replacement based on break history, watermain material, and age. This project is also being driven by the future connection to the proposed watermain on Royal Manor Drive, west of the Royal Manor bridge. Bridge rehabilitation is anticipated within the next 3 years. The bridge rehabilitation project will include new watermain install to connect to the existing watermain on Dorchester Road. The new watermain connection at the north end of Royal Manor Drive will provide a looped connection for the local system. The additional connection will also ensure service is maintained in the event of a closure or abandonment of the Region watermain on Lundy's Lane. Design work is expected to begin in early 2025 with construction expected to last from May through October. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 3,000,000$ -$ -$ Royal Manor Drive Watermain Replacement High (Urgent/High Risk/Shovel Ready) 3,000,000$ 175 Page 242 of 602 Requesting Division:2025 Request Total Cost Department:3,000,000$ 3,000,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 3,000,000 3,000,000 3,000,000 EXPENDITURES Consulting (Design, Admin, PM)60,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 2,570,000 Contingency 370,000 Other TOTAL EXPENDITURES - 3,000,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 3,000,000 3,000,000 3,000,000 3,000,000 ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing CostsOperating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Royal Manor Drive Watermain Replacement The Engineering department requires $3,000,000 in 2025 to design and replace a watermain along Royal Manor Drive, Glamis Cr., and Strathmore Cr. 176 Page 243 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Rolling Acres Cres. Watermain Replacement High (Urgent/High Risk/Shovel Ready) 870,000$ Capital Budget Worksheet 2025 N/A Steven Kizlan 1-Nov-25State of Good Repair (Asset Management) NEW The Engineering department requires $870,000 in 2025 to design and replace a watermain along Rolling Acres Cr. and Rolling Acres Drive Watermain replacement based on break history, watermain material, and age. Niagara Region intends on completing upgrades to the sanitary pumping station (SPS) on Rolling Acres Crescent in the near term. The pumping station upgrade includes replacement of the sanitary force main from the SPS to Thorold Stone Road. Since replacement of the 1957 cast iron watermain is anticipated in the 5-to-10-year forecast, watermain replacement prior to or following the Region's work would be beneficial. Cast iron watermain replacement on Rolling Acres Drive, from Thorold Stone Road to Oxford Street was identified for replacement within 1 to 5 years by the Water System Model Update Calibration Report completed in 2021. Design work is expected to begin in early 2025 with construction expected to last from May through October. Budgetary Estimate 1-Jan-25 Municipal Works Engineering 870,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-May-25 1-Nov-25 177 Page 244 of 602 Requesting Division:2025 Request Total Cost Department:870,000$ 870,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 870,000 870,000 870,000 EXPENDITURES Consulting (Design, Admin, PM)50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 707,000 Contingency 113,000 Other TOTAL EXPENDITURES - 870,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 870,000 870,000 870,000 870,000 ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing CostsOperating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Rolling Acres Cres. Watermain Replacement The Engineering department requires $870,000 in 2025 to design and replace a watermain along Rolling Acres Cr. and Rolling Acres Drive 178 Page 245 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 9-May-22 10-Jun-24 1-Aug-24 1-Sep-24 1-Aug-25 Capital Budget Worksheet 2025 Reduction of costs for maintenance and repairs. Joe D'Agostino 1-Aug-25State of Good Repair (Asset Management) MS61-22 The Engineering department requires $2,035,000 in 2025 to reconstruct Mewburn Road, including widening, ditches, and culverts. Mewburn Bridge was reconstructed in 2019, and the approaching road remains in poor shape. The project budget in 2023 included funds for property acquisition for road allowance expansion and consultant work for Niagara Escarpment Commission approvals and permits for the work. The project budget for 2024 included funding for preconstruction site preparation for road allowance expansion including relocating hydro poles. The 2025 work includes $185,000 for design work and $1,850,000 for the road reconstruction on Mewburn Road from south of Mewburn Bridge to the S bend. The reconstruction of the road maintains the state of good repair while expanding service delivery with a wider, more accessible roadway. There may be future consideration to upload Mewburn Road to the Region as a pumping station is being relocated along this portion of the road by the Region at a future date. There is potential for cost sharing in 2026 with the Niagara Region for sanitary trunk installation along Mewburn Road from the roundabout north to the first bend. Budgetary Estimate 9-May-22 Municipal Works Engineering 2,035,000$ 410,000$ 1,250,000$ Mewburn Road Reconstruction High (Urgent/High Risk/Shovel Ready) 3,695,000$ 179 Page 246 of 602 Requesting Division:2025 Request Total Cost Department:2,035,000$ 3,695,000$ Project Name:Pre-2025 Forecast 410,000$ 1,250,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 2,035,000 3,285,000 3,285,000 EXPENDITURES Consulting (Design, Admin, PM)200,000 185,000 Studies and Master Plans Information Technology Facilities and Land 160,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 50,000 1,850,000 Stormwater Management Water and Wastewater Systems 1,250,000 Contingency Other TOTAL EXPENDITURES 410,000 2,035,000 1,250,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (50,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund (360,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (410,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 2,035,000 3,285,000 3,285,000 3,285,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Mewburn Road Reconstruction The Engineering department requires $2,035,000 in 2025 to reconstruct Mewburn Road, including widening, ditches, and culverts. 180 Page 247 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 31-Jul-25 1-Jan-26 1-Mar-26 1-May-26 30-Nov-26 Capital Budget Worksheet 2025 N/A Eric Lallouet 30-Nov-26Service Level Enhancement SS58 The Engineering department requires $3,350,000 in 2025 to perform combined sewer separation, watermain replacement, and drainage improvements. Infrastructure upgrades are required in the Huggins Street neighbourhood bounded by O’Neil Street. to the north, Portage Road to the east, Huggins Street to the south, and Windermere Road to the west. General infrastructure needs include separation of the existing combined sewer system; replacement of most watermains in the area; upgrading of sidewalks to current design standards (1.5-meter minimum width); and roadway improvements. The scope of work is large and will be divided into several phases of construction, proposed as follows: - Phase 1: Huggins St. from Marlborough Pl. to Portage Rd. - Phase 2: Huggins St. from Windermere Rd. to Marlborough Pl. - Phase 3: Glendoone St., Springdale Ave., and Gainsborough Ave. (from Huggins St. to Glendoone St.) - Phase 4: Arlington Ave. - Phase 5: Glenwood Pl., Glendale Pl., and Marlborough Pl. (from Huggins St. to south). A total of $305,000 in funding was approved in 2019 for functional design of the sewer separation, development of project phasing, and detailed design of Phases 1 & 2. The 2025 Budget ask is for $3,200,000.00 for construction of Phase 1 upgrades and for $150,000 to support Phase 3 detailed design. Region - CSO Budgetary Estimate 31-Jul-25 Municipal Works Engineering 3,350,000$ 305,000$ 7,600,000$ Huggins Area Sewer Separation High (Urgent/High Risk/Shovel Ready) 11,255,000$ 181 Page 248 of 602 Requesting Division:2025 Request Total Cost Department:3,350,000$ 11,255,000$ Project Name:Pre-2025 Forecast 305,000$ 7,600,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 3,350,000 5,800,000 8,950,000 EXPENDITURES Consulting (Design, Admin, PM)175,000 150,000 150,000 150,000 Studies and Master Plans 130,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems 3,200,000 2,300,000 3,000,000 2,000,000 Contingency Other TOTAL EXPENDITURES 305,000 3,350,000 2,450,000 3,150,000 2,000,000 FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer (160,500) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions (144,500) Other Revenue TOTAL FUNDING SOURCES (305,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 3,350,000 5,800,000 8,950,000 10,950,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Huggins Area Sewer Separation The Engineering department requires $3,350,000 in 2025 to perform combined sewer separation, watermain replacement, and drainage improvements. 182 Page 249 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Apr-26 1-Apr-26 31-Dec-26 Capital Budget Worksheet 2025 New infrastructure will reduce operating and maintenance costs. Eric Lallouet 31-Dec-26State of Good Repair (Asset Management) NEW The Engineering department requires $92,000 in 2025 to design Sewer separation, watermain replacement and road reconstruction on Homewood Avenue. This project is part of an on-going effort to separate the combined sewer system in the Homewood Avenue drainage area between Maple Street to Morrison Street. The project fulfills the City's requirement to show progress with sewer separations, while also replacing aging infrastructure and reducing the risk of flooding in the neighbourhood. Detailed engineering design work is required for the next phase of sewer separation in this project area, following the construction on Maple Street, Elm Street, and Homewood Avenue from Bridge Street to Maple Street. Region - CSO Budgetary Estimate 1-Jan-25 Municipal Works Engineering 92,000$ -$ -$ Homewood Avenue Sewer Separation High (Urgent/High Risk/Shovel Ready) 92,000$ 183 Page 250 of 602 Requesting Division:2025 Request Total Cost Department:92,000$ 92,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 92,000 92,000 92,000 EXPENDITURES Consulting (Design, Admin, PM)92,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 92,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 92,000 92,000 92,000 92,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Homewood Avenue Sewer Separation The Engineering department requires $92,000 in 2025 to design Sewer separation, watermain replacement and road reconstruction on Homewood Avenue. 184 Page 251 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Huron Street Sewer Separation High (Urgent/High Risk/Shovel Ready) 105,000$ Capital Budget Worksheet 2025 New infrastructure will reduce operating and maintenance costs. Eric Lallouet 31-Dec-26State of Good Repair (Asset Management) NEW The Engineering department requires $105,000 in 2025 to design sewer separation, watermain replacement and road reconstruction on Huron Street. This project is part of an on-going effort to separate the combined sewer system in the drainage area of Huron Street from Stanley Avenue to Sixth Avenue. The project fulfills the City's requirement to show progress with sewer separations, while also replacing aging infrastructure and reducing the risk of flooding in the neighbourhood. Detailed engineering design work is required for the next phase of sewer separation in this project area, following the construction on Maple Street, Homewood Avenue, and Elm Street. Region - CSO Budgetary Estimate 1-Jan-25 Municipal Works Engineering 105,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Apr-26 1-Apr-26 31-Dec-26 185 Page 252 of 602 Requesting Division:2025 Request Total Cost Department:105,000$ 105,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 105,000 105,000 105,000 EXPENDITURES Consulting (Design, Admin, PM)105,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 105,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 105,000 105,000 105,000 105,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Huron Street Sewer Separation The Engineering department requires $105,000 in 2025 to design sewer separation, watermain replacement and road reconstruction on Huron Street. 186 Page 253 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Apr-26 1-Apr-26 31-Dec-26 Capital Budget Worksheet 2025 New infrastructure will reduce operating and maintenance costs. Eric Lallouet 31-Dec-26State of Good Repair (Asset Management) New The Engineering department requires $72,500 in 2025 to design sewer separation, watermain replacement and road reconstruction on Cedar Street. This project is part of an on-going effort to separate the combined sewer system in the drainage area of Cedar Street from Stanley Avenue to Homewood Avenue. The project fulfills the City's requirement to show progress with sewer separations, while also replacing aging infrastructure and reducing the risk of flooding in the neighbourhood. Detailed engineering design work is required for the next phase of sewer separation in this project area, following the construction on Maple Street, Homewood Avenue, and Elm Street. Region - CSO Budgetary Estimate 1-Jan-25 Municipal Works Engineering 72,500$ -$ -$ Cedar Street Sewer Separation High (Urgent/High Risk/Shovel Ready) 72,500$ 187 Page 254 of 602 Requesting Division:2025 Request Total Cost Department:72,500$ 72,500$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 72,500 72,500 72,500 EXPENDITURES Consulting (Design, Admin, PM)72,500 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 72,500 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 72,500 72,500 72,500 72,500 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Cedar Street Sewer Separation The Engineering department requires $72,500 in 2025 to design sewer separation, watermain replacement and road reconstruction on Cedar Street. 188 Page 255 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Apr-24 1-Feb-25 15-Mar-25 1-May-25 31-Nov-2025 Capital Budget Worksheet 2025 N/A Kent Schachowskoj 31-Nov-2025State of Good Repair (Asset Management) MS58-22 The Engineering department requires $3,700,000 in 2025 to design and reconstruct Ferguson Street, including underground services, and sidewalk. Ferguson Street is located in the city’s northeast quadrant and is the main arterial road passing through the Silvertown neighbourhood. It spans approximately 880 meters, intersecting with Victoria Avenue to the west and River Road to the east. A Functional Servicing Assessment Study was initiated for the Silvertown area in 2020. The study identified Ferguson Street as a priority for reconstruction due to poor Pavement Condition Index scoring. There are also operational concerns with the combined sewer, including areas of deformation, leakage, and/or encrustation. Infrastructure needs on Ferguson Street include: - Road reconstruction; - Combined sewer spot repair and relining; - Sanitary sewer extension to facilitate future separations; - Cast iron watermain replacement; and, - Sidewalk and street lighting improvements. The large scope of work has been divided into three phases as follows: Phase 1: Victoria Avenue to Muir Avenue, Phase 2: Muir Avenue to Hickson Avenue, Phase 3: Hickson Avenue to River Road . The 2025 capital budget request is for $3,600,000 to complete construction of the Phase 1 improvements. This cost estimate is based on the design consultant’s 90% design submission. An additional $100,000 is also requested to proceed with additional geotechnical work in support of Phase 2 & 3 designs. Budgetary Estimate 1-Apr-24 Municipal Works Engineering 3,700,000$ 150,000$ 6,154,935$ Ferguson Street Reconstruction Medium (Medium Risk/Planning Req'd) 10,004,935$ 189 Page 256 of 602 Requesting Division:2025 Request Total Cost Department:3,700,000$ 10,004,935$ Project Name:Pre-2025 Forecast 150,000$ 6,154,935$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 3,700,000 6,248,680 9,854,935 EXPENDITURES Consulting (Design, Admin, PM)150,000 650,000 300,000 350,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 1,002,415 975,875 1,311,280 Stormwater Management 573,925 322,825 365,900 Water and Wastewater Systems 1,063,700 719,980 1,249,075 Contingency 409,960 230,000 330,000 Other TOTAL EXPENDITURES 150,000 3,700,000 2,548,680 3,606,255 - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (150,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (150,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 3,700,000 6,248,680 9,854,935 9,854,935 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Ferguson Street Reconstruction The Engineering department requires $3,700,000 in 2025 to design and reconstruct Ferguson Street, including underground services, and sidewalk. 190 Page 257 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:Yes Is The Funding Confirmed?No Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 100,000$ -$ Fraser St. and George St. Sewer Separation Medium (Medium Risk/Planning Req'd) 280,000$ Capital Budget Worksheet 2025 N/A Nick Golia 30-Nov-26Service Level Enhancement SS78 The Engineering department requires $180,000 in 2025 for design work related to sewer separation, watermain replacement, and drainage improvements. George Street and Fraser Street are located southwest of the Thorold Stone Road/Stanley Avenue intersection in the City’s north end. The sewer on Fraser Street is a 250-millimeter diameter concrete pipe that was installed in 1976; on George Street, the sewer is 300- millimeter concrete installed in 1961. Both convey combined sewage (i.e., mixed sanitary and storm flows). Separating these sewers would reduce the likelihood of basement flooding and to reduce the burden on downstream wastewater treatment facilities. The watermain on George Street is a 150-millimeter diameter cast iron pipe installed in 1954. It services several residential properties as well as two commercial parcels. This pipe has exceeded its expected service life, with 23 recorded breaks since its installation. Palmer Park is adjacent to the project area and is the subject of a current proposal for park rezoning and redevelopment. This design project provides a prime opportunity to review drainage needs for the park site to support decision-making on the rezoning application. Project scope includes design for sewer separation on Fraser St. and George St.; design of storm infrastructure within the project area; design for watermain replacement on George St.; and analysis of stormwater management and control at Palmer Park. A total of $100,000 in funding was approved in 2019 for functional design of the sewer separation, routing of storm flows, and identification of a storm outlet for the project area. The 2025 budget ask is for $180,000 to support detailed design. Region - CSO Budgetary Estimate 31-Jul-25 Municipal Works Engineering 180,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 31-Jul-25 1-Jan-26 1-Mar-26 1-May-26 30-Nov-26 191 Page 258 of 602 Requesting Division:2025 Request Total Cost Department:180,000$ 280,000$ Project Name:Pre-2025 Forecast 100,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 180,000 180,000 180,000 EXPENDITURES Consulting (Design, Admin, PM)100,000 180,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 100,000 180,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (50,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions (50,000) Other Revenue TOTAL FUNDING SOURCES (100,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 180,000 180,000 180,000 180,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Fraser St. and George St. Sewer Separation The Engineering department requires $180,000 in 2025 for design work related to sewer separation, watermain replacement, and drainage improvements. 192 Page 259 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Fernwood SWMF Improvements Medium (Medium Risk/Planning Req'd) 133,000$ Capital Budget Worksheet 2025 N/A Kurtis Bottrell 30-Nov-26State of Good Repair (Asset Management) NEW The Engineering department requires $133,000 in 2025 to design improvements to the Fernwood Subdivision Stormwater Management Facility. The Fernwood Subdivision Stormwater Management Facility (SWMF) is located behind the rear yards of Hendershot Boulevard in the Fernwood Estates subdivision, just northeast of the intersection at Garner Road and Lundy’s Lane. A condition assessment of all City-owned SWMFs was completed in 2021 and identified the Fernwood SWMF as being in most need of attention. Cells are between 50-90% full of sediment, with roughly eight thousand cubic meters of sediment expected to be removed in total. Sediment is also present at cell inlets and outfalls, posing overflow and flooding risks. The three west-end cells are dense with invasive Phragmites australis. Invasive Phragmites is an aggressively spreading perennial wetland grass that is widely considered to be Canada’s worst and most prevalent invasive plant species. It displaces native vegetation, blocks drainage, and reduces wildlife habitat, and can be difficult to eradicate. The presence of Phragmites impedes the flow of stormwater through the ponds and impacts the available pond volume. Phragmites also poses a threat to neighbouring properties due to its rapid growth and spread The 2025 capital budget request is for $133,000 to complete detailed design of the required improvements at all five pond cells. This cost estimate is based on costs outlined in the 2021 condition assessment report and on costs for other City projects of similar size and scope. Budgetary Estimate 31-Jul-25 Municipal Works Engineering 133,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 31-Jul-25 1-Jan-26 1-Mar-26 1-Apr-26 30-Nov-26 193 Page 260 of 602 Requesting Division:2025 Request Total Cost Department:133,000$ 133,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 133,000 133,000 133,000 EXPENDITURES Consulting (Design, Admin, PM)133,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 133,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 133,000 133,000 133,000 133,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Fernwood SWMF Improvements The Engineering department requires $133,000 in 2025 to design improvements to the Fernwood Subdivision Stormwater Management Facility. 194 Page 261 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date -17-Dec-24 17-Feb-25 1-Apr-25 1-Dec-25 Capital Budget Worksheet 2025 N/A Kurtis Bottrell 1-Dec-25State of Good Repair (Asset Management) R75 The Engineering department requires 1,188,000 in 2025 to design and reconstruct a section of Valley Way Road. Valley Way from the Portage Road Intersection to the Hydro Corridor Intersection Improvements at Portage Road. Road widening and urbanization from Portage Road to the Hydro Corridor, including watermain replacement from north of Portage Road to north of HWY 420. Full road reconstruction including the addition of a new sidewalk on the south side of Valley Way and street lighting upgrades. Budgetary Estimate 17-Dec-24 Municipal Works Engineering 1,188,000$ 454,100$ -$ Valley Way Road Widening Medium (Medium Risk/Planning Req'd) 1,642,100$ 195 Page 262 of 602 Requesting Division:2025 Request Total Cost Department:1,188,000$ 1,642,100$ Project Name:Pre-2025 Forecast 454,100$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 1,188,000 1,188,000 1,188,000 EXPENDITURES Consulting (Design, Admin, PM)454,100 200,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts 190,000 Stormwater Management 378,000 Water and Wastewater Systems 420,000 Contingency Other TOTAL EXPENDITURES 454,100 1,188,000 - - - FUNDING SOURCES Transfer from Operating (302,350) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants (151,750) External Contributions Other Revenue TOTAL FUNDING SOURCES (454,100) - - - - CLOSING BALANCE (Surplus)/Deficit - 1,188,000 1,188,000 1,188,000 1,188,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Engineering Forecasted Future Expenditures Valley Way Road Widening The Engineering department requires 1,188,000 in 2025 to design and reconstruct a section of Valley Way Road. 196 Page 263 of 602 2025 CAPITAL BUDGET FLEET 197 Page 264 of 602 This page has been intentionally left blank.198Page 265 of 602 Index FLEET Fleet Financial Summary Fleet - Priority List 2025 Annual Fleet Vehicle Replacement 2025 Plow Truck Replacement Program MW-Capital Costs for New Positions 199 Page 266 of 602 This page has been intentionally left blank.200Page 267 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 3,159,837 5,603,000 1,867,000 2,266,000 12,895,837 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency 53,663 - - - 53,663 Other - - - - - TOTAL EXPENDITURES 3,213,500 5,603,000 1,867,000 2,266,000 12,949,500 FUNDING SOURCES Transfer from Operating (53,500) - - - (53,500) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (3,160,000) - - - (3,160,000) OLG Reserve Fund - - - - - Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (3,213,500) - - - (3,213,500) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST FLEET 2025 MAYOR'S PROPOSED CAPITAL BUDGET 201 Page 268 of 602 This page has been intentionally left blank.202Page 269 of 602 Fleet Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 2025 Annual Fleet Vehicle Replacement HIGH AM NEW 2,260,000$ 2 2025 Plow Truck Replacement Program HIGH AM NEW 900,000$ 3 Municipal Works - Capital Costs For New Positions HIGH SE FR20-24 53,500$ 3,213,500$ 203 Page 270 of 602 This page has been intentionally left blank.204Page 271 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 N/A N/A N/A 1-Dec-25 Capital Budget Worksheet 2025 By renewing fleet vehicles on a regular basis, it will help avoid unnecessarily high maintenance related costs for an aging fleet being used beyond its useful life. Ken Williams 1-Dec-25State of Good Repair (Asset Management) NEW Fleet Operations requires $2,260,000 in 2025 to maintain the Annual Vehicle Replacement Program The Annual Fleet Replacement Program ensures City vehicles and equipment are replaced at the end of their operational service life based on usage, repair history, and anticipated future costs. By proactively replacing aging assets, the program reduces maintenance expenses, minimizes downtime, and supports safety, efficiency, and sustainability goals for continued reliable public services. The following vehicle and equipment groups are budgeted for replacement in 2025. Vehicles: - (3) Pickup Trucks ($150,000) - (2) Street Sweepers ($1,100,000) - (4) Cargo Vans ($250,000) - (2) Heavy Pickup Trucks ($250,000) Equipment: - (1) Sidewalk Plow ($250,000) - (1) Backhoe/Loader ($50,000) - (1) Trailer Dump ($15,000) - (2) Arena Board Edgers ($15,000) - (4) Mowers/Blowers ($70,000) - (2) Tractors ($110,000) Budgetary Estimate 1-Jan-25 Municipal Works Fleet 2,260,000$ -$ 9,736,000$ 2025 Annual Fleet Vehicle Replacement High (Urgent/High Risk/Shovel Ready) 11,996,000$ 205 Page 272 of 602 Requesting Division:2025 Request Total Cost Department:2,260,000$ 11,996,000$ Project Name:Pre-2025 Forecast -$ 9,736,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 5,603,000 7,470,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 2,223,543 5,603,000 1,867,000 2,266,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency 36,457 Other TOTAL EXPENDITURES - 2,260,000 5,603,000 1,867,000 2,266,000 FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (2,260,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (2,260,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 5,603,000 7,470,000 9,736,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Fleet Forecasted Future Expenditures 2025 Annual Fleet Vehicle Replacement Fleet Operations requires $2,260,000 in 2025 to maintain the Annual Vehicle Replacement Program 206 Page 273 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 N/A N/A N/A 31-Dec-25 Capital Budget Worksheet 2025 By renewing fleet vehicles on a regular basis, it will help avoid unnecessarily high maintenance related costs for an aging fleet being used beyond its useful life. Ken Williams 31-Dec-25State of Good Repair (Asset Management) NEW Annual Plow Truck Replacement Program In the 2022 capital budget fleet the City invested heavily in renewing the plow truck fleet. Due to long lead times and limited dealer allocations, some in-year amendments were made in order to approve the budget for the 2023 allocation of trucks to place the order for delivery in 2024. In 2023/2024 the City has been taking delivery of 7 new winter control vehicles. The 2025 program builds on this to continue the renewal of the large equipment fleet in a staggered manner to avoid a large number of fleet vehicles reaching end of life at the same time. The 2025 plow truck replacement program includes: 1x Single Axle Dump/Plow/Wing/Sander/Belly Plow 1x Tandem-Axle Dump/Plow/Wing/Sander Staff evaluated leasing options vs. purchasing but based on the usage patterns in Niagara Falls, the best value is a straight purchase for plow trucks and loaders. Budgetary Estimate 1-Jan-25 Municipal Works Fleet 900,000$ -$ -$ 2025 Plow Truck Replacement Program High (Urgent/High Risk/Shovel Ready) 900,000$ 207 Page 274 of 602 Requesting Division:2025 Request Total Cost Department:900,000$ 900,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 882,794 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency 17,206 Other TOTAL EXPENDITURES - 900,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (900,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (900,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Fleet Forecasted Future Expenditures 2025 Plow Truck Replacement Program Annual Plow Truck Replacement Program 208 Page 275 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 1-Jan-25 N/A N/A 31-Dec-25 Capital Budget Worksheet 2025 Net new compliment to the City's Fleet will come with additional maintenance , repairs, fuel, insurance and other operating related cost. Adam Allcock 31-Dec-25Service Level Enhancement FR20-24 The Water & Wastewater Department requires $53,500 in 2025 as additional funding to purchase two (2) vehicles to accommodate new Operations hires. Through the 2024 capital Budget, Municipal Works received approval to hire two (2) new Water and Wastewater (W/WW) staff, including $76,500 for two (2) vehicles. Two (2) Water Quality Technicians have been hired; however, the approved funding was insufficient to purchase the necessary vehicles for them to effectively perform their jobs. The vehicles must accommodate, among other equipment, a valve key and sampling bucket which average six (6) feet in length. A minivan could house these items along with necessary sampling materials in enclosed areas, while a truck bed with a short box would be less practical as some tools would need to be propped up, rendering the bed less useful. Fleet Operations has indicated their extended-use vehicles are entirely lent out and scheduled for auction upon return. The W/WW Fleet is already limited, with staff borrowing or sharing vehicles to manage. However, expected regulatory changes from the Ministry of Environment, Conservation and Parks are expected to increase the workload for these positions, making shared arrangements unsustainable. An additional $53,500 is required to purchase two (2) outfitted minivans to enclose tools and sampling materials, brining the new total cost to $130,000. Budgetary Estimate 1-Jan-25 Municipal Works Fleet 53,500$ 76,500$ -$ Municipal Works - Capital Costs For New Positions High (Urgent/High Risk/Shovel Ready) 130,000$ 209 Page 276 of 602 Requesting Division:2025 Request Total Cost Department:53,500$ 130,000$ Project Name:Pre-2025 Forecast 76,500$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 76,500 53,500 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 76,500 53,500 - - - FUNDING SOURCES Transfer from Operating (6,500) (53,500) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (70,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (76,500) (53,500) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Fleet Forecasted Future Expenditures Municipal Works - Capital Costs For New Positions The Water & Wastewater Department requires $53,500 in 2025 as additional funding to purchase two (2) vehicles to accommodate new Operations hires. 210 Page 277 of 602 2025 CAPITAL BUDGET PARKS 211 Page 278 of 602 This page has been intentionally left blank.212Page 279 of 602 Index PARKS Parks Financial Summary Parks - Priority List Crimson Park Playground Improvements Robert Keighan Park Playground Improvements FH Leslie Park Swing Improvements Dellpark Drive Stairway Replacement Emily Neighbourhood Park Development Fern Park Multi-Purpose Court Improvements MacBain Skateboard Park Improvements Phase 2 NS&T Trail Phase 2A and 2B Deferred Projects Urban Forest Management Plan Development Phase 2 (DC) Mulhern Park Playground Improvements City Welcome Sign Gateway Feature Improvements QEW Splendour Neighbourhood Park Development (Warren Woods North Warren Woods Parkette Development (DC) Warren Woods Trail Development (DC) Charnwood Park Improvements (DC) 213 Page 280 of 602 This page has been intentionally left blank.214Page 281 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)340,000 170,000 140,000 - 650,000 Studies and Master Plans 20,000 30,000 - - 50,000 Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment - - - - - Parks/Trails/Cemeteries 1,645,000 550,000 1,040,000 - 3,235,000 Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 2,005,000 750,000 1,180,000 - 3,935,000 FUNDING SOURCES Transfer from Operating (231,000) - - - (231,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (872,500) - - - (872,500) Development Charges*(901,500) - - - (901,500) Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (2,005,000) - - - (2,005,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST PARKS 2025 MAYOR'S PROPOSED CAPITAL BUDGET 215 Page 282 of 602 This page has been intentionally left blank.216Page 283 of 602 Parks Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Crimson Park Playground Improvements HIGH AM NEW 330,000$ 2 Robert Keighan Park Playground Improvements HIGH AM NEW 350,000$ 3 FH Leslie Park Swing Improvements HIGH AM NEW 140,000$ 4 Dellpark Drive Stairway Replacement HIGH AM NEW 25,000$ 5 Emily Neighbourhood Park Development (Forestview Subdivision) (DC)HIGH GR NEW 595,000$ 6 Fern Park Multi-Purpose Court Improvements (DC) HIGH AM NEW 385,000$ 7 MacBain Skateboard Park Improvements Phase 2 (DC) HIGH GR RF57-20 120,000$ 8 NS&T Trail Phase 2A and 2B (DC)HIGH GR NEW 60,000$ 2,005,000$ Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Urban Forest Management Plan Development Phase 2 (DC)HIGH SI P136-23 80,000$ 2 Mulhern Park Playground Improvements HIGH AM NEW 350,000$ 3 City Welcome Sign Gateway Feature Improvements QEW HIGH AM P146-24 40,000$ 4 Splendour Neighbourhood Park Development (Warren Woods North Park) (DC)MEDIUM GR NEW 635,000$ 5 Warren Woods Parkette Development (DC)MEDIUM GR NEW 780,000$ 6 Warren Woods Trail Development (DC)MEDIUM GR P130-21 605,000$ 7 Charnwood Park Improvements (DC)MEDIUM GR P129-21 50,000$ 2,540,000$ Deferred Projects 217 Page 284 of 602 This page has been intentionally left blank.218Page 285 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Crimson Park Playground Design and Reconstruction High (Urgent/High Risk/Shovel Ready) 330,000$ Capital Budget Worksheet 2025 N/A David Antonsen 1-Oct-25State of Good Repair (Asset Management) NEW The Parks Department requires $330,000 in 2025 to design and replace the playground structure at Crimson Park. Crimson Park (6051 Crimson Dr) features a one-of-a-kind custom wooden playground structure. The build was part of a TVO television show which helped fund the project. The wooden structure is heavily used and past the end of its useful life. It has fallen into poor condition, requiring additional effort by City staff to maintain safety. Some features have been removed completely because of their poor condition. Closure of the playground may be necessary in the future if the required repairs become more extensive. To avoid a future playground closure, the Crimson Park Playground is recommended for replacement with a modern structure, in line with other play structures across the City. The replacement work would include the installation of new playground equipment, new accessible artificial turf safety surface, asphalt walkway repairs, concrete curb repairs and site furniture replacement. Costs include $25,000 for design work beginning in early 2025 and $305,000 for construction work to occur from August to October 2025. Budgetary Estimate 1-Jan-25 Municipal Works Parks 330,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Apr-25 1-May-25 1-Aug-25 1-Oct-25 219 Page 286 of 602 Requesting Division:2025 Request Total Cost Department:330,000$ 330,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)25,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 305,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 330,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (330,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (330,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Crimson Park Playground Design and Reconstruction The Parks Department requires $330,000 in 2025 to design and replace the playground structure at Crimson Park. 220 Page 287 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Apr-25 1-May-25 1-Aug-25 1-Oct-25 Capital Budget Worksheet 2025 N/A David Antonsen 1-Oct-25State of Good Repair (Asset Management) NEW The Parks Department requires $350,000 in 2025 to design and replace the playground structure and area at Robert F. Keighan Park. The existing playground equipment at Robert F. Keighan Park (8030 Beaverton Boulevard) is more than 20 years old and has exceeded its useful life. As a result, it has required beyond normal maintenance by City staff to maintain in a safe condition. Closure of the playground may be necessary if the required repairs become more extensive. To avoid a future playground closure, the Robert F Keighan Playground is recommended for replacement. The replacement work would include the installation of new playground equipment, new accessible artificial turf safety surface, improvements to accessible walkways, site furniture and new tree plantings. Costs include $40,000 for design work and $310,000 for new equipment. The project would begin in early 2025 with the replacement work completed by October. Budgetary Estimate 1-Jan-25 Municipal Works Parks 350,000$ -$ -$ Robert Keighan Park Playground Improvements High (Urgent/High Risk/Shovel Ready) 350,000$ 221 Page 288 of 602 Requesting Division:2025 Request Total Cost Department:350,000$ 350,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)30,000 Studies and Master Plans 10,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 310,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 350,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (350,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (350,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Robert Keighan Park Playground Improvements The Parks Department requires $350,000 in 2025 to design and replace the playground structure and area at Robert F. Keighan Park. 222 Page 289 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Apr-25 1-May-25 1-Aug-25 1-Oct-25 Capital Budget Worksheet 2025 N/A David Antonsen 1-Oct-25State of Good Repair (Asset Management) NEW The Parks Department requires $140,000 in 2025 to replace the aging swing set at F.H. Leslie Park and improve its accessibility. The play structure at F. H. Leslie Park (5250 Valley Way) was replaced in 2023. Improvement of the swing set area was considered less urgent and deferred for future consideration. The current swing set area is more than 20 years old, not accessible and has exceeded its useful life. The replacement work would include the installation of new swing set equipment, new accessible artificial turf safety surface, and improvements to accessible walkways and site furniture. Costs include $25,000 for design work beginning in early 2025 and $115,000 for construction work to occur from August to October 2025. Budgetary Estimate 1-Jan-25 Municipal Works Parks 140,000$ -$ -$ FH Leslie Park Playground Replacement High (Urgent/High Risk/Shovel Ready) 140,000$ 223 Page 290 of 602 Requesting Division:2025 Request Total Cost Department:140,000$ 140,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)15,000 Studies and Master Plans 10,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 115,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 140,000 - - - FUNDING SOURCES Transfer from Operating (140,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (140,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures FH Leslie Park Playground Replacement The Parks Department requires $140,000 in 2025 to replace the aging swing set at F.H. Leslie Park and improve its accessibility. 224 Page 291 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 30-Jun-25 30-Nov-25 Capital Budget Worksheet 2025 N/A James Sticca 30-Nov-25State of Good Repair (Asset Management) NEW The Parks Department requires $25,000 in 2025 to replace a deteriorated public-use staircase connecting Dellpark Drive to the Haulage Road Trail. There is a public-use staircase at the dead-end of Dellpark Drive which connects to the Haulage Road Trail. The wooden-framed staircase and metal railing are in poor condition and garnered resident complaints. The staircase is 25 years old and has deteriorated to the point of presenting risks to safety. The stairs would be replaced with an accessible cement ramp. There are no easement or anticipated stakeholder concerns with the replacement. Costs include $5,000 for design work to begin in February 2025 and $20,000 for replacement work to be completed by December 2025. Budgetary Estimate 1-Feb-25 Municipal Works Parks 25,000$ -$ -$ Dellpark Drive Stairway Replacement High (Urgent/High Risk/Shovel Ready) 25,000$ 225 Page 292 of 602 Requesting Division:2025 Request Total Cost Department:25,000$ 25,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)5,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 20,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 25,000 - - - FUNDING SOURCES Transfer from Operating (25,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (25,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Dellpark Drive Stairway Replacement The Parks Department requires $25,000 in 2025 to replace a deteriorated public-use staircase connecting Dellpark Drive to the Haulage Road Trail. 226 Page 293 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 30-Apr-25 30-Jun-25 30-Jul-25 30-Aug-25 31-Dec-25 Capital Budget Worksheet 2025 Addition of new park may require additional staff resources and equipment for maintenance operations. Staff will continue to monitor if additional operating support is required. Jeff Claydon 31-Dec-25Growth Related NEW The Parks Department requires $595,000 in 2025 to design and develop a new park in Forestview Subdivision, at Garner Road and Emily Drive. Forestview Subdivision is a recent development area with new residents already moved in. An undeveloped park block has already been determined and growth-related funding was included as growth-related in the Development Charges Report. The design and development of this new neighbourhood park would include amenities such as a play space area, mutli-purpose play court, paved accessible walking paths, signage, tree planting, and landscaping. Costs include $50,000 for design work to begin in early 2025 and $545,000 for construction to be completed by April 2026. Budgetary Estimate 30-Apr-25 Municipal Works Parks 595,000$ -$ -$ Emily Neighbourhood Park Development High (Urgent/High Risk/Shovel Ready) 595,000$ 227 Page 294 of 602 Requesting Division:2025 Request Total Cost Department:595,000$ 595,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 545,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 595,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (595,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (595,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Emily Neighbourhood Park Development The Parks Department requires $595,000 in 2025 to design and develop a new park in Forestview Subdivision, at Garner Road and Emily Drive. 228 Page 295 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 50% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-May-25 1-Jun-25 1-Jul-25 1-Sep-25 1-Nov-25 Capital Budget Worksheet 2025 N/A David Antonsen 1-Nov-25State of Good Repair (Asset Management) NEW The Parks Department requires $385,000 in 2025 to convert existing tennis courts at Fern Park into a multi-purpose court facility. The 2017 City of Niagara Falls Tennis and Basketball Service Delivery Review (SDR) recommended the tennis courts at Fern Park (7516 Fern Avenue) be converted to one (1) premium tennis court with pickleball lines and one (1) multi-purpose basketball court with ball hockey goals. Implementation of the Tennis and Basketball SDR is a priority of the Recreation, Culture and Parks Strategic Plan. The project would provide Fern Park users with multi-purpose court recreational amenities that better align with community needs. Fern Park serves a community that includes both established and new subdivision residents. The project also includes the creation of accessible walkways and related site amenities. Due to the poor condition of the play surface and fencing, the Fern Park tennis courts are closed to the public. These closed courts are a current disruption in the parkland service level standards. Costs include $35,000 for design work to begin in May 2025 and $350,000 for construction to be completed by November. Budgetary Estimate 1-May-25 Municipal Works Parks 385,000$ -$ -$ Fern Park Multi-Purpose Court Improvements High (Urgent/High Risk/Shovel Ready) 385,000$ 229 Page 296 of 602 Requesting Division:2025 Request Total Cost Department:385,000$ 385,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)35,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 350,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 385,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (192,500) Development Charges (192,500) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (385,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Fern Park Multi-Purpose Court Improvements The Parks Department requires $385,000 in 2025 to convert existing tennis courts at Fern Park into a multi-purpose court facility. 230 Page 297 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 50% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Apr-25 ---- Capital Budget Worksheet 2025 May require additional staff resources and equipment for maintenance operations. Staff will continue to monitor if additional operating support is required. David Antonsen -Growth Related RF57-20 The Parks Department requires $120,000 in 2025 to design Phase 2 improvements to the skatepark at the MacBain Centre. The skateboard park at MacBain Park was constructed in 2005. The facility is the primary hub for skateboard, BMX and scooter activities within Niagara Falls parks. In 2023, the skateboard park received minor concrete repairs to extend the facility service. Further enhancements to the skateboard park were requested by users and funded through the 2022 and 2023 capital budgets. Council approved an expenditure of $95,578.80 in October 2024 to install a shade structure and expanded seating and is expected to occur between Fall 2024 and Winter 2025. In a second phase of improvements, the Parks Department requires $120,000 to further increase service delivery by installing park lighting and adding pump track feature to improve the park. The pump track feature caters specifically to lower-skilled riders (generally children). In combination with later hours of operation, there may be fewer instances of disagreement between users of different skill level. The design work would be completed through 2025 and require a capital request for construction through the 2026 Budget. The Parks Department would seek to minimize operational impact throughout the design and construction phases. Budgetary Estimate 1-Apr-25 Municipal Works Parks 120,000$ 148,000$ 600,000$ MacBain Skateboard Park Improvements Phase 2 High (Urgent/High Risk/Shovel Ready) 868,000$ 231 Page 298 of 602 Requesting Division:2025 Request Total Cost Department:120,000$ 868,000$ Project Name:Pre-2025 Forecast 148,000$ 600,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 600,000 600,000 EXPENDITURES Consulting (Design, Admin, PM)50,000 120,000 50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 98,000 550,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 148,000 120,000 600,000 - - FUNDING SOURCES Transfer from Operating (50,000) (60,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (38,000) OLG Reserve Fund (60,000) Development Charges (60,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (148,000) (120,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 600,000 600,000 600,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures MacBain Skateboard Park Improvements Phase 2 The Parks Department requires $120,000 in 2025 to design Phase 2 improvements to the skatepark at the MacBain Centre. 232 Page 299 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 90% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 1,330,000$ NS&T Trail Phase 2A and 2B Development High (Urgent/High Risk/Shovel Ready) 1,390,000$ Capital Budget Worksheet 2025 Operating impacts will be experienced with future construction works. Staff will continue to monitor if additional operating support is required. David Antonsen -Growth Related NEW Development of Phase 2A and 2B of the NS&T Trail. This project implements Phases 2A and 2B of the NS&T Rail Trail Feasibility Master Plan. Phase 2A is a portion of the trail that extends from Portage Road to Stanley Avenue. Phase 2B is a portion of the trail from Stanley Avenue/Paisley Janvary Poole Trail to the Phase 2 section of the Thorold Stone Road Extension/Gale Centre. Both of these sections utilize mostly road allowances for the recreational trail alignment. This is largely due to the historic corridor being mostly under private land ownership and the need to cross an active rail line. Public engagement received through the NS&T Rail Trail Feasibility Study was supportive of the recreational trail being constructed within the historic NS&T corridor and avoiding on- road trail sections. As part of the 2025 design work for Phase 2A and 2B, further investigation will be conducted to determine if more of the historic trail corridor can be used. Detailed engineering design of the trail is expected for 2026 and construction in 2027. Budgetary Estimate 1-Mar-25 Municipal Works Parks 60,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 ---- 233 Page 300 of 602 Requesting Division:2025 Request Total Cost Department:60,000$ 1,390,000$ Project Name:Pre-2025 Forecast -$ 1,330,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 150,000 1,330,000 EXPENDITURES Consulting (Design, Admin, PM)60,000 120,000 140,000 Studies and Master Plans 30,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 1,040,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 60,000 150,000 1,180,000 - FUNDING SOURCES Transfer from Operating (6,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (54,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (60,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 150,000 1,330,000 1,330,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures NS&T Trail Phase 2A and 2B Development Development of Phase 2A and 2B of the NS&T Trail. 234 Page 301 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 235 Page 302 of 602 This page has been intentionally left blank.236Page 303 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 10% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Aug-25 1-Sep-25 1-Oct-25 -1-Mar-26 Capital Budget Worksheet 2025 N/A David Antonsen 1-Mar-26Strategic Investment P136-23 Development of the Urban Forest Management Plan, Phase 2 works. The development of an Urban Forest Management Plan (UFMP) will provide a guiding document for the long-term sustainability of the City of Niagara Falls urban forest to maximize environmental, social, economic and health benefits to the residents of Niagara Falls. Creating a UFMP is recommendation number RCP5-5 of the approved Niagara Falls Recreation, Culture and Parks Master Plan and supports the approved 2022 Niagara Falls Climate Adaptation Plan. A 2-phase strategy is needed to establish an Urban Forest Management Plan. These project phases will include a Phase 1 Urban Forest Canopy Study and a Phase 2 Urban Forest Management Plan. Funding for the Phase 1 UFMP- Urban Forest Canopy Study was approved in 2023 and is currently in progress. The work focuses on understanding the state of the current urban forest through a comprehensive review of currently available inventory documentation and targeted new fieldwork. A review of current forestry policies, practices, maintenance standards, staffing and equipment is being completed with an examination of current tree- planting efforts. The proposed Phase 2 project will use data assembled in Phase 1 works and develop an UFMP. The UFMP will recommend improved urban forestry policies, and provide strategic direction on capital investment, initiatives and operational activities. These recommendations will be derived from scientifically sound industry best practices, and extensive stakeholder and public engagement. Budgetary Estimate 1-Aug-25 Municipal Works Parks 80,000$ 100,000$ -$ Urban Forest Management Plan Development High (Urgent/High Risk/Shovel Ready) 180,000$ 237 Page 304 of 602 Requesting Division:2025 Request Total Cost Department:80,000$ 180,000$ Project Name:Pre-2025 Forecast 100,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 80,000 80,000 80,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans 100,000 80,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 100,000 80,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (100,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (100,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 80,000 80,000 80,000 80,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Urban Forest Management Plan Development Development of the Urban Forest Management Plan, Phase 2 works. 238 Page 305 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Mulhern Park Playground Improvements High (Urgent/High Risk/Shovel Ready) 350,000$ Capital Budget Worksheet 2025 N/A David Antonsen 1-Oct-25State of Good Repair (Asset Management) NEW Replacement of the existing playground at Mulhern Park. Constructed in 2006, the existing playground equipment at Mulhern Park is at the end of its service and has been requiring additional effort by City maintenance staff to remain in a safe condition. Closure of the playground may be necessary in the future if the repairs become more extensive. To avoid a future playground closure, the Mulhern Park Playground is recommended for replacement. The replacement work will include new playground equipment, new accessible artificial turf safety surface, improvements to accessible walkways, site furniture and new tree plantings. If supported by the neighbourhood, the existing traditional playground may replaced with a "natural playground." These natural playgrounds provide play opportunities modelled after children's experiences in nature. Natural playgrounds tend to be lower and more spread out with little or no elevated decks and slides of traditional playgrounds. Natural playgrounds provide the same service life, safety needs and accessibility compliance as traditional playgrounds. The development of a natural playground is part of the approved 2021 Recreation, Culture and Parks Plan: RCP4-9 "Construct at least one natural/adventure playground to test community interest and support for these types of structures." Budgetary Estimate 1-Jan-25 Municipal Works Parks 350,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Apr-25 1-May-25 1-Aug-25 1-Oct-25 239 Page 306 of 602 Requesting Division:2025 Request Total Cost Department:350,000$ 350,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 350,000 350,000 350,000 EXPENDITURES Consulting (Design, Admin, PM)30,000 Studies and Master Plans 10,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 310,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 350,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 350,000 350,000 350,000 350,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Mulhern Park Playground Improvements Replacement of the existing playground at Mulhern Park. 240 Page 307 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 40,000$ 560,000$ QEW City Gateway Welcome Sign Feature Improvements High (Urgent/High Risk/Shovel Ready) 640,000$ Capital Budget Worksheet 2025 New proposed south Gateway Sign Feature location would require maintenance and annual plantings Jeff Claydon 30-Nov-26State of Good Repair (Asset Management) P146-24 The Parks Department requires $40,000 in 2025 to design two (2) new welcome signs at the north and south entrances to the City. The Welcome to Niagara Falls Sign Feature at the north Gateway location of QEW and Mountain Road is a landmark for residents and visitors entering Niagara Falls from the north end. It is the first impression of the City for many. There is no welcome sign in the south end which has been proposed at Sodom Road. The current sign and feature elements were installed in 1999 and received aesthetic improvements in 2008. The sign is nearing the end of its lifecycle and both the sign, and the landscape elements require significant improvements. In addition, the slope where the sign rests has begun to show signs of instability. The Parks Department have consulted with Communications to align new sign features with the City-wide rebrand strategy. Design & planning commenced in 2024 and is projected to be completed in 2025 with implementation and construction to be initiated in 2026. Previously approved funding has already been committed. Budgetary Estimate 20-Mar-25 Municipal Works Parks 40,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 20-Mar-25 30-May-25 30-Jun-25 30-Sep-26 30-Nov-26 241 Page 308 of 602 Requesting Division:2025 Request Total Cost Department:40,000$ 640,000$ Project Name:Pre-2025 Forecast 40,000$ 560,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 40,000 600,000 600,000 EXPENDITURES Consulting (Design, Admin, PM)40,000 40,000 30,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 530,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 40,000 40,000 560,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (40,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (40,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 40,000 600,000 600,000 600,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures QEW City Gateway Welcome Sign Feature Improvements The Parks Department requires $40,000 in 2025 to design two (2) new welcome signs at the north and south entrances to the City. 242 Page 309 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 30-Apr-25 ---30-Dec-25 Capital Budget Worksheet 2025 Addition of new park may require additional staff resources and equipment for maintenance operations. Staff will continue to monitor if additional operating support is required. Jeff Claydon 30-Dec-25Growth Related NEW The Parks Department requires $635,000 in 2025 to design and construct a new neighbourhood park in the northeast quadrant of Warren Woods Subdivision. Warren Woods Subdivision is a recent development area with new residents already moved in. An undeveloped park block has already been determined and funding was included as growth-related in the Development Charges Report. The design and development of this new neighbourhood park would include amenities such as a play space area, mutli-purpose play court, paved accessible walking paths, signage, tree planting, and landscaping. Costs include $50,000 for design work to begin in May 2025 and $585,000 for construction to be completed by year end. Budgetary Estimate 30-Apr-25 Municipal Works Parks 635,000$ -$ -$ Splendour Neighbourhood Park Development Medium (Medium Risk/Planning Req'd) 635,000$ 243 Page 310 of 602 Requesting Division:2025 Request Total Cost Department:635,000$ 635,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 635,000 635,000 635,000 EXPENDITURES Consulting (Design, Admin, PM)50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 585,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 635,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 635,000 635,000 635,000 635,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Splendour Neighbourhood Park Development The Parks Department requires $635,000 in 2025 to design and construct a new neighbourhood park in the northeast quadrant of Warren Woods Subdivision. 244 Page 311 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 60,000$ -$ Warren Woods Trail Parkette Development Medium (Medium Risk/Planning Req'd) 840,000$ Capital Budget Worksheet 2025 This project will result in additional paving, trails and park amenities that Operations will need to maintain following park standards. Staff will continue to monitor if additional operating support is required. David Antonsen 1-Oct-25Growth Related P130-21 The Parks Department requires $780,000 in 2025 to design and construct a parkette along the Warren Woods Recreational Trail. The Warren Woods Parkette would provide the neighbourhood with a public space to become a destination and respite along the Warren Woods Trail. In addition, the parkette would provide a space for future neighbourhood events and foster as sense of community. Also, part of the project will be to establish a bridge or culvert crossing of the Warren Creek Channel and a recreational trail extending to Kalar Road and two (2) minor recreational trail access blocks within previous development phases. This recreational trail would align with the future extension of the Warren Woods Trail to Pin Oak Drive. The project was identified as a priority in the 2019 Warren Woods Parks and Trails Master Plan. Previously approved funding has already been committed to aligning the design with Niagara Peninsula Conservation Authority requirements. Costs include $80,000 for design work to begin in early 2025 and $700,000 for construction to be completed by October 2025. Budgetary Estimate 1-Feb-25 Municipal Works Parks 780,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 1-Aug-25 1-Oct-25 245 Page 312 of 602 Requesting Division:2025 Request Total Cost Department:780,000$ 840,000$ Project Name:Pre-2025 Forecast 60,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 780,000 780,000 780,000 EXPENDITURES Consulting (Design, Admin, PM)60,000 50,000 Studies and Master Plans 30,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 700,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 60,000 780,000 - - - FUNDING SOURCES Transfer from Operating (6,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (54,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (60,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 780,000 780,000 780,000 780,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Warren Woods Trail Parkette Development The Parks Department requires $780,000 in 2025 to design and construct a parkette along the Warren Woods Recreational Trail. 246 Page 313 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Oct-25 1-Nov-25 1-Dec-25 1-Jun-26 Capital Budget Worksheet 2025 This project will result in additional recreational trails and park amenities that Operations will need to maintain following park standards. Staff will continue to monitor if additional operating support is required. David Antonsen 1-Jun-26Growth Related P129-21 Construction of a recreational trail, and related amenities from Kalar Road to Pin Oak Drive. This project has been identified as a priority in the 2019 Warren Woods Parks and Trails Master Plan. The Warren Woods Trail will be a 3m wide accessible asphalt paved surface that extends from Kalar Road to Pin Oak Drive. This trail will provide the neighbourhood with direct access for recreation and active transportation to the Niagara Square commercial area. The trail will provide opportunities for residents to experience and enjoy the neighbouring natural areas including provincially significant wetlands. This proposed trail is being constructed mostly on Hydro One corridor lands. This recreational trail will align with the future extension of the trail constructed with the proposed Warren Woods Trail Parkette project. Funding approved for the design of this trail was previously provided. This 2025 funding request is to secure a long-term trail licence with Hydro One and construct the trail. Budgetary Estimate 1-Jan-25 Municipal Works Parks 605,000$ 100,000$ -$ Warren Woods Trail Development Medium (Medium Risk/Planning Req'd) 705,000$ 247 Page 314 of 602 Requesting Division:2025 Request Total Cost Department:605,000$ 705,000$ Project Name:Pre-2025 Forecast 100,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 605,000 605,000 605,000 EXPENDITURES Consulting (Design, Admin, PM)100,000 50,000 Studies and Master Plans 30,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 525,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 100,000 605,000 - - - FUNDING SOURCES Transfer from Operating (10,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (90,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (100,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 605,000 605,000 605,000 605,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Warren Woods Trail Development Construction of a recreational trail, and related amenities from Kalar Road to Pin Oak Drive. 248 Page 315 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 25% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 345,000$ Charnwood Park Improvements High (Urgent/High Risk/Shovel Ready) 395,000$ Capital Budget Worksheet 2025 Park trails and amenities will require maintenance in accordance with parkland standards. Staff will continue to monitor if additional operating support is required. David Antonsen 1-May-26Growth Related NEW Development of trails and related amenities within Charnwood Park and adjacent Hydro One corridor. Charnwood Park is an undeveloped park. A majority of the park was a landfill site with the balance of the park being woodland. The purpose of this project is to review the condition of Charnwood Park and the adjacent Hydro One corridor and determine necessary trail and park improvements to implement the recommendations of the City of Niagara Falls Woodland Management Plan and Off-Road Active Transportation Plan. This work will coordinate with other efforts by private development at the East limit of Charnwood Park (Montrose Road) to make public improvements to the park. Design works are proposed in 2025 with anticipated construction in 2026. Budgetary Estimate 1-Mar-25 Municipal Works Parks 50,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 1-Sep-25 1-Oct-25 1-Nov-25 1-May-26 249 Page 316 of 602 Requesting Division:2025 Request Total Cost Department:50,000$ 395,000$ Project Name:Pre-2025 Forecast -$ 345,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 50,000 395,000 395,000 EXPENDITURES Consulting (Design, Admin, PM)40,000 Studies and Master Plans 10,000 25,000 Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries 320,000 Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 50,000 345,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 50,000 395,000 395,000 395,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Parks Forecasted Future Expenditures Charnwood Park Improvements Development of trails and related amenities within Charnwood Park and adjacent Hydro One corridor. 250 Page 317 of 602 2025 CAPITAL BUDGET TRANSPORTATION 251 Page 318 of 602 This page has been intentionally left blank.252Page 319 of 602 Index TRANSPORTATION Transportation Financial Summary Transportation - Priority List Traffic Signal Rebuild Program Traffic Signal Component Replacement Program Road Safety Program Clifton Hill Preliminary Design Traffic Safety Equipment Program 253 Page 320 of 602 This page has been intentionally left blank.254Page 321 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)435,000 - - - 435,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 265,000 400,000 - - 665,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 700,000 400,000 - - 1,100,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (500,000) - - - (500,000) OLG Reserve Fund (200,000) - - - (200,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (700,000) - - - (700,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST TRANSPORTATION 2025 MAYOR'S PROPOSED CAPITAL BUDGET 255 Page 322 of 602 This page has been intentionally left blank.256Page 323 of 602 Transportation Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Traffic Signal Rebuild Program HIGH AM NEW 50,000$ 2 Traffic Signal Component Replacement Program HIGH AM NEW 200,000$ 3 Road Safety Program (ISSR Countermeasures Prioritization)HIGH SE NEW 175,000$ 4 Clifton Hill Preliminary Design MEDIUM AM NEW 200,000$ 5 Traffic Safety Equipment Program MEDIUM SE TSP64-24 75,000$ 700,000$ 257 Page 324 of 602 This page has been intentionally left blank.258Page 325 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-May-25 1-Jun-25 1-Aug-25 31-Dec-25 Capital Budget Worksheet 2025 No net new impact on operating. Anticipated reduction in service/maintenance costs. Mathew Bilodeau 31-Dec-25State of Good Repair (Asset Management) NEW Transportation Services requires $50,000 in 2025 to fund an annual traffic signal rebuild program. The Traffic Signal Rebuild Program represents an annual spend to proactively replace identified traffic signal systems across the City. Intersections are prioritized based on the risk to public safety, including traffic and pedestrians, if aging equipment were to fail. The program aims to improve the accessibility, functionality, and reliability of the City's traffic signal network through the strategic replacement of aging infrastructure. In addition to improving safety, prioritizing equipment replacements can reduce unplanned emergency repairs. Eliminating funding for the program would result in purely reactive repairs once intersection systems have failed and safety has been jeopardized. The Municipal Works Department has a shared service model with Niagara Region whereby the City funds traffic signal repairs and maintenance performed by regional crews. This is common among Niagara municipalities who benefit from economies of scale realized through a specialized crew available 24/7. Both the City and Region coordinate to identify key intersections and system improvements. Unused program funds are carried over into future years, and unused amounts from 2024 have reduced the 2025 funding amount to $50,000 for design costs. Budgetary Estimate 1-Jan-25 Municipal Works Transportation 50,000$ -$ 400,000$ Traffic Signal Rebuild Program High (Urgent/High Risk/Shovel Ready) 450,000$ 259 Page 326 of 602 Requesting Division:2025 Request Total Cost Department:50,000$ 450,000$ Project Name:Pre-2025 Forecast -$ 400,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 400,000 400,000 EXPENDITURES Consulting (Design, Admin, PM)50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 400,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 50,000 400,000 - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (50,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (50,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 400,000 400,000 400,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Transportation Forecasted Future Expenditures Traffic Signal Rebuild Program Transportation Services requires $50,000 in 2025 to fund an annual traffic signal rebuild program. 260 Page 327 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-May-25 1-Jun-25 1-Aug-25 21-Dec-25 Capital Budget Worksheet 2025 No net new impact on operating. Anticipated reduction in service/maintenance costs. Mathew Bilodeau 21-Dec-25State of Good Repair (Asset Management) NEW Transportation Services requires $200,000 in 2025 to replace traffic signal system components at the end of their useful life and at risk of failure. The Traffic Signal Component Replacement Program represents an annual spend to replace failed or failing traffic signal components across the City. Components are prioritized based on the risk to public safety, including traffic and pedestrians, if aging equipment were to fail. It also includes failed component repairs. The program aims to improve the accessibility, functionality, and reliability of the City's traffic signal network through the strategic replacement of aging infrastructure. In addition to improving safety, prioritizing equipment replacements can reduce unplanned emergency repairs. Eliminating funding for the program would result in purely reactive repairs once intersection systems have failed and safety has been jeopardized. The Municipal Works Department has a shared service model with Niagara Region whereby the City funds traffic signal repairs and maintenance performed by regional crews. This is common among Niagara municipalities who benefit from economies of scale realized through a specialized crew available 24/7. Both the City and Region coordinate to identify key intersections and system improvements. Costs include $10,000 for design work and $190,000 for component repairs/replacements. Unused amounts would be carried forward into the next year. Budgetary Estimate 1-Jan-25 Municipal Works Transportation 200,000$ -$ -$ Traffic Signal Component Replacement High (Urgent/High Risk/Shovel Ready) 200,000$ 261 Page 328 of 602 Requesting Division:2025 Request Total Cost Department:200,000$ 200,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)10,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 190,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 200,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (200,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (200,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Transportation Forecasted Future Expenditures Traffic Signal Component Replacement Transportation Services requires $200,000 in 2025 to replace traffic signal system components at the end of their useful life and at risk of failure. 262 Page 329 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 N/A 31-Dec-25 Capital Budget Worksheet 2025 N/A Mathew Bilodeau 31-Dec-25Service Level Enhancement NEW Transportation Services requires $175,000 in 2025 to design traffic and road safety improvements to the City road network. Building upon the work completed in 2023 and 2024 with the development of the traffic safety module, the Road Safety Program is meant to identify systemic traffic safety concerns. This phase of the program would task a consultant with identifying countermeasures to address traffic safety problems among the City's road network. The approach is a cost- effective means to identify areas of concern and proactively plan capital improvements and programs. Work in this phase would also include In-Service Road Safety Reviews (ISSR's) of the City’s top collision locations with the targeted goal of improving safety at these specific locations. Budgetary Estimate 1-Jan-25 Municipal Works Transportation 175,000$ -$ -$ Road Safety Program High (Urgent/High Risk/Shovel Ready) 175,000$ 263 Page 330 of 602 Requesting Division:2025 Request Total Cost Department:175,000$ 175,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)175,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 175,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (175,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (175,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Transportation Forecasted Future Expenditures Road Safety Program Transportation Services requires $175,000 in 2025 to design traffic and road safety improvements to the City road network. 264 Page 331 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 TBD TBD TBD TBD Capital Budget Worksheet 2025 N/A Mathew Bilodeau TBDState of Good Repair (Asset Management) NEW Transportation Services requires $200,000 in 2025 to design traffic signal upgrades and sidewalk rehabilitation at two (2) high use intersections. Both intersection traffic signals at the Clifton Hill & Falls Avenue and Clifton Hill and Niagara River Parkway intersections require replacement and pedestrian movement configuration improvements. The road and sidewalk between the two intersections is deteriorating and requires resurfacing and sidewalk rehabilitation. The City is responsible for only the intersection at Clifton Hill & Falls Avenue and the project would be a partnership between the Niagara Region and Niagara Parks Commission. The Municipal Works Department has a shared service model with Niagara Region whereby the City funds traffic signal repairs and maintenance performed by regional crews. The City is commiting funding to this project to ensure that work can proceed once funding and resources from all parties have been confirmed. Budgetary Estimate 1-Feb-25 Municipal Works Transportation 200,000$ -$ -$ Clifton Hill Preliminary Design High (Urgent/High Risk/Shovel Ready) 200,000$ 265 Page 332 of 602 Requesting Division:2025 Request Total Cost Department:200,000$ 200,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)200,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 200,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (200,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (200,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Transportation Forecasted Future Expenditures Clifton Hill Preliminary Design Transportation Services requires $200,000 in 2025 to design traffic signal upgrades and sidewalk rehabilitation at two (2) high use intersections. 266 Page 333 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-May-25 1-Jun-25 1-Aug-25 31-Dec-25 Capital Budget Worksheet 2025 Additional operating (electricity) and maintenance costs associated with new installation. Mathew Bilodeau 31-Dec-25Service Level Enhancement TSP64-24 Transportation Services requires $75,000 in 2025 to install traffic and pedestrian safety equipment. The annual program aims to address traffic safety concerns on the City's road network through targeted equipment installation. Equipment includes enhanced warning flashers at intersections and school crossing locations, driver feedback signs, and beacons at pedestrian crossovers. Installations would be identified, reviewed and prioritized throughout the year, based on staff and consultant traffic safety reviews. Budgetary Estimate 1-Jan-25 Municipal Works Transportation 75,000$ 75,000$ -$ Traffic Safety Equipment High (Urgent/High Risk/Shovel Ready) 150,000$ 267 Page 334 of 602 Requesting Division:2025 Request Total Cost Department:75,000$ 150,000$ Project Name:Pre-2025 Forecast 75,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 75,000 75,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 75,000 75,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (75,000) (75,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (75,000) (75,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Municipal Works Transportation Forecasted Future Expenditures Traffic Safety Equipment Transportation Services requires $75,000 in 2025 to install traffic and pedestrian safety equipment. 268 Page 335 of 602 2025 CAPITAL BUDGET PARKING 269 Page 336 of 602 This page has been intentionally left blank.270Page 337 of 602 Index PARKING Parking Financial Summary Parking - Priority List Parking Machine Replacement 271 Page 338 of 602 This page has been intentionally left blank.272Page 339 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)- - - - - Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment 100,000 - 100,000 - 200,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 100,000 - 100,000 - 200,000 FUNDING SOURCES Transfer from Operating - - - - - Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (100,000) - - - (100,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (100,000) - - - (100,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget PARKING FORECAST 2025 MAYOR'S PROPOSED CAPITAL BUDGET 273 Page 340 of 602 This page has been intentionally left blank.274Page 341 of 602 Parking Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Parking Machine Replacement HIGH AM NEW 100,000$ 100,000$ 275 Page 342 of 602 This page has been intentionally left blank.276Page 343 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Mar-25 N/A 1-May-25 Capital Budget Worksheet 2025 N/A Paul Brown 1-May-25State of Good Repair (Asset Management) NEW Parking Services requires $100,000 in 2025 to replace ten (10) outdated parking machines with modern pay and display machines. Parking Services has identified ten (10) parking payment machines requiring immediate replacement. They are over 20 years old (15-year average lifespan) and can no longer be effectively serviced. Repairs are estimated to cost approximately $25,000. Failed machines eliminate parking options to the public, result in revenue loss, increase demands on staff resources, and can impact the City’s reputation. To address these problems, ten (10) modern pay and display machines would offer more payment options, provide more reliable service, and allow staff to remotely monitor the machines. The new machines would offer credit card and coin payment options and a user- friendly colour touch screen. Backend costs are $65 per machine, per month (already included in Parking Operating budget), and would allow staff to remotely monitor the equipment, determine coin collection needs, paper and battery levels and validate user payments. Machine revenues are expected to offset these costs. Council approved a 3-year single source agreement in 2024 (MW-2024-06) with the option of the City to extend for an addition (2) year periods for Precise Parklink for parking machine purchases. The machines would be installed in Spring 2026. Budgetary Estimate 1-Feb-25 Planning and Building Parking 100,000$ -$ 100,000$ Parking Machine Replacement High (Urgent/High Risk/Shovel Ready) 200,000$ 277 Page 344 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 200,000$ Project Name:Pre-2025 Forecast -$ 100,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - 100,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 100,000 100,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - 100,000 - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (100,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - 100,000 100,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Parking Forecasted Future Expenditures Parking Machine Replacement Parking Services requires $100,000 in 2025 to replace ten (10) outdated parking machines with modern pay and display machines. 278 Page 345 of 602 2025 CAPITAL BUDGET PLANNING, BUILDING & DEVELOPMENT 279 Page 346 of 602 This page has been intentionally left blank.280Page 347 of 602 Index PLANNING, BUILDING AND DEVELOPMENT Planning, Building and Development Financial Summary Planning, Building and Development - Priority List Official Plan Project Manager Contract Extension New Zoning Bylaw MTO/GNGH Secondary Plan Top Up Cityview Phase 2 Top-up Affordable Housing CIP Deferred Projects Artificial Intelligence Software Mid to High Rise Urban Design Guidelines South Hospital Secondary Plan 281 Page 348 of 602 This page has been intentionally left blank.282Page 349 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)1,250,000 - - - 1,250,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land - - - - - Vehicles and Equipment - - - - - Parks/Trails/Cemeteries - - - - - Fixtures and Furniture - - - - - Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,250,000 - - - 1,250,000 FUNDING SOURCES Transfer from Operating (490,000) - - - (490,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds - - - - - OLG Reserve Fund (300,000) - - - (300,000) Development Charges*(460,000) - - - (460,000) Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,250,000) - - - (1,250,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget 2025 MAYOR'S PROPOSED CAPITAL BUDGET PLANNING BUILDING AND DEVELOPMENT FORECAST 283 Page 350 of 602 This page has been intentionally left blank.284Page 351 of 602 Building and Planning Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Official Plan Project Manager Contract Extension HIGH GR NEW 50,000$ 2 New Zoning Bylaw HIGH GR NEW 700,000$ 3 MTO/GNGH Secondary Plan Top Up HIGH GR BP52-23 100,000$ 4 Cityview Phase 2 Top-up HIGH SE G56-22 300,000$ 5 Affordable Housing CIP HIGH GR NEW 100,000$ 1,250,000$ Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Artificial Intelligence Software HIGH SI NEW 1,130,000$ 2 Mid to High Rise Urban Design Guidelines HIGH GR NEW 100,000$ 3 South Hospital Secondary Plan HIGH GR NEW 900,000$ 2,130,000$ Deferred Projects 285 Page 352 of 602 This page has been intentionally left blank.286Page 353 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Jan-25 1-Jan-25 N/A 1-Jun-25 Capital Budget Worksheet 2025 Extension of the existing Offiical Plan Project Managers contract will have not impact on the operating budget Signe Hansen 1-Jun-25Growth Related G50-22 Planning Services requires $50,000 in 2025 to extend the employment contract of the Official Plan Project Manager by approximately five (5) months. The Official Plan Project Manager is a retired staff member, who agreed to return on contract to manage the Official Plan project, due to her extensive planning policy experience and expertise. The current contract ends on December 31, 2024. Preparation of the new Niagara Falls Official Plan commenced in March of 2024. While the original intent was to fast track the process to prepare the new Official Plan, the complexity of the project and extent of the public consultation process has delayed the work. The current project schedule will see the draft Official Plan presented to Council in the spring of 2025, with the final plan presented for approval by June 2025. Should the employment contract not be extended, the department does not have an alternate staff resource to manage the project, meaning additional staff or a consultant would need to be retained or alternatively the project would slow down to reflect the capacity of existing staff resources. Budgetary Estimate 1-Jan-25 Planning and Building Planning 50,000$ 675,000$ -$ Official Plan Project Manager Contract Extension High (Urgent/High Risk/Shovel Ready) 725,000$ 287 Page 354 of 602 Requesting Division:2025 Request Total Cost Department:50,000$ 725,000$ Project Name:Pre-2025 Forecast 675,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)675,000 50,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 675,000 50,000 - - - FUNDING SOURCES Transfer from Operating (50,000) (50,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (165,000) OLG Reserve Fund Development Charges (460,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (675,000) (50,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures Official Plan Project Manager Contract Extension Planning Services requires $50,000 in 2025 to extend the employment contract of the Official Plan Project Manager by approximately five (5) months. 288 Page 355 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 50% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ New Zoning Bylaw High (Urgent/High Risk/Shovel Ready) 700,000$ Capital Budget Worksheet 2025 A Policy Planner will be required to manage the project, the consultant team and the public consultation process. This work can be accommodated in the existing Planning work program, with no new staff required. Signe Hansen 1-Jul-26Growth Related NEW Planning Services requires $700,000 in 2025 to retain an external consulting team to draft a new Zoning Bylaw aligned with the new Official Plan. A Zoning By-law, as legislated by the Planning Act, is the primary tool that the City uses to regulate land use and implement the vision and policies of an Official Plan. The Zoning By- law establishes different categories of land use, each having its own set of permitted uses and regulations that apply to the zone (setbacks, maximum area of a property that can be built on, amount of required parking, etc.). With the anticipated approval of a new Official Plan (and hence new land use policy) in 2025, a new Zoning Bylaw is required. Similar to the new Official Plan, the new Zoning Bylaw will modernize land use regulations in the City, reduce the number of variance applications, help the City meet its provincial housing and growth targets by reducing red tape, and encourage healthy and sustainable growth. A delay in the preparation of a new Zoning Bylaw will result in an inconsistency in the City’s land use policies and an increase in zoning bylaw amendments, as development meeting the requirements of the Official Plan will most likely be out of conformance with the old zoning bylaw. This will increase the demand on staff and Council’s time. As in-house staff resources are not available to perform this work, a consultant team will be retained. It is estimated this work will commence in mid-2025 when the new Official Plan is approved, and take approximately one year to complete. Budgetary Estimate 1-Feb-25 Planning and Building Planning 700,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Apr-25 1-Jun-25 N/A 1-Jul-26 289 Page 356 of 602 Requesting Division:2025 Request Total Cost Department:700,000$ 700,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)700,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 700,000 - - - FUNDING SOURCES Transfer from Operating (350,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (350,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (700,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures New Zoning Bylaw Planning Services requires $700,000 in 2025 to retain an external consulting team to draft a new Zoning Bylaw aligned with the new Official Plan. 290 Page 357 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 90,000$ -$ MTO/GNGH Secondary Plan High (Urgent/High Risk/Shovel Ready) 190,000$ Capital Budget Worksheet 2025 The Secondary Plan will be prepared in-house by PBD policy staff to save on costs, however such staff do not have the expertise to perform the background studies. No additional staff resources are required. Signe Hansen 1-Apr-26Growth Related BP52-23 Planning Services requires $100,000 to complete Ministry of Transportation (MTO) & Greater Niagara General Hospital (GNGH) Secondary Plan Studies A $100,000 top-up is requested to the previously approved MTO/GNGH Secondary Plan project for 2 background studies required to l) determine the feasibility for the adaptive re- use of existing structures and ll) determine where new residential housing can be built. The City has identified future growth potential for the MTO/GNGH Secondary Plan Area at the southwest corner of Stanley Ave and Highway 420, with an approved budget allocation of $90,000 (2023) for anticipated background studies. Pursuant to Regional study requirements and an understanding of current consultant costs, the allocated budget will only cover the cost of 3 required studies (Transportation Impact, Functional Servicing, Land Use Compatibility). Insufficient funding is available for the required Adaptive Re-use Study and a Phase 2 Environmental Site Assessment. All studies are required by the Region and the City to inform future infrastructure planning and other study related to site conditions. This area is uniquely positioned to redevelop following the re-location of GNGH operations. A completed Secondary Plan and background studies will afford expeditious re- development with a focus on housing diversity and affordability. City staff are prepared to advance the procurement process in Q1/Q2 of 2025. Securing the additional funding will be paramount to reducing delays in having a Secondary Plan in place to guide future residential development on what can be described as shovel ready lands in the heart of the City, supported by transit and other pertinent community services. Budgetary Estimate 1-Nov-24 Planning and Building Planning 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Nov-24 1-Feb-25 1-Apr-25 N/A 1-Apr-26 291 Page 358 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 190,000$ Project Name:Pre-2025 Forecast 90,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) 90,000 100,000 Studies and Master PlansInformation Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 90,000 100,000 - - - FUNDING SOURCES Transfer from Operating (9,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (81,000) (100,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (90,000) (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures MTO/GNGH Secondary Plan Planning Services requires $100,000 to complete Ministry of Transportation (MTO) & Greater Niagara General Hospital (GNGH) Secondary Plan Studies 292 Page 359 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date Phase 15-Jan-26 25-Oct-22 15-Jan-25 15-Jan-26 Capital Budget Worksheet 2025 N/A Paul Brown 15-Jan-26Service Level Enhancement G56-22 The Planning, Building and Development division requires $300,000 in 2025 to hire three (3) new staff to implement CityView software application. The City’s new public-facing planning and building application portal (CityView) is being rolled out in two (2) phases. The first phase saw the completion of the building and planning modules. Phase 1 received one (1) million dollars in funding from the Provincial Government to “implement initiatives to streamline the development approval process”. A strict deadline was put in place to receive the funding. Staffing changes caused delays in Phase 1; however, the funding deadline had to be met. As a result, testing of the software was not as robust as it should have been at implementation stage. Phase 2 of the program was funded by Council in 2023 and has started to be undertaken with completion in 2025. It will include both by-law and licensing modules and will assist with the City's modernization efforts. A successful software roll out will require three (3) contract positions for one (1) year: By- law Enforcement position, Information Systems Specialist and a Licensing Assistant. Key tasks include pilot testing, developing training videos and resources, preparing frequently asked questions, and providing support during rollout. An Integrated Technology (IT) expert would handle system integration with finance and Geographic information system (GIS), manage version updates, create custom reports, and maintain software until year- end handoff. After handoff, the IT expert would ensure the system is fully configured and ready for use. Budgetary Estimate 25-Oct-22 Planning and Building Budget Amendment 300,000$ 1,320,000$ -$ Cityview Phase 2 High (Urgent/High Risk/Shovel Ready) 1,620,000$ 293 Page 360 of 602 Requesting Division:2025 Request Total Cost Department:300,000$ 1,620,000$ Project Name:Pre-2025 Forecast 1,320,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)370,000 300,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment 800,000 Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other 150,000 TOTAL EXPENDITURES 1,320,000 300,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (100,000) OLG Reserve Fund (220,000) (300,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions (1,000,000) Other Revenue TOTAL FUNDING SOURCES (1,320,000) (300,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Budget Amendment Forecasted Future Expenditures Cityview Phase 2 The Planning, Building and Development division requires $300,000 in 2025 to hire three (3) new staff to implement CityView software application. 294 Page 361 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 10% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Affordable Housing CIP High (Urgent/High Risk/Shovel Ready) 100,000$ Capital Budget Worksheet 2025 This work can be accommodated in the existing Planning work program, with no new staff required. Project has the potential to increase CIP incentive payments, which would need to be addressed in the operating budget. Signe Hansen 1-Feb-26Growth Related NEW Planning Services requires $100,000 to prepare an Affordable Housing Community Improvement Plan (CIP). Action 17 of the City’s Housing Strategy directs staff to develop a City-wide Community Improvement Plan (CIP) for Affordable Housing. This initiative aims to assist the City in increasing housing supply by introducing a suite of incentives to support, encourage and enhance the development of affordable housing. The CIP will incentivize a broad range of affordable units across the housing spectrum, ranging from rental apartments, to missing middle ground-oriented units, to accessory dwelling units now permitted by way of Bill 23 as a means of gentle intensification. This project will benefit the municipality by encouraging the direct increase of affordable housing, reducing an applicant’s financial burden associated with the development approvals process, and provide the community with a more diverse range and choice in where they can live. The City estimates that 500 CIP incentivized units will be permitted in 10 years. Such CIPs are becoming a common and expected tool to attract the provision of affordable housing. The lack of such incentives may be a deterrent to build in Niagara Falls, as developers can attain such incentives elsewhere in the Region. As in-house staff resources are not available to perform this work, a consultant team will be retained. It is estimated this work will commence in early-2025 and take approximately 8 months to complete. Budgetary Estimate 1-Jan-25 Planning and Building Planning 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Apr-25 1-May-25 1-Feb-26 295 Page 362 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 100,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)100,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - - - FUNDING SOURCES Transfer from Operating (90,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges (10,000) Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures Affordable Housing CIP Planning Services requires $100,000 to prepare an Affordable Housing Community Improvement Plan (CIP). 296 Page 363 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 297 Page 364 of 602 This page has been intentionally left blank.298Page 365 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?No Year 2025 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Feb-25 1-Mar-25 1-Mar-25 31-Dec-25 Capital Budget Worksheet 2025 Annual licensing fees of $1,000,000 per year. Signe Hansen 31-Dec-25Strategic Investment NEW Planning and Building Services requires $1,130,000 to implement Artificial Intelligence software to improve the permit application process. An artificial intelligence (AI) software solution would fast track the assessment of planning and building permits by reducing approval timelines by up to 50%. The City estimates this initiative could expedite the approval of 535 new units in three (3) years and over 5,000 new units in ten (10) years. It would achieve efficiencies through a pre-submission evaluation that confirms compliance to relevant regulations (e.g., zoning and building code). It would also allow an applicant to check their design before submitting to the City, to rectify any non-compliance issues and increase the quality of the overall submission. A PDF report to the applicant would include property information, submission details, a summary and detailed outline of every code condition that has been checked and a pass/fail status, measurements and commentary. The AI technology is currently being piloted or already in use by several local municipalities. With an expected 38,500 new housing units by 2051, the rising number of planning and building applications necessitates efficient and timely processing. This efficiency will help manage application volumes, reduce development costs, expedite housing availability, and give the City a competitive edge, attracting developers and builders who value these efficiencies. Costs include implementation and licensing fees and allows for two submission attempts per application, after which the applicant would be charged. Estimate is based on building permit data from the last three (3) years. Budgetary Estimate 1-Jan-25 Planning and Building Planning 1,130,000$ -$ -$ Artificial Intelligence Permit Software High (Urgent/High Risk/Shovel Ready) 1,130,000$ 299 Page 366 of 602 Requesting Division:2025 Request Total Cost Department:1,130,000$ 1,130,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 1,130,000 1,130,000 1,130,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology 1,130,000 Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 1,130,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 1,130,000 1,130,000 1,130,000 1,130,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 1,000,000 1,000,000 1,000,000 TOTAL OPERATING IMPACTS - - 1,000,000 1,000,000 1,000,000 Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures Artificial Intelligence Permit Software Planning and Building Services requires $1,130,000 to implement Artificial Intelligence software to improve the permit application process. 300 Page 367 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 50% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 1-May-25 1-Dec-25 Capital Budget Worksheet 2025 An existing Planner will manage the project, the consultant team and the public consultation process. This work can be accommodated in the existing Planning work program, with no new staff required. Signe Hansen 1-Dec-25Growth Related NEW Planning Services requires $100,000 to hire a consultant to prepare urban design guidelines for mid-to high developments. Governments are promoting higher density development to tackle housing affordability, meet residential intensification goals, diversify housing options, and make use of existing infrastructure. As a result, the City is seeing more applications for mid to high-rise buildings (4 stories and above) and is evolving into a vertical city, particularly in downtown areas. The Official Plan emphasizes the importance of high-quality urban design to create an attractive, well-planned City that appeals to both residents and tourists. It highlights the need for new buildings, streetscapes, and landscapes to enhance the built and social environment, thereby improving quality of life. Urban design is crucial for maintaining the City's civic image, economic potential, and overall quality of life for its citizens. To this end, the City has developed urban design guidelines for Lundy’s Lane, Historic Drummonville, and two (2) secondary plan areas. The City does not currently have urban design guidelines for mid to high rise development throughout the City. Such guidelines would provide direction for the development of high- quality architectural design, that considers the relationship between public and private lands and ensures a safe and inviting public realm. The Planning Department is unable to perform the work internally as a result of capacity concerns. Budgetary Estimate 1-Jan-25 Planning and Building Planning 100,000$ -$ -$ Mid to High Rise Urban Design Guidelines High (Urgent/High Risk/Shovel Ready) 100,000$ 301 Page 368 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 100,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 100,000 100,000 100,000 EXPENDITURES Consulting (Design, Admin, PM)100,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 100,000 100,000 100,000 100,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures Mid to High Rise Urban Design Guidelines Planning Services requires $100,000 to hire a consultant to prepare urban design guidelines for mid-to high developments. 302 Page 369 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?Yes Year 2024 % DC 100% External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ South Hospital Secondary Plan High (Urgent/High Risk/Shovel Ready) 900,000$ Capital Budget Worksheet 2025 The Secondary Plan will be prepared in-house by PBD policy staff to save on costs, however such staff do not have the expertise to perform the background studies. No additional staff resources are required. Signe Hansen 1-Apr-27Growth Related NEW Planning Services requires $900,000 in 2025 to retain external consultants to perform key background studies for the South Hospital Secondary Plan. The new Regional Official Plan identified 3 urban area expansions in Niagara Falls for future residential development, including 160 hectares located south of Biggar Road and the South Niagara Hospital. Regional policy requires the City undertake the preparation of Secondary Plans, including a variety of background studies (Subwatershed, Transportation Impact, Functional Servicing, Land Use Compatibility and Fiscal Impact), to guide future development of such lands. It is in the City’s best interest to avoid delay in refining a gross developable land area to inform on community structure, developable lands and population/unit yields to more accurately inform on infrastructure need and timing for construction responsibilities of the City. Based on staff’s experience with similar studies and considering the Plan Area context, study costs are anticipated to be approximately $900,000 – the majority of which will be for the subwatershed study. Once allocated, dedicated planning department resources will formally initiate the study process with Council and complete the procurement process for consultant retention. It is anticipated staff resources will be available in Q2 2025 to commence the procurement process. The study work will take approximately 18 months to complete and should be completed well in advance of the hospital opening, in order to guide various forms of development in the area. Budgetary Estimate 1-Apr-25 Planning and Building Planning 900,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Apr-25 1-Jun-25 1-Aug-25 N/A 1-Apr-27 303 Page 370 of 602 Requesting Division:2025 Request Total Cost Department:900,000$ 900,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 900,000 900,000 900,000 EXPENDITURES Consulting (Design, Admin, PM)900,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 900,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 900,000 900,000 900,000 900,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Planning and Building Planning Forecasted Future Expenditures South Hospital Secondary Plan Planning Services requires $900,000 in 2025 to retain external consultants to perform key background studies for the South Hospital Secondary Plan. 304 Page 371 of 602 2025 CAPITAL BUDGET CORPORATEFACILITIES 305 Page 372 of 602 This page has been intentionally left blank.306Page 373 of 602 Index CORPORATE FACILITIES Corporate Facilities Financial Summary Corporate Facilities - Priority List Fire Administration Priority Repairs Bulk Water Building Replacement - Stanley Ave. City Hall Customer Service Improvements Fire Station 1 Priority Repairs Fairview Cemetery Priority Repairs City Hall Capital Improvements Fire Station 7 Priority Repairs Fire Station 3 Priority Repairs Fire Station 6 Priority Repairs Fire Station 2 Priority Repairs AODA Capital Improvements Workplace Fitness Centre Building Energy Audits Civic Square Enhancements Deferred Projects Fire Department Boathouse (Chippawa) Fairview Cemetery Administration Office Addition Fairview Cemetery Soil Bunker 307 Page 374 of 602 This page has been intentionally left blank.308Page 375 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)61,000 - - - 61,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 1,530,000 654,500 406,100 234,800 2,825,400 Vehicles and Equipment 50,000 - - - 50,000 Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 7,000 - - - 7,000 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency - - - - - Other - - - - - TOTAL EXPENDITURES 1,648,000 654,500 406,100 234,800 2,943,400 FUNDING SOURCES Transfer from Operating (511,000) - - - (511,000) Capital Levy - - - - - Transfer from Water/Sewer (47,000) - - - (47,000) Capital SPRs/Reserve Funds (596,000) - - - (596,000) OLG Reserve Fund (494,000) - - - (494,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund - - - - - Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (1,648,000) - - - (1,648,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget FORECAST CORPORATE FACILITIES 2025 MAYOR'S PROPOSED CAPITAL BUDGET 309 Page 376 of 602 This page has been intentionally left blank.310Page 377 of 602 Facilities Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Fire Administration Priority Repairs HIGH AM F97-24 239,000$ 2 Bulk Water Building Replacement - Stanley Ave.HIGH AM NEW 47,000$ 3 City Hall Customer Service Improvements HIGH SE NEW 135,000$ 4 Fire Station 1 Priority Repairs HIGH AM F98-24 115,000$ 5 Fairview Cemetery Priority Repairs HIGH AM NEW 28,000$ 6 City Hall Capital Improvements HIGH AM BP60-24 219,000$ 7 Fire Station 7 Priority Repairs HIGH AM NEW 14,000$ 8 Fire Station 3 Priority Repairs HIGH AM NEW 89,000$ 9 Fire Station 6 Priority Repairs HIGH AM NEW 280,000$ 10 Fire Station 2 Priority Repairs HIGH AM F99-24 60,000$ 11 AODA Capital Improvements HIGH SE BP63-24 100,000$ 12 Workplace Fitness Centre HIGH SE NEW 57,000$ 13 Building Energy Audits MEDIUM AM NEW 90,000$ 14 Civic Square Enhancements MEDIUM SE G76-23 175,000$ 1,648,000$ Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Fire Department Boathouse (Chippawa)HIGH SE F68 445,000$ 2 Fairview Cemetery Administration Office Addition MEDIUM SE NEW 100,000$ 3 Fairview Cemetery Soil Bunker MEDIUM SE NEW 95,000$ 640,000$ Deferred Projects 311 Page 378 of 602 This page has been intentionally left blank.312Page 379 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 89,500$ 98,600$ Fire Administration Priority Repairs High (Urgent/High Risk/Shovel Ready) 427,100$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 30-Sep-25State of Good Repair (Asset Management) F97-24 The Facilities & Operations department requires $239,000 in 2025 to perform five (5) capital repairs/upgrades to the Fire Administration building. The Fire Administration building is located at 5809 Morrison St. and was built in the late 1990's. Five (5) repairs/upgrades have been identified in the 2023 Condition Assessment: 1) Diesel generator replacement - The generator provides emergency backup power to Fire Administration, Fire Station 1, Helipad and training facilities. The diesel-powered generator is currently located in the basement of the Fire Administration building and would be replaced with a model powered by natural gas and located outdoors on a cement pad. 2) External door replacement - Current external door operator for ground floor Fire Prevention Office to improve accessibility for public and staff access. 3) Refurbishment of existing kitchenette in Fire Prevention including replacement of existing cabinets, counter, sinks and finishes. 4) Restoration of wall finishes in deputy chiefs office. Existing paint finish has failed and is flaking and peeling requiring refinishing. 5) Installation of new backflow preventer on incoming water service. Currently no device installed to prevent potential contamination of water distribution system. Construction would begin in February 2025 and last approximately seven (7) months. Request includes $18,000 in design costs. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 239,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 30-Sep-25 313 Page 380 of 602 Requesting Division:2025 Request Total Cost Department:239,000$ 427,100$ Project Name:Pre-2025 Forecast 89,500$ 98,600$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 98,600 98,600 EXPENDITURES Consulting (Design, Admin, PM)18,000 Studies and Master Plans Information Technology Facilities and Land 89,500 221,000 98,600 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 89,500 239,000 98,600 - - FUNDING SOURCES Transfer from Operating (89,500) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (239,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (89,500) (239,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 98,600 98,600 98,600 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Administration Priority Repairs The Facilities & Operations department requires $239,000 in 2025 to perform five (5) capital repairs/upgrades to the Fire Administration building. 314 Page 381 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 30-Apr-25 30-Jun-25 30-Aug-25 15-Aug-25 30-Sep-25 Capital Budget Worksheet 2025 Not applicable. Manager of Facilities 30-Sep-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $47,000 in 2025 to replace a bulk water station with a version designed for cold weather. The bulk water station at 3265 Stanley Avenue is used by tanker trucks to acquire water for delivery to rural residential and commercial customers. The existing structure consists of a small wood framed shed. Insulation and temporary heaters were added to prevent freezing of water service during the winter. The structure was not purpose built for the current usage and sections of the wood framing are significantly water damaged. Replacement of the shed with a purpose-built structure appropriate for all seasons would ensure reliable water access for rural consumers. The project would begin in April 2025 and take approximately five (5) months to complete. Budgetary Estimate 30-Apr-25 Recreation, Culture and Facilities Facilities 47,000$ -$ -$ Bulk Water Building Replacement - Stanley Ave. High (Urgent/High Risk/Shovel Ready) 47,000$ 315 Page 382 of 602 Requesting Division:2025 Request Total Cost Department:47,000$ 47,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 47,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 47,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer (47,000) Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (47,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Bulk Water Building Replacement - Stanley Ave. The Facilities & Operations department requires $47,000 in 2025 to replace a bulk water station with a version designed for cold weather. 316 Page 383 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ City Hall Customer Service Improvements High (Urgent/High Risk/Shovel Ready) 135,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 30-Apr-25Service Level Enhancement NEW The Facilities & Operations department requires $135,000 in 2025 to construct a customer service desk and universal washroom at City Hall. ‘At Your Service, Niagara Falls,' is a new customer service initiative designed to enhance and streamline service delivery in alignment with the priorities identified in the 2023-2027 Strategic Plan and the Niagara Falls Customer Service Strategy. Serving customers will require a front-line customer service desk in the lobby of City Hall. Project includes the installation of a new customer service desk in the Lobby, installation of new ground floor universal washroom and modifications to existing Finance, Clerks and Engineering service desks. The project would begin in early 2025 and take approximately four (4) months to complete. Budgetary Estimate 15-Jan-25 Recreation, Culture and Facilities Facilities 135,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 15-Jan-25 31-Jan-25 15-Feb-25 1-Mar-25 30-Apr-25 317 Page 384 of 602 Requesting Division:2025 Request Total Cost Department:135,000$ 135,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)18,000 Studies and Master PlansInformation Technology Facilities and Land 117,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 135,000 - - - FUNDING SOURCES Transfer from Operating (135,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (135,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures City Hall Customer Service Improvements The Facilities & Operations department requires $135,000 in 2025 to construct a customer service desk and universal washroom at City Hall. 318 Page 385 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-Jun-25 31-Oct-25 Capital Budget Worksheet 2025 Reduction in water and hydro consumption. Manager of Facilities 31-Oct-25State of Good Repair (Asset Management) F98-24 The Facilities & Operations department requires $115,000 in 2025 to perform five (5) capital repairs/upgrades to Fire Station one (1). Fire Station 1 is located at 5815 Morrison Street. Five (5) repairs/upgrades have been identified to address findings from the 2023 Condition Assessment and site conditions: 1) Refurbish washrooms in Emergency Operations Centre The existing washrooms are circa 1969 with aged finishes and fixtures. Fixtures to be replaced with low-flow option to reduce water consumption. 2) Addition funding to complete kitchen refurbishment. Funding was included in the 2024 budget to renovate the kitchen and the additional funding request would accomdate commercial grade appliances and finishes as they are heavily used. 3) Phased life cycle painting of building walls, doors and frames. 4) Installation of backflow preventer on incoming water service. Currently no device installed to prevent potential contamination of water distribution system. 5) Replacement of alarm room air handling unit. The existing air handler serving the alarm room 24/7 is at end of life and requires replacement. The project would last approximately nine (9) months. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 115,000$ 211,800$ 432,900$ Fire Station 1 Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 759,700$ 319 Page 386 of 602 Requesting Division:2025 Request Total Cost Department:115,000$ 759,700$ Project Name:Pre-2025 Forecast 211,800$ 432,900$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 326,400 405,100 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 211,800 115,000 326,400 78,700 27,800 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 211,800 115,000 326,400 78,700 27,800 FUNDING SOURCES Transfer from Operating (211,800) (115,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (211,800) (115,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 326,400 405,100 432,900 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Station 1 Priority Capital Repairs The Facilities & Operations department requires $115,000 in 2025 to perform five (5) capital repairs/upgrades to Fire Station one (1). 320 Page 387 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Dec-24 15-Jan-25 1-Feb-25 15-Feb-25 15-Apr-25 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 15-Apr-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $28,000 in 2025 to install exhaust fans in the Fairview Cemetery utility garage. The 2023 Building Condition Assessment identified a lack of mechanical ventilation to exhaust vehicle fumes in the utility garage of Fairview Cemetery at 4501 Stanley Avenue. Project includes the installation of exhaust fans, mechanical louvers, gas detection system and controls to limit carbon monoxide and nitrogen dioxide within acceptable range and in accordance with section 47 of Ontario Regulation 213/91 under the Occupational Health and Safety Act. Construction would begin in early 2025 and the total project timeline, including design and construction would take approximately five (5) months. Budgetary Estimate 1-Dec-24 Recreation, Culture and Facilities Facilities 28,000$ -$ 140,800$ Fairview Cemetery Priority Repairs High (Urgent/High Risk/Shovel Ready) 168,800$ 321 Page 388 of 602 Requesting Division:2025 Request Total Cost Department:28,000$ 168,800$ Project Name:Pre-2025 Forecast -$ 140,800$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 9,700 115,300 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 28,000 9,700 105,600 25,500 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 28,000 9,700 105,600 25,500 FUNDING SOURCES Transfer from Operating (28,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (28,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 9,700 115,300 140,800 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fairview Cemetery Priority Repairs The Facilities & Operations department requires $28,000 in 2025 to install exhaust fans in the Fairview Cemetery utility garage. 322 Page 389 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 30-Sep-25 Capital Budget Worksheet 2025 Reduection in water and hydro consumption. Manager of Facilities 30-Sep-25State of Good Repair (Asset Management) BP60-24 The Facilities & Operations department requires $219,000 in 2025 to continue a City Hall repair/refurbishment project. City Hall, located at 4310 Queen Street was completed in 1969 and still has many original features which have reached the end of their useful life. Council previously approved funding a project to refurbish parts of City Hall and require an additional $219,000 to complete the following repairs/upgrades in 2025: 1) Masonry repairs in Human Resources stairwell due to water infiltration and spalling. Replacement of compromised brick and mortar joints. 2) Existing washroom fixtures are inefficient and consume high volume of water. Replace toilets, urinals and lavatories with low-flow fixtures and replace washroom partitions. 3) Life-cycle replacement of two existing split unit air conditioning units (Engineering boardroom, Mayor's office) and one (1) heat-pump (Legal). Replacing three (3) units with heat-pumps would reduce energy consumption and improve space temperature control. 4) Existing ceiling tiles are discontinued, and replacement tiles are no longer available. Phased replacement of ceiling tiles by floor level over three (3) years. 5) Localized replacement of exterior concrete walkways where potential trip hazards are present due to significant cracking and loss of material. Phased construction planned to limit operational impacts would begin in February 2025 and take approximately seven (7) months to complete. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 219,000$ 82,200$ 337,500$ City Hall Capital Improvements High (Urgent/High Risk/Shovel Ready) 638,700$ 323 Page 390 of 602 Requesting Division:2025 Request Total Cost Department:219,000$ 638,700$ Project Name:Pre-2025 Forecast 82,200$ 337,500$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 99,000 254,000 EXPENDITURES Consulting (Design, Admin, PM)10,000 Studies and Master Plans Information Technology Facilities and Land 82,200 209,000 99,000 155,000 83,500 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 82,200 219,000 99,000 155,000 83,500 FUNDING SOURCES Transfer from Operating (82,200) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (219,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (82,200) (219,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 99,000 254,000 337,500 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures City Hall Capital Improvements The Facilities & Operations department requires $219,000 in 2025 to continue a City Hall repair/refurbishment project. 324 Page 391 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 30-Jun-25 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 30-Jun-25State of Good Repair (Asset Management) New The Facilities & Operations department requires $14,000 in 2025 to perform capital repairs/upgrades to Fire Station 7. Fire Station 7 is located at 8530 Lundy's Lane. Two (2) repairs/upgrades have been identified to address health and safety concerns based on existing site conditions: 1) Overhead door sensor replacement The existing door sensors do not provide adequate sensor range for use with remote operation. Sensor replacement would allow for remote operation from the control centre to ensure doors are not left open after trucks leave the station during an emergency. New light curtains, which are standard among the City's other fire stations, would provide extended vertical range of coverage to ensure no obstructions existing when door is being operated. 2) Installation of additional fall protection device on interior roof access ladder. Existing open ladder design does not include a cage or facilitate continuous tie-off. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 14,000$ -$ -$ Fire Station 7 Priority Repairs High (Urgent/High Risk/Shovel Ready) 14,000$ 325 Page 392 of 602 Requesting Division:2025 Request Total Cost Department:14,000$ 14,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 14,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 14,000 - - - FUNDING SOURCES Transfer from Operating (14,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (14,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Station 7 Priority Repairs The Facilities & Operations department requires $14,000 in 2025 to perform capital repairs/upgrades to Fire Station 7. 326 Page 393 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 20,000$ Fire Station 3 Priority Repairs High (Urgent/High Risk/Shovel Ready) 109,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Aug-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $89,000 in 2025 to perform two (2) capital repairs/upgrades to Fire Station 3. Fire Station 3 is located at 3401 Dorchester Road. Two (2) repairs/upgrades have been identified to address findings from the 2023 Building Condition Assessment: 1) Replacement of overhead garage doors Existing doors are at end of life and require replacement to limit potential failure during use and improve thermal efficiency. 2) Replacement of apparatus bay windows. Existing apparatus bay windows above overhead doors on east side of building and high-level windows on west side of bay are at end of life. Replacing with modern windows would improve thermal efficiency. Replacement would begin in February and last approximately six (6) months. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 89,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 31-Aug-25 327 Page 394 of 602 Requesting Division:2025 Request Total Cost Department:89,000$ 109,000$ Project Name:Pre-2025 Forecast -$ 20,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 11,500 11,500 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 89,000 11,500 8,500 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 89,000 11,500 - 8,500 FUNDING SOURCES Transfer from Operating (89,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (89,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 11,500 11,500 20,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Station 3 Priority Repairs The Facilities & Operations department requires $89,000 in 2025 to perform two (2) capital repairs/upgrades to Fire Station 3. 328 Page 395 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ 71,200$ Fire Station 6 Priority Repairs High (Urgent/High Risk/Shovel Ready) 351,200$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Aug-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $280,000 in 2025 to perform two (2) capital repairs/upgrades to Fire Station 6. Fire Station 6 is located at 8037 Schisler Road. Two (2) repairs/upgrades have been identified to address health and safety concerns based on existing site conditions: 1) Replacement and extension of existing asphalt paving. The existing paved parking lot has begun to crack, along with the gravel lot requiring regular maintenance to avoid health & safety concerns due to pothole development. There have been several incidents of trips and falls. While repaving the existing asphalt there would be a marginal additional cost to pave the current gravel lot. A paved surface would also support snow removal efforts. 2) Life cycle replacement of emergency light packs. Construction/light replacement would begin in February and last approximately six (6) months. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 280,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 31-Aug-25 329 Page 396 of 602 Requesting Division:2025 Request Total Cost Department:280,000$ 351,200$ Project Name:Pre-2025 Forecast -$ 71,200$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - 32,300 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 280,000 32,300 38,900 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 280,000 - 32,300 38,900 FUNDING SOURCES Transfer from Operating (130,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (150,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (280,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - 32,300 71,200 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Station 6 Priority Repairs The Facilities & Operations department requires $280,000 in 2025 to perform two (2) capital repairs/upgrades to Fire Station 6. 330 Page 397 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-Jun-25 31-Oct-25 Capital Budget Worksheet 2025 Reduced energy consumption. Manager of Facilities 31-Oct-25State of Good Repair (Asset Management) F99-24 The Facilities & Operations department requires $60,000 in 2025 to perform four (4) capital repairs/upgrades to Fire Station 2. Fire Station 2 is located at 7036 McLeod Road. Four (4) repairs/upgrades have been identified to address findings from the 2023 Building Condition Assessment and based on site conditions: 1) Replacement of exterior windows and frames Existing 30-year-old exterior aluminum framed windows would be replaced with double- glazed insulated windows to improve building thermal efficiency. Would include replacing exterior caulking joints. 2) Cycle painting in apparatus bay and common areasExisting paint is flaking and peeling and requires restoration and recoating. 3) Kitchen renovation Refurbish existing kitchen to replace millwork and fixtures. Existing cabinets are well used at this full-time station and worn. 4) Replacement of vinyl flooring including remediation of existing asbestos composite tiles. Construction/replacement would begin in February and last approximately nine (9) months. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 60,000$ 65,300$ 91,900$ Fire Station 2 Priority Repairs High (Urgent/High Risk/Shovel Ready) 217,200$ 331 Page 398 of 602 Requesting Division:2025 Request Total Cost Department:60,000$ 217,200$ Project Name:Pre-2025 Forecast 65,300$ 91,900$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 64,300 71,300 EXPENDITURES Consulting (Design, Admin, PM)Studies and Master Plans Information TechnologyFacilities and Land 65,300 60,000 64,300 7,000 20,600 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 65,300 60,000 64,300 7,000 20,600 FUNDING SOURCESTransfer from Operating Capital Levy (Asset Management)Transfer from Water/Sewer Capital SPRs/Reserve Funds (60,000) OLG Reserve Fund (65,300) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (65,300) (60,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 64,300 71,300 91,900 ANNUAL OPERATING IMPACTSEstimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Station 2 Priority Repairs The Facilities & Operations department requires $60,000 in 2025 to perform four (4) capital repairs/upgrades to Fire Station 2. 332 Page 399 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date N/A 28-Feb-25 N/A N/A 31-Dec-25 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Dec-25Service Level Enhancement BP63-24 The Facilities & Operations department requires $100,000 in 2025 to improve accessibility for public and staff at City facilities. City facilities must abide by standards set in the Ontarians with Disabilities Act, 2005 (AODA). Requested amount is to improve accessibility within city facilities for public and staff by reducing and removing barriers for people with disabilities and furthering inclusivity. $25,000 for Annual allocation to complete AODA related projects including, door operators, grab bars, door widening, ramps, signage, railings, walkways, washroom accessories, etc. $75,000 for Accessibility audit of facilities to identify compliance gaps and prioritize improvements. The City intends to utilize a joint procurement with the Region for the accessibility audit in order to leverage cost savings attributable to a larger procurement. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 100,000$ 25,000$ 102,500$ AODA Capital Improvements and Audit High (Urgent/High Risk/Shovel Ready) 227,500$ 333 Page 400 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 227,500$ Project Name:Pre-2025 Forecast 25,000$ 102,500$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 45,000 72,500 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 25,000 100,000 45,000 27,500 30,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 25,000 100,000 45,000 27,500 30,000 FUNDING SOURCES Transfer from Operating (25,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (100,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (25,000) (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 45,000 72,500 102,500 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures AODA Capital Improvements and Audit The Facilities & Operations department requires $100,000 in 2025 to improve accessibility for public and staff at City facilities. 334 Page 401 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 1,835,514$ -$ Workplace Fitness Centre High (Urgent/High Risk/Shovel Ready) 1,892,514$ Capital Budget Worksheet 2025 No significant impact on operating costs as a result of project Jason MacLean 30-Oct-25Service Level Enhancement NEW The Facilities & Operations department requires $57,000 in 2025 to construct an Employee Health and Wellness Centre at City Hall. With the creation of a workplace fitness center at City Hall, the City aims to foster a culture of health, enhance productivity, and improve employee satisfaction. Benefits of an on-site fitness centre include reduced healthcare expenditures, enhanced mental health, reduced absenteeism, improved energy levels which lead to an increase in productivity, improved employee engagement and team collaboration, improved work life balance, as well as a decrease in employee turnover. Investing in an onsite workplace fitness centre aligns with the Corporation’s commitment to employee health and well- being. Funding of $50,000 is necessary to purchase all equipment and $7,000 to complete the renovation of the fitness space, including new lighting, ceiling tiles, mirrors and specialized flooring. Budgetary Estimate 1-Mar-25 Mayor/CAO's Office HR 57,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 1-Jun-25 1-Jul-25 1-Aug-25 30-Oct-25 335 Page 402 of 602 Requesting Division:2025 Request Total Cost Department:57,000$ 1,892,514$ Project Name:Pre-2025 Forecast 1,835,514$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 1,835,514 Vehicles and Equipment 50,000 Parks/Trails/Cemeteries Fixtures and Furniture 7,000 Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 1,835,514 57,000 - - - FUNDING SOURCES Transfer from Operating (361,750) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (1,050,444) (57,000) OLG Reserve Fund (423,320) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (1,835,514) (57,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Mayor/CAO's Office HR Forecasted Future Expenditures Workplace Fitness Centre The Facilities & Operations department requires $57,000 in 2025 to construct an Employee Health and Wellness Centre at City Hall. 336 Page 403 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 31-Jan-25 28-Feb-25 1-Apr-25 15-Apr-25 31-Aug-25 Capital Budget Worksheet 2025 Reduced energy consumption and operating expense. Assuming a 5% reduction to the City's core facilities (Gale Centre, Macbain Centre, Wayne Thomson Building, Museums, and the Service Centre) yeilds an estimated annualized savings in hydro and natural gas of approximately $70,000 to $80,000. Manager of Facilities 31-Aug-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $90,000 in 2025 to perform energy audits of consumption and carbon emissions in high-use facilities. Conducting energy audits on City facilities could identify energy saving opportunities resulting in reduced operating expenses and carbon emissions. Facilities would be prioritized based on current energy consumption. The five (5) City facilities with the highest energy usage are projected to incur approximately $1.5M in utility (electricity and natural gas) costs in 2024. A 5% reduction realized through efficiencies would result in roughly $70,000 in annual savings. The project aligns with the City's Strategic Priority of environmental sustainability. Budgetary Estimate 31-Jan-25 Recreation, Culture and Facilities Facilities 90,000$ -$ -$ Building Energy Audits Medium (Medium Risk/Planning Req'd) 90,000$ 337 Page 404 of 602 Requesting Division:2025 Request Total Cost Department:90,000$ 90,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 90,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 90,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (90,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (90,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs (70,000) (72,100) (74,263) TOTAL OPERATING IMPACTS - - (70,000) (72,100) (74,263) Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Building Energy Audits The Facilities & Operations department requires $90,000 in 2025 to perform energy audits of consumption and carbon emissions in high-use facilities. 338 Page 405 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 11-Sep-24 15-Feb-25 1-Mar-25 15-Mar-25 15-May-25 Capital Budget Worksheet 2025 N/A Manager of Facilities 15-May-25Service Level Enhancement G76-23 The Facilities & Operations department requires $175,000 in 2025 to construct an archway for wedding nuptials and beautification of City Hall grounds. Clerical staff performed 433 wedding ceremonies in 2023, generating approximately $130,000 in revenue (plus licensing fees). There number of ceremonies projected through 2024 is slightly higher which would generate more revenue as fees increased in January 2024 (from $300 to $350). In September 2024, Council approved a plan to increase ceremony fees further, and install features at City Hall to create a more attractive outdoor wedding venue. There is space near the Falls/Fountain to have an archway/trellis structure placed for the ceremony to be performed. In addition, beautifying the surrounding area would provide a more desirable backdrop for photos. These improvements, along with enhancements to site furniture and landscaping supports the proposed increase in licensing fees and provides an enhanced space for the community including neighbouring businesses and university. 2024 Budget request included provisions for a mobile archway. After further review of mobile systems, staff resources and design considerations, a permanent structure is recommended. The project would begin in early 2025 and last approximately four (4) months. Budgetary Estimate 11-Sep-24 Recreation, Culture and Facilities Facilities 175,000$ 72,000$ -$ Civic Square Enhancements Medium (Medium Risk/Planning Req'd) 247,000$ 339 Page 406 of 602 Requesting Division:2025 Request Total Cost Department:175,000$ 247,000$ Project Name:Pre-2025 Forecast 72,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)15,000 Studies and Master Plans Information Technology Facilities and Land 72,000 160,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 72,000 175,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (72,000) OLG Reserve Fund (175,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (72,000) (175,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Civic Square Enhancements The Facilities & Operations department requires $175,000 in 2025 to construct an archway for wedding nuptials and beautification of City Hall grounds. 340 Page 407 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 341 Page 408 of 602 This page has been intentionally left blank.342Page 409 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 31-Mar-25 30-Apr-25 15-Jun-25 30-Nov-26 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 30-Nov-26Service Level Enhancement F68 The Facilities & Operations department requires $445,000 in 2025 to build a boathouse on the Welland River for Station 4 Marine Units. In 2018, the City acquired property from Ontario Power Generation along the Welland River to build a boathouse for the Marine Units at Station 4. The project was supported by Council to mitigate the risk of delayed emergency river access due to congestion at public launches along Sodom Road. Council originally approved $100,000, with an additional $350,000 approved in 2021 due to new building standards, project delays due to covid and staff changes, and the review of regulatory requirements for waterway construction. As a result of inflation and higher-than-expected construction costs, an additional $445,000 is required to complete the project. With Council approval, the revised project budget would become $895,000. Construction would begin in January 2025 and would take approximately two (2) years. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 445,000$ 450,000$ -$ Fire Department Boathouse (Chippawa) High (Urgent/High Risk/Shovel Ready) 895,000$ 343 Page 410 of 602 Requesting Division:2025 Request Total Cost Department:445,000$ 895,000$ Project Name:Pre-2025 Forecast 450,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 445,000 445,000 445,000 EXPENDITURES Consulting (Design, Admin, PM)20,000 Studies and Master Plans Information Technology Facilities and Land 450,000 425,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 450,000 445,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (100,000) Development Charges Debentures (350,000) Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (450,000) - - - - CLOSING BALANCE (Surplus)/Deficit - 445,000 445,000 445,000 445,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fire Department Boathouse (Chippawa) The Facilities & Operations department requires $445,000 in 2025 to build a boathouse on the Welland River for Station 4 Marine Units. 344 Page 411 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Fairview Cemetery Administration Office Renovation Medium (Medium Risk/Planning Req'd) 100,000$ Capital Budget Worksheet 2025 This renovated space will enhance the level of service provided to residents and has the potential to generate increased revenue. However, Staff are unable to precisely quantify the impact. Manager of Facilities 1-Sep-25Service Level Enhancement NEW The Facilities & Operations department requires $100,000 in 2025 to renovate the Fairview Cemetery administration building. Fairview Cemetery, located at 4501 Stanley Avenue is one of the busiest cemetery operations in the Niagara Region. In 2016, a significant front office renovation led to increased sales and expanded services, including the addition of memorialization options to the fee schedule. The existing reception space could be further modified to provide an expanded waiting area for families to discuss their emotional decisions and explore new memorialization options, such as plate engraving and memorial plaque design. By creating a safe and comfortable area, the facility would enhance the welcoming environment established by previous renovations, improve the service experience, and allow for more efficient operations. Staff area within the existing reception space would be modified to improve circulation between front line and support staff offices while maximizing the use of existing space. The project would begin in February and last approximately six (6) months. Budgetary Estimate 15-Feb-25 Recreation, Culture and Facilities Facilities 100,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 15-Feb-25 1-May-25 15-Jun-25 15-Jul-25 1-Sep-25 345 Page 412 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 100,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 100,000 100,000 100,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 100,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 100,000 100,000 100,000 100,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fairview Cemetery Administration Office Renovation The Facilities & Operations department requires $100,000 in 2025 to renovate the Fairview Cemetery administration building. 346 Page 413 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Fairview Cemetery Soil Bunker Medium (Medium Risk/Planning Req'd) 95,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 15-Apr-25Service Level Enhancement NEW The Facilities & Operations department requires $95,000 in 2025 to construct a new soil bunker at Fairview Cemetery. Fairview Cemetery was established in 1883 and covers 78 acres, located at 4501 Stanley Avenue. The Cemetery will soon reach capacity and will need to expand burial areas into adjacent land. The current Earth Compound area is unsightly for visitors, particularly families with adjacent plots. Previous efforts to mask the area (e.g., planting cedars) have not fully resolved complaints. In addition, the openness of the compound invites illegal dumping, leading to additional maintenance and cleanup costs. The proposed solution involves the development of an enclosed compound by relocating earth compound to the southwestern corner of the cemetery. The area is already partially enclosed by the Fairview Mausoleum and a pad, reducing the fencing required. New fencing (security and privacy) would be required to enclose the compound, preventing unauthorized use and improving the visual appeal. The new enclosed compound is a necessary investment for the long-term operation and beautification of the cemetery. The project balances the need for functional space with community concerns, while maintaining high standards for Fairview Cemetery. Budgetary Estimate 1-Dec-24 Recreation, Culture and Facilities Facilities 95,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Dec-24 15-Jan-25 1-Feb-25 15-Feb-25 15-Apr-25 347 Page 414 of 602 Requesting Division:2025 Request Total Cost Department:95,000$ 95,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 95,000 95,000 95,000 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 95,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 95,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 95,000 95,000 95,000 95,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Fairview Cemetery Soil Bunker The Facilities & Operations department requires $95,000 in 2025 to construct a new soil bunker at Fairview Cemetery. 348 Page 415 of 602 2025 CAPITAL BUDGET RECREATION, CULTURE & OTHER PROGRAMS 349 Page 416 of 602 This page has been intentionally left blank.350Page 417 of 602 Index RECREATION, CULTURE AND OTHER PROGRAMS Recreation, Culture and Other Programs Financial Summary Recreation, Culture and Other Programs - Priority List MacBain Community Centre Refresh Gale Centre Priority Repairs Chippawa Arena Design Kalar Sports Park Priority Capital Repairs History Museum Priority Capital Repairs Outdoor Pool Priority Capital Repairs Oakes Park Priority Repairs Mitchelson Pool Demolition MF Ker Park Concrete Replacement Niagara Falls Exchange Lighting Upgrade Prince Charles Pool Enhancements Deferred Projects Armoury Priority Capital Repairs 351 Page 418 of 602 This page has been intentionally left blank.352Page 419 of 602 Total EXPENDITURES 2025 2026 2027 2028 2025-2028 Consulting (Design, Admin, PM)845,000 - - - 845,000 Studies and Master Plans - - - - - Information Technology - - - - - Facilities and Land 4,799,000 983,000 1,292,000 738,000 7,812,000 Vehicles and Equipment - - - - - Parks/Trails/Cemeteries - - - - - Fixtures and Furniture 51,492 - - - 51,492 Construction: Roads, Bridges and Culverts - - - - - Stormwater Management - - - - - Water and Wastewater Systems - - - - - Contingency 10,508 - - - 10,508 Other - - - - - TOTAL EXPENDITURES 5,706,000 983,000 1,292,000 738,000 8,719,000 FUNDING SOURCES Transfer from Operating (166,000) - - - (166,000) Capital Levy - - - - - Transfer from Water/Sewer - - - - - Capital SPRs/Reserve Funds (590,000) - - - (590,000) OLG Reserve Fund (4,237,000) - - - (4,237,000) Development Charges*- - - - - Debentures - - - - - Canada Community Building Fund (713,000) - - - (713,000) Federal/Provincial Grants - - - - - External Contributions - - - - - Other - - - - - TOTAL FUNDING SOURCES (5,706,000) - - - (5,706,000) *Development Charges includes DC Debt 2025-2028 Capital Projects Budget 2025 MAYOR'S PROPOSED CAPITAL BUDGET RECREATION, CULTURE AND OTHER PROGRAMS FORECAST 353 Page 420 of 602 This page has been intentionally left blank.354Page 421 of 602 Recreation and Culture Projects 2025 Capital Budget Summary of Budget Requests Submitted (in priority order) Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 MacBain 3 Year Refresh HIGH AM RF72-24 3,475,000$ 2 Gale Priority Repairs HIGH AM RF73-24 300,000$ 3 Chippawa Arena Design HIGH AM NEW 825,000$ 4 Kalar Sports Park Priority Capital Repairs HIGH AM NEW 17,000$ 5 History Museum Priority Capital Repairs HIGH AM RF74-24 173,000$ 6 Outdoor Pool Priority Capital Repairs HIGH AM RF76-24 300,000$ 7 Oakes Park Priority Repairs HIGH AM NEW 70,000$ 8 Mitchelson Pool Demolition HIGH AM NEW 100,000$ 9 M.F. Ker Park Concrete Replacement HIGH AM NEW 34,000$ 10 Niagara Falls Exchange Lighting Upgrade MEDIUM SE NEW 62,000$ 11 Prince Charles Pool Enhancements MEDIUM SE NEW 350,000$ 5,706,000$ Project Name Priority Type Project ID or "NEW" 2025 Budget Request ($) 1 Armoury Priority Capital Repairs MEDIUM AM NEW 198,000$ 198,000$ Deferred Projects 355 Page 422 of 602 This page has been intentionally left blank.356Page 423 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 15-Feb-25 1-Mar-25 15-Mar-25 31-Dec-27 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Dec-27State of Good Repair (Asset Management) RF72-24 The Facilities & Operations department requires $3,475,000 in 2025 to make repairs and replacements at MacBain Community Centre. The MacBain Community Centre, located at 7150 Montrose Road, is 20 years old and requires lifecycle replacement of major components including heating, ventilation and air condition systems, asphalt paving, pool systems, elevator components, and more. The proposed refresh project includes Capital repairs and replacements identified in the 2023 Building Condition Assessment. By consolidating these projects, it would promote increased economies of scale by grouping the procurement of similar systems (i.e., multiple air handlers purchased together, completing asphalt paving over one (1) season rather than phasing over multiple years). Construction would begin in January 2025 and take approximately three (3) years to complete. Necessary life-cycle replacements include: - Parking lot resurfacing - HVAC - Aquatic air exchange - Pool components - Lobby Modifications - Exterior Soffit - Locker Replacement - Exterior Light Standards - Elevator Safety Code Upgrades - Exterior Caulking - LED Lighting Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 3,475,000$ 208,000$ 290,000$ MacBain Community Centre Refresh High (Urgent/High Risk/Shovel Ready) 3,973,000$ 357 Page 424 of 602 Requesting Division:2025 Request Total Cost Department:3,475,000$ 3,973,000$ Project Name:Pre-2025 Forecast 208,000$ 290,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 208,000 3,475,000 290,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 208,000 3,475,000 - - 290,000 FUNDING SOURCES Transfer from Operating (208,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (2,762,000) Development Charges Debentures Canada Community-Building Fund (713,000) Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (208,000) (3,475,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - 290,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures MacBain Community Centre Refresh The Facilities & Operations department requires $3,475,000 in 2025 to make repairs and replacements at MacBain Community Centre. 358 Page 425 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-Jun-25 31-Oct-25 Capital Budget Worksheet 2025 Reduced gas consumption. Manager of Facilities 31-Oct-25State of Good Repair (Asset Management) RF73-24 The Facilities & Operations department requires $300,000 in 2025 to perform capital repairs/upgrades to Gale Centre Arena. The Gale Centre arena is located at 5152 Thorold Stone Road and is nearly 15 years old. There are two (2) aged components requiring repair/replacement based on the 2023 Building Condition Assessment and current site conditions, including: 1) Flooring replacement The Gale Centre Memorial Room is heavily utilized for public events, staff meetings and many other events. The floor panel joints are worn to the point of becoming loose, posing a tripping hazard. 2) Modify existing boiler manifold and replace two (2) hot water boilers.The existing piping configuration has led to inefficient boiler operation, causing heat exchanger failure. The piping configuration could be re-worked to prevent this condition. In addition, the two (2) existing boilers would need to be replaced. Replacing the aging boilers with high-efficient models would achieve cost savings through lower energy usage. There are limited operational impacts expected during construction which would be managed by staff. The project would begin in February 2025 and take approximately seven (7) months to complete. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 300,000$ 206,000$ 1,261,200$ Gale Centre Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 1,767,200$ 359 Page 426 of 602 Requesting Division:2025 Request Total Cost Department:300,000$ 1,767,200$ Project Name:Pre-2025 Forecast 206,000$ 1,261,200$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 172,500 913,200 EXPENDITURESConsulting (Design, Admin, PM) 7,500 Studies and Master PlansInformation Technology Facilities and Land 198,500 300,000 172,500 740,700 348,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 206,000 300,000 172,500 740,700 348,000 FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (300,000) OLG Reserve Fund (206,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (206,000) (300,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 172,500 913,200 1,261,200 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Gale Centre Priority Capital Repairs The Facilities & Operations department requires $300,000 in 2025 to perform capital repairs/upgrades to Gale Centre Arena. 360 Page 427 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 120,000$ -$ Chippawa/Willoughby Community Centre Design High (Urgent/High Risk/Shovel Ready) 945,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Dec-25State of Good Repair (Asset Management) RF59-20 The Facilities & Operations department requires $825,000 in 2025 to complete detailed design work for the renewal of the Chippawa/Willoughby Arena. The Chippawa/Willoughby Arena is located at 9000 Sodom Road and is over 50 years old. Many building components, including the arena pad, underfloor refrigeration and boards are end of life and there is a need to revitalize the aging infrastructure and establish a long- term strategy for this facility. A feasibility and needs assessment study is currently underway to determine current and future community needs and recommend solutions for the Chippawa/Willoughby Arena site. Through community engagement, existing condition assessments, master plans, and site assessments, the consultant will evaluate needs related to community, recreation and library programming, accessibility and facility infrastructure. This project includes provisions for geotechnical services, architectural, civil, structural, mechanical and electrical design for the proposed facility based on the recommendations of the study and Council's direction. The City intends to apply for grant funding under the Community Sport and Recreation Infrastructure Fund (CS&RIF), which, if successful, could fund up to 50% of the capital budget request to a maximum of $10M. In addition, the City intends to partner with the City of Niagara Falls Library on the construction of the new facility. Future construction costs will be budgeted in a subsequent year and the City intends to cost share some of this project with the Library. Budgetary Estimate 1-Mar-25 Recreation, Culture and Facilities Facilities 825,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Mar-25 31-Mar-25 15-May-25 31-May-25 31-Dec-25 361 Page 428 of 602 Requesting Division:2025 Request Total Cost Department:825,000$ 945,000$ Project Name:Pre-2025 Forecast 120,000$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM)120,000 825,000 Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 120,000 825,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (120,000) (825,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (120,000) (825,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Chippawa/Willoughby Community Centre Design The Facilities & Operations department requires $825,000 in 2025 to complete detailed design work for the renewal of the Chippawa/Willoughby Arena. 362 Page 429 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Kalar Sports Park Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 17,000$ Capital Budget Worksheet 2025 Not applicable. Manager of Facilities 1-May-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $17,000 in 2025 to replace a damaged HVAC system at the Kalar Sports Park building. Kalar Sports Park, located at 6775 Kalar Road, has a mix-use building with washroom and public meeting facilities. The ductless split air conditioning system has reached the end of its useful life. It also sustained physical damage during tornado/extreme wind event on September 9, 2024 and requires replacement. The replacement would begin in early 2025 and be completed by June. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 17,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 15-Apr-25 1-May-25 363 Page 430 of 602 Requesting Division:2025 Request Total Cost Department:17,000$ 17,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 17,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 17,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (17,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (17,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Kalar Sports Park Priority Capital Repairs The Facilities & Operations department requires $17,000 in 2025 to replace a damaged HVAC system at the Kalar Sports Park building. 364 Page 431 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 61,500$ 687,800$ History Museum Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 922,300$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 31-Dec-25State of Good Repair (Asset Management) RF74-24 The Facilities & Operations department requires $173,000 in 2025 to refinish the floor and rebuild the chimney at the Niagara Falls History Museum. The Niagara Falls History Museum building, located at 5810 Ferry Street, was built in the late 1800's with an addition made in 2011. The existing masonry chimney's require rebuilding due to deteriorated mortar and masonry. Netting has been installed to prevent spalled material from falling. Access constraints and heritage restoration techniques contribute to increased repair costs. Phased masonry restoration of original building would commence in early 2025 and last one (1) year. In addition, refinishing the wood theatre floor and polished concrete floor in exhibit hall is necessary due to their deteriorating state and eventual risk to safety. Operational impacts are expected to be minimal and managed by staff. Budgetary Estimate 1-Dec-24 Recreation, Culture and Facilities Facilities 173,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Dec-24 15-Jan-25 1-Feb-25 15-Feb-25 31-Dec-25 365 Page 432 of 602 Requesting Division:2025 Request Total Cost Department:173,000$ 922,300$ Project Name:Pre-2025 Forecast 61,500$ 687,800$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 210,500 587,800 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 61,500 173,000 210,500 377,300 100,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 61,500 173,000 210,500 377,300 100,000 FUNDING SOURCES Transfer from Operating (27,750) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (173,000) OLG Reserve Fund (33,750) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (61,500) (173,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 210,500 587,800 687,800 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures History Museum Priority Capital Repairs The Facilities & Operations department requires $173,000 in 2025 to refinish the floor and rebuild the chimney at the Niagara Falls History Museum. 366 Page 433 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) 100,000$ 716,000$ Outdoor Pool Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 1,116,000$ Capital Budget Worksheet 2025 N/A Manager of Facilities 30-Jun-25State of Good Repair (Asset Management) RF76-24 The Facilities & Operations department requires $300,000 in 2025 to repair parts of two (2) City pools posing immediate health and safety risks. The 2023 Building Condition Assessment identified priority capital repairs necessary to maintain the City’s aging outdoor pools. In 2025, necessary repairs include: 1) FH Leslie Roof Replacement. Existing flat roof system on the pool building is at end of its useful life. Multiple roof repairs have been made to limit water intrusion; however, the current built-up roof membrane has failed in several locations and localized repairs are no longer effective. 2) Asphalt paving at Prince Charles and Niagara Falls Lions Pool.Significant cracking and potholes pose a trip hazard and risk the safety of pool users. 3) Metal door replacement at NF Lions Pool. The lower portion of hollow metal doors have extensive corrosion and require replacement to address health and safety concerns. The repairs would begin in February 2025 and be completed before the pools open in June. Budgetary Estimate 1-Feb-25 Recreation, Culture and Facilities Facilities 300,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Feb-25 1-Mar-25 1-Apr-25 15-Apr-25 30-Jun-25 367 Page 434 of 602 Requesting Division:2025 Request Total Cost Department:300,000$ 1,116,000$ Project Name:Pre-2025 Forecast 100,000$ 716,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 580,000 716,000 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 100,000 300,000 580,000 136,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES 100,000 300,000 580,000 136,000 - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (100,000) (300,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES (100,000) (300,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 580,000 716,000 716,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Outdoor Pool Priority Capital Repairs The Facilities & Operations department requires $300,000 in 2025 to repair parts of two (2) City pools posing immediate health and safety risks. 368 Page 435 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 15-Apr-25 1-May-25 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 1-May-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $70,000 in 2025 to replace waterproofing sealant on the grandstands at Oakes Park. Oakes Park, located at 5700 Morrison Street, features a formal baseball diamond and grandstands with changerooms and washroom facilities below the structure. The existing expansion joints are constructed with caulking and have failed in several locations, resulting in water leaking into the rooms below the grandstands causing damage and promoting mold growth. Existing caulking joints will be replaced with a replacement with a commercial expansion joint system for extended life span and watertight seal. The replacement would begin in early 2025 and be completed by June. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 70,000$ -$ 58,000$ Oakes Park Priority Capital Repairs High (Urgent/High Risk/Shovel Ready) 128,000$ 369 Page 436 of 602 Requesting Division:2025 Request Total Cost Department:70,000$ 128,000$ Project Name:Pre-2025 Forecast -$ 58,000$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - 20,000 58,000 EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 70,000 20,000 38,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 70,000 20,000 38,000 - FUNDING SOURCES Transfer from Operating (70,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (70,000) - - - CLOSING BALANCE (Surplus)/Deficit - - 20,000 58,000 58,000 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Oakes Park Priority Capital Repairs The Facilities & Operations department requires $70,000 in 2025 to replace waterproofing sealant on the grandstands at Oakes Park. 370 Page 437 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 1-Apr-25 1-May-25 Capital Budget Worksheet 2025 Minimal Operating Cost savings in Water utilities. Manager of Facilities 1-May-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $100,000 in 2025 to demolish the outdoor pool and building at EE Mitchelson Park. The Mitchelson pool and building are beyond their useful life and would require significant capital replacement to restore to a safe and functional state. In October 2024, Council supported the official pool closure and community engagement to determine future park facilities/amenities at EE Mitchelson Park. Project scope includes demolition of pool structure, concrete deck, fencing, building, foundations, re-work of existing water and hydro services which supply adjacent splash pad amenities, backfill and sod restoration. Demolition would begin in January 2025 and be completed in the Spring. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 100,000$ -$ -$ Mitchelson Pool Demolition High (Urgent/High Risk/Shovel Ready) 100,000$ 371 Page 438 of 602 Requesting Division:2025 Request Total Cost Department:100,000$ 100,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 100,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 100,000 - - - FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds (100,000) OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (100,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs 1,600 TOTAL OPERATING IMPACTS - 1,600 - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Mitchelson Pool Demolition The Facilities & Operations department requires $100,000 in 2025 to demolish the outdoor pool and building at EE Mitchelson Park. 372 Page 439 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 1-Mar-25 1-Apr-25 15-Apr-25 1-May-25 Capital Budget Worksheet 2025 Not applicable Manager of Facilities 1-May-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $34,000 in 2025 to replace the concrete walkway around the park building at M.F. Ker Park. The park building at M.F. Ker Park, located at 3420 Sinnicks Avenue, features an existing concrete walkway which has deteriorated and rests too low compared to the building entrances. In addition, water has begun to pool in the concrete resulting in accessibility and safety risks. Previous attempts to raise existing concrete panels have resulted is limited improvement. Construction costs include new concrete elevation to match elevation of floor slab to eliminate step into washrooms and improve accessibility with positive drainage away from building. The 1,400 square foot concrete replacement project would begin in January 2025 and be completed by June. This improvement is necessary as pickleball facilities are scheduled to open in 2025 and users would require accessible washroom access. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 34,000$ -$ -$ M. F. Ker Park Concrete Replacement High (Urgent/High Risk/Shovel Ready) 34,000$ 373 Page 440 of 602 Requesting Division:2025 Request Total Cost Department:34,000$ 34,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM) Studies and Master PlansInformation Technology Facilities and Land 34,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 34,000 - - - FUNDING SOURCES Transfer from Operating (34,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (34,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures M. F. Ker Park Concrete Replacement The Facilities & Operations department requires $34,000 in 2025 to replace the concrete walkway around the park building at M.F. Ker Park. 374 Page 441 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:Yes In DC Background Study?No Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Niagara Falls Exchange Lighting Upgrade Medium (Medium Risk/Planning Req'd) 62,000$ Capital Budget Worksheet 2025 Staff expects to see a reduction the cost of rental equipment with the implementation of this upgrade. Clark Bernat 30-Jun-25Service Level Enhancement NEW The Facilities & Operations department requires $62,000 in 2025 to install upgraded lighting at the Niagara Falls Exchange. The current lighting setup at the Niagara Falls Exchange (5810 Ferry Street) often does not meet the needs of staged and musical events. Staffing resources are required to set up and manage rental lighting equipment to accommodate musical performances and other events. The City spent approximately $8,000 on lighting related equipment in 2024. Installing upgraded lighting would result in staffing cost and time savings while increasing service levels (improving both the quality of performances and attractiveness of the space). Furthermore, improved lighting could better position The Exchange to take on a larger role within the City’s Music Strategy. The facility has capacity to take on more events and permanent light improvements could result in more bookings at a lower cost to user groups. As a result, rental revenues would increase relatively quickly for this type of rental usage as it would also mean longer rentals (weeklong theatre productions for example) and more consistent offerings for the community. Design work would begin in March 2025 and have lighting in place for events beginning in July. Formal Quote 3-Mar-25 Recreation, Culture and Facilities Culture 62,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 3-Mar-25 1-Apr-25 1-May-25 1-Jun-25 30-Jun-25 375 Page 442 of 602 Requesting Division:2025 Request Total Cost Department:62,000$ 62,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture 51,492 Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency 10,508 Other TOTAL EXPENDITURES - 62,000 - - - FUNDING SOURCES Transfer from Operating (62,000) Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (62,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs (8,000) (8,000) (8,000) (8,000) TOTAL OPERATING IMPACTS - (8,000) (8,000) (8,000) (8,000) Capital Budget Worksheet 2025 Recreation, Culture and Facilities Culture Forecasted Future Expenditures Niagara Falls Exchange Lighting Upgrade The Facilities & Operations department requires $62,000 in 2025 to install upgraded lighting at the Niagara Falls Exchange. 376 Page 443 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) -$ -$ Prince Charles Pool Enhancements Medium (Medium Risk/Planning Req'd) 350,000$ Capital Budget Worksheet 2025 Not applicable Manager of Facilities 1-Jun-25Service Level Enhancement NEW The Facilities & Operations department requires $350,000 in 2025 to make enhancements surrounding Prince Charles Park Pool to improve user experience. Prince Charles Park Pool is located at 6360 Arad Street. Facility enhancements surrounding the pool include expanded landscaped area within new fenced pool enclosure with concrete deck replacement, astroturf, seating areas, and shade provisions for users. Constructions would begin in January 2025 and be completed before the pool opens for operation in June. Requested amount includes $20,000 in design costs. Budgetary Estimate 1-Jan-25 Recreation, Culture and Facilities Facilities 350,000$ Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 1-Jan-25 15-Feb-25 15-Mar-25 1-Apr-25 1-Jun-25 377 Page 444 of 602 Requesting Division:2025 Request Total Cost Department:350,000$ 350,000$ Project Name:Pre-2025 Forecast -$ -$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - - - - EXPENDITURESConsulting (Design, Admin, PM)20,000 Studies and Master PlansInformation Technology Facilities and Land 330,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and FurnitureRoads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 350,000 - - - FUNDING SOURCES Transfer from OperatingCapital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund (350,000) Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - (350,000) - - - CLOSING BALANCE (Surplus)/Deficit - - - - - ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Prince Charles Pool Enhancements The Facilities & Operations department requires $350,000 in 2025 to make enhancements surrounding Prince Charles Park Pool to improve user experience. 378 Page 445 of 602 2025 CAPITAL BUDGET DEFERRED PROJECTS 379 Page 446 of 602 This page has been intentionally left blank.380Page 447 of 602 Requesting Division:2025 Budget Request: Department:Pre-2025 Approved: Project Name:Forecast 2026+: Total Project Cost: Project Contact:Project Start Date: Project Type:Estimated End Date: Project Priority/Need:Project ID#: Project Description: Business Case: Growth Related:No In DC Background Study?Year % DC External Funding:No Is The Funding Confirmed?Funding Source Support For Request:Please attach supporting documentation Explanation of Impact on Operating Budget: (Financials on Page 2) Estimated Project Timeline (DD-MMM-YY): Construction End or DeliveryConstruction StartContract Award or OrderDesign/Planning Planned Procurement Date 28-Feb-25 31-Mar-25 30-Apr-25 15-May-25 31-Dec-25 Capital Budget Worksheet 2025 Not applicable. Manager of Facilities 31-Dec-25State of Good Repair (Asset Management) NEW The Facilities & Operations department requires $198,000 in 2025 to make necessary repairs to the Niagara Falls Armoury Heritage Building. The Niagara Falls Armoury Building, located at 5049 Victoria Avenue, is a City-owned Federal Heritage Building leased to the Niagara Military Museum. Necessary repairs were identified in 2023 Building Condition Assessment and were deferred during the 2024 Capital Budget process. Identified repairs/upgrades include asphalt paving, Concrete curbs, exterior concrete stairs & railing, localized concrete repairs, wood framed windows & security bars, electrical vault. The project would begin in early 2025 and anticipate lasting one (1) year. Budgetary Estimate 28-Feb-25 Recreation, Culture and Facilities Facilities 198,000$ -$ 298,800$ Armoury Priority Capital Repairs Medium (Medium Risk/Planning Req'd) 496,800$ 381 Page 448 of 602 Requesting Division:2025 Request Total Cost Department:198,000$ 496,800$ Project Name:Pre-2025 Forecast -$ 298,800$ Project Description: Pre-2025 2025 2026 2027 2028 OPENING BALANCE (Surplus)/Deficit - - 198,000 427,000 456,800 EXPENDITURES Consulting (Design, Admin, PM) Studies and Master Plans Information Technology Facilities and Land 198,000 229,000 29,800 40,000 Vehicles and Equipment Parks/Trails/Cemeteries Fixtures and Furniture Roads, Bridges and Culverts Stormwater Management Water and Wastewater Systems Contingency Other TOTAL EXPENDITURES - 198,000 229,000 29,800 40,000 FUNDING SOURCES Transfer from Operating Capital Levy (Asset Management) Transfer from Water/Sewer Capital SPRs/Reserve Funds OLG Reserve Fund Development Charges Debentures Canada Community-Building Fund Federal/Provincial Grants External Contributions Other Revenue TOTAL FUNDING SOURCES - - - - - CLOSING BALANCE (Surplus)/Deficit - 198,000 427,000 456,800 496,800 ANNUAL OPERATING IMPACTS Estimated Labour Costs Estimated Debt Servicing Costs Operating Costs TOTAL OPERATING IMPACTS - - - - - Capital Budget Worksheet 2025 Recreation, Culture and Facilities Facilities Forecasted Future Expenditures Armoury Priority Capital Repairs The Facilities & Operations department requires $198,000 in 2025 to make necessary repairs to the Niagara Falls Armoury Heritage Building. 382 Page 449 of 602 MAYOR’S PROPOSED CAPITAL BUDGET 2025 November 26, 2024 Page 450 of 602 01. Introduction 02. 2025 Capital Budget At A Glance 03. Highlights 04. Looking Ahead 05. Next Steps Agenda 2025 CAPITAL BUDGETNovember 26, 2024 2Page 451 of 602 INTRODUCTION 32025 CAPITAL BUDGETPage 452 of 602 4 CURRENT ECONOMIC LANDSCAPEINTRODUCTION 2025 CAPITAL BUDGETConsumer Price Index rose 1.9% in Q3 2024 year over year Bank of Canda target overnight interest rate has decreased 1.25% over the past year Non-Residential construction costs rose 3.3% in Q2 2024 year over year Page 453 of 602 5 HOW BUDGETS WORK TOGETHERINTRODUCTION 2025 CAPITAL BUDGETOPERATING BUDGET Property Tax, Grants, Users Fees Reserves CAPITAL BUDGET •Support Growth Projects •Purchase/Construct New Assets •Rehabilitate Existing Assets •Strategic Investments DEBT •Supplies •Annual Insurance •Roads, Parks, and Playground Maintenance •Debt Payments •Capital Contributions •Salaries/Wages •Contracted Services •Reserve Fund Contributions Page 454 of 602 6 CAPITAL BUDGET PROCESSINTRODUCTION 2025 CAPITAL BUDGETCouncil Referrals to the Budget Process and Budget Amendments Throughout The Year Q4 2023 2024 Capital Budget Approved Q3 2024 2025 Capital Budget Process Launched Q3 2024 Project Close Report Approved Q4 2024 2025 Capital Budget Meetings and Discussions Q4 2024 2025 Capital Budget Finalized and Presented to Council Page 455 of 602 2025 BUDGET AT A GLANCE 72025 CAPITAL BUDGETPage 456 of 602 8 BUDGET BREAKDOWN2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGETProjects Proposed in 2025 Capital Budget 97 Projects Deferred to Future Capital Budgets 28$50.3M Gross $20.3M Gross Page 457 of 602 Strategic Investment 2% State of Good Repair (Asset Management) 84% Growth Related 10% Service Level Enhancement 4% 9 BUDGET BREAKDOWN2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGET94% of the budget relates to maintaining assets or managing growth Page 458 of 602 10 BUDGET FUNDING2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGET$1,342,584Capital Levy Reserve $9,206,200 Capital Special Purpose Reserves $3,500,000 Transfer from Operating Reserve $6,105,000Transfer from Water Reserve $3,997,750 Development Charge Reserves $2,400,000 DC Debentures $5,673,966Transfer from Wastewater Reserve $8,147,500 OLG Reserve Fund $4,500,000Canada Community Building Fund $5,396,000 Federal/Provincial Grants No Tax Levy Supported Debt in 2025 (all DC supported) Drew down reserves by $9.2M to avoid debtPage 459 of 602 HIGHLIGHTS 112025 CAPITAL BUDGETPage 460 of 602 12 KEY INVESTMENTSHIGHLIGHTS 2025 CAPITAL BUDGET$1.2M Rescue 3Replacement $4.1M 2025 Road Program $15.2M Road Reconstructions $3.2M 2025 Fleet Program $1.2M Zoning By-Law, Plans, Programs, Software $3.0M Facilities State ofGood Repair $3.5MCommunity Centre Refresh $2.0M Parks Capital ProgramPage 461 of 602 13 NEW SERVICE IMPROVEMENTSHIGHLIGHTS 2025 CAPITAL BUDGETAODA Capital Improvements and Facility Audit Civic Square Enhancements Prince Charles Pool Enhancements Reducing and removing barriers for people with disabilities and furthering inclusivity at City owned facilities New fenced pool enclosure with concrete deck replacement, astroturf, seating areas, and shade provisions for users. Construct an archway for wedding nuptials and beautification of City Hall grounds The 2025 Capital Budget Proposes $2.1M in Service Improvements representing 4% of the overall capital budget.Page 462 of 602 14 PARTICIPATORY BUDGETING UPDATE HIGHLIGHTS 2025 CAPITAL BUDGET•The community decision making pilot project allowed the community to vote from August 9th to September 18th. •Per report R&C-2024-20 the 2025 Capital Budget includes $200,000 contingent on Council’s Approval for the program to continue beyond the pilot, with a defined scope. An additional $200,000 has been forecasted in 2026 so that every two years $400,000 will be available for community decision making.Page 463 of 602 LOOKING AHEAD 152025 CAPITAL BUDGETPage 464 of 602 16 10 YEAR CAPITAL FORECAST (in 000’s) LOOKING AHEAD 2025 CAPITAL BUDGETDivision 2025 Deferred 2026*2027-2035 Corporate Services $ 2,181 $ 20 $ 1,280 $ 9,853 Fire $ 1,530 $ 77 $ 1,723 $ 15,736 Municipal Works $ 37,615 $ 17,266 $ 70,724 $ 450,304 Parking Services $ 100 $ - $ 493 $ 5,557 Planning and Building $ 1,250 $ 2,130 $ 1,460 $ 11,020 Recreation, Culture and Facilities $ 7,593 $ 838 $ 40,164 $ 234,938 Grand Total $ 50,269 $ 20,331 $ 115,844 $ 727,408 2025 Mayor’s Proposed Budget Remaining Term of Council Future Terms of Council *2026 includes “backlog” items, some of which may not have been included in 2025 due to capacity/funding constraints. Forecast Risk increases in the latter years of the forecast, therefore it is best to focus on the near term Page 465 of 602 17 CAPITAL FUNDING STRATEGYLOOKING AHEAD 2025 CAPITAL BUDGET*2026 includes “backlog” items and anything deferred from 2025 Capital Forecast Funding Strategy 2026*2027-2035 Total 2026-2035 Total Needs (2026-2035)$ 136,175 $ 727,408 $ 863,583 Current Capital Levy (1.5%)$ (1,300)$ (13,700)$ (15,000) Estimated Application Based Grants $ - $ (20,000)$ (20,000) Reserve Balances (exhaust balance)$ (20,000)$ - $ (20,000) Estimated Allocation Based Grants $ (8,000)$ (62,000)$ (70,000) Operating Reserves $ (6,800)$ (73,200)$ (80,000) Estimated DC Collections $ (14,496)$ (161,746)$ (176,242) Rate Reserves $ (12,000)$ (138,000)$ (150,000) Funding Gap $ 73,579 $ 258,762 $ 332,341 Page 466 of 602 18 CAPITAL FUNDING STRATEGYLOOKING AHEAD 2025 CAPITAL BUDGETMitigation Opportunities: •Capital Levy increases •Water/wastewater user fee increases •OLG/one-time reserve funding of backlog Capital Forecast Funding Strategy 2026*2027-2035 Total 2026-2035 Funding Gap $ 73,579 $ 258,762 $ 332,341 •Issuing debt •Leveraging third party grants •Reductions in service levels •Divesting of assets *2026 includes “backlog” items and anything deferred from 2025Page 467 of 602 19 CURRENT CAPITAL LEVYLOOKING AHEAD 2025 CAPITAL BUDGET$1.3M 1.5% Capital Levy = The current 1.5% Capital Levy is helping the City to start to build a dedicated fund for Asset Management. The scope and capacity are limited, but the City should continue to grow this investment over time. This contributes approximately 2% of our overall capital needs annually. ~1.3km of Reconstructed Road OR ~ 3 Snow Plow Trucks Page 468 of 602 20 PROPOSED CAPITAL LEVYLOOKING AHEAD 2025 CAPITAL BUDGET$1.3M Current Capital Levy ↑$3.5M Proposed Capital Levy $2.2M or 2.5% Increase $3.45/month Per Average Home Assessed at $280,000 = 4.0%1.5% Example of a house assessed at $280,000Page 469 of 602 21 DEBTLOOKING AHEAD 2025 CAPITAL BUDGETCurrent ($100M) (Includes Proposed 2025) Legislated ($555M) Policy ($333M) Total Gross Debt Legislated ($44.6M) (25% of Own Source Revenue) Policy ($26.7M) (15% of Own Source Revenue) Current ($10.3M) (5.75% Including Proposed 2025) Annual Repayment Limit Debt allows the cost to acquire assets to be spread over the life of the asset, reducing the immediate impact to taxpayers. The City’s debt levels are increasing but are still well below both its Policy limit and Provincial limit. Page 470 of 602 22 RISKS AND OPPORTUNITIESLOOKING AHEAD 2025 CAPITAL BUDGETINVEST TO MAINTAINN ASSETS REDUCE SERVICE LEVELS OR Page 471 of 602 23 RISKS AND OPPORTUNITIESLOOKING AHEAD 2025 CAPITAL BUDGETChippawa Arena 50+ Years Old Run To Fail Gale Centre 14 Years Old Renewal Needs CityHall 50+ Years Old Renewal Needs MacBain Community Centre 20 Years Old Renewal Needs INVEST IN ONGOING RENEWAL TO AVOID COSTLY ASSET FAILURES AND POTENTIAL REDUCTIONS IN SERVICE TAKEAWAY:Page 472 of 602 NEXT STEPS 242025 CAPITAL BUDGETPage 473 of 602 25 STRONG MAYOR KEY DATES 2025 CAPITAL BUDGETNEXT STEPS 30 Day Review Period (Council Amendments) 10 Day Veto Period (Mayor) 15 Day Override Period (Council) Nov 6 (Budget Released) Dec 5 (Unless Reduced by Council) Dec 15 (Unless Reduced by Mayor) Dec 30 (Unless Reduced by Council) The 2025 Mayor’s Proposed Capital Budget is Deemed Adopted at the latest date (considering any reductions)Page 474 of 602 THANK YOU 262025 CAPITAL BUDGETPage 475 of 602 QUESTIONS? 272025 CAPITAL BUDGETPage 476 of 602 1 Heather Ruzylo Subject: 2025 Capital Budget Amendments Here is a list of amendments: 1. Page 233, NS&T Trail, Phase 2A and 2B Development WHEREAS over the next 10 years, this project is estimated to cost over $12 million in new capital. WHEREAS the funding will be paid for through Development Charges but there will also be operating costs for staff to maintain the trail. WHEREAS the Development Charges could be utilized for other growth projects that are needed. WHEREAS considering the hard economic times that the residents of Niagara Falls are experiencing, the budget should reflect needs instead of wants. THEREFORE be it resolved that this project be deferred. 2. Page 339, Civic Square Enhancements WHEREAS considering the hard economic times that the residents of Niagara Falls are experiencing, the budget should reflect necessary capital projects. WHEREAS the staff report outlined the basic wedding services that people were looking for and that the additional expenses may not result in additional income. THEREFORE be it resolved that this project be deferred. Lori Lococo Niagara Falls City Council Page 477 of 602 1 Heather Ruzylo Subject: Capital Budget Amendments There are 2 amendments I would like to put forward. The first one deals with the WonderFalls Pass and installing another accessible swing in 2025. I believe the installation cost of the swing would need to be in the Capital budget. This year’s installation cost was a little under 45K. I am requesting funds so that another swing can be installed. The second deals with Fernwood subdivision and their stormwater management pond. The pond is experiencing phragmites which is an invasive plant. Staff’s plan to deal with the phragmites coincided with the cleaning out of the pond. Since the clean out of the pond is not moving forward this year, I would staff to come forward with a recommendation to address the phragmites that would take place in 2025. This might also be part of the operating budget. With thanks, Vic Sent from my iPad Page 478 of 602 November 24, 2024 To: Mayor Diodati and Members of City Council; RE: Mayor’s Proposed Capital Budget 2025 I understand that Council has some serious decisions to make concerning the 2025 budget given recent comments that this will be a “day of reckoning” that may involve reducing municipal services. Based my nearly 40 years of municipal planning and development experience, I am well aware of the challenges faced by both Staff and Council. In this regard, I felt it necessary to provide some comments on the proposed Capital Budget being presented for your consideration. The Introduction includes a table outlining “2024 In-Year Council Approved Capital Budget Amendments” with a total $10.6 million. This represents an increase of nearly 16% above the approved $66.7 million budget for 2024. While I can appreciate that there may be unforeseen costs moving forward with some , approved projects, a majority of this funding was for new “growth-related” projects. The City should not be paying for these projects if they are not identified during the budget review and approval process. The benefiting developers should front-end the costs if municipal works are not scheduled within the approved budget. At the very least, these growth-related projects should have been deferred for consideration in 2025. Consequently, the actual 2024 Capital Budget was substantially increased outside of the budget process and without community input. Given the City’s critical infrastructure renewal gap of nearly $27 million annually, there needs to be a focus on existing development and assets. Council should consider a policy to prevent this from happening in the future, otherwise the amount of the 2025 capital budget may actually be substantially higher if unnecessary changes are made throughout the year. The City should look at cost savings wherever possible based on immediate needs, available staff resources, and opportunities for joint ventures with other local municipalities for the delivery of common services (i.e. information systems, software programs, etc.). There appears to be substantial funding allocated for hiring consultants which appears to imply that there aren’t adequate staff resources to undertake certain projects or that the City is trying to do too much too quickly. Given my past professional experience, I believe that several Planning Department initiatives are either premature or may not be required for the following reasons. The completion of the City’s Official Plan is definitely a priority for 2025; however, “Secondary” plans are not. More specifically, the policy direction for long term growth initiatives and the need for “secondary” plans is required through the City’s new Official Plan including full community input. Therefore, moving forward with any “Secondary” plan for lands not currently within the urban boundary of the City’s approved Official Plan is premature (including those previously budgeted by Council in 2024). Without an overall direction for phasing new development, these initiatives will only promote urban sprawl and “growth-related” projects, and eventually operation costs, that the City can’t afford. The MTO/GNGH “Secondary” plan is not necessary since the new Official Plan should address the general land use direction, preferably under a “Mixed Use” designation (i.e. medium/high density residential, commercial Page 479 of 602 and institutional uses) with general development/urban design policies. A “redevelopment strategy” including community engagement/ideas and technical reports should be the only requirement going forward after the Official Plan is approved. A new “Comprehensive Zoning By-law” will be necessary for the City once the Official Plan is approved by Niagara Region or the Province. However, this is unlikely to happen until the end of 2025. Most of the background work should have already been completed through the City’s Official Plan project and Niagara Region’s growth analysis/ Official Plan. I should note that St. Catharines managed to do their Zoning By-law primarily “in-house” without outside consultants. Most of the required work should be done by City staff who have the expertise dealing with the current By-law and are more aware of deficiencies, local conditions and trends. In any event, any need for assistance shouldn’t be required until 2026. I’ve noticed that a number of site-specific Official Plan amendments have recently been approved by the City for significant increases in building height and density. This is concerning as this will influence future policy direction and tends to diminish the integrity, and circumvent to some degree, the public process expected for the new Official Plan. This could have an adverse impact on the character of certain neighbourhoods/districts and artificially raise property values unless a more comprehensive review is completed as part of the new Official Plan. In this regard, the City should consider passing an “interim control by-law” to preclude any privately-initiated Official Plan amendment applications until the new Official Plan is approved. This could allow Staff to focus on other projects and reduce Council’s time having to deal with related public meetings. I hope you will find these comments useful and give them serious consideration during your deliberations on the Capital Budget in an effort to reduce the current infrastructure gap and to maintain the integrity of core municipal services with a sustainable Operating Budget. Sincerely, Peter Colosimo Page 480 of 602 Clerk and Council, I am writing to formally request a delegation to present my proposal on the 2025 City of Niagara Falls Mayor’s Proposed Capital Budget. In my presentation, I will propose actionable revenue generation strategies that can significantly reduce the need to rely upon tax levy increases, along with other relevant comments and insights. I have attached two Assessment Review Board (ARB) files, which are publicly available on the CanLII website, as supporting documents for my presentation. These documents illustrate important precedents and findings that will be referenced during my discussion. Please ensure that these documents are ready to be displayed on the screen during my presentation for ease of reference. Thank you for your time and consideration. Joedy Burdett 4480 Bridge St, Niagara Falls, ON 905 353 8468 info@niagaratinting.com Page 481 of 602 Presentation to the City Council on the 2025 Budget Introduction City Council Members and Residents of Niagara Falls. In this presentation, I will outline actionable steps to bolster our city's flnancial health and drive development in 2025. 1. Selling Surplus Land Niagara Falls has a substantial amount of underutilized surplus land. Selling these properties will generate substantial revenue to fund critical projects and services. For instance, 4500 Park Street, with a $2 million cleanup investment, can be sold to recoup our investment and in my estimate generate nearly $60,000 annually in property taxes. Additionally, selling surplus land can attract new businesses and residents, further boosting our local economy. 2. Reassessing Properties Several properties in our city have not been reassessed for taxes in recent years. It is crucial to reassess these properties to ensure their valuations refiect true market values. Properties around the train station, now zoned for skyscraper-tall buildings, have signiflcantly increased in value. The city should flle property tax appeals to capture this increased value. The 2023 ARB decision WR183247, available on CanLII, involving Canadian Tire Corporation vs. The City of Toronto shows that properties are reassessed at their highest and best use, leading to multi-million-dollar assessments. In this case, Canadian Tire Corporation sought a $30 million valuation, while The City of Toronto sought $104 million. My estimate suggests the city successfully captured an instant $10 million and an ongoing $1.5 million annually. The 2024 ARB decision WR185793, available on CanLII, involving Canadian Niagara Hotels Inc. vs. The City of Niagara Falls demonstrates the potential tax revenue from reassessments. Canadian Niagara Hotels Inc. sought a $5.5 million valuation, while The City of Niagara Falls sought $62 million. My estimate indicates the city successfully captured $12.6 million instantly and $1.4 million annually. These reassessments will ensure fairness in property taxes and increase our revenue without raising tax rates. Conclusion Page 482 of 602 Both the city administration and residents must be more proactive in capturing these lost tax revenues. Regulations allow private residents to act independently if the administration does not pursue reassessment. A $318 Assessment Review Board flling fee is all that’s required to trigger statutory participation from both the city and MPAC in pursuing reassessment. By selling surplus land and reassessing properties, we can create a more sustainable and prosperous future for Niagara Falls. I look forward to discussing these proposals and working together to achieve our common goals. Thank you for your time and consideration. Page 483 of 602 ARB Information Sheet Page 1 of 2 (Disponible en français) Third Party Appeals What is a third party appeal? A third party appeal is an appeal filed with the Board by someone other than the assessed (property owner). How do I file a third party appeal? If you wish to file a third party appeal, please complete the Board’s Property Assessment Appeal Form found on our website. Be sure to complete all sections of the form including part 5 (Third Party Appeal Information). As a non-owner, you must appeal the assessment directly to the Board first and may not file a RFR with MPAC. You must send a copy of the appeal form to the owner by the filing deadline. The appeal deadline is March 31 of the tax year for annual assessments, or 90 days from the notice date for other types of assessments. If the property owner is not sent a copy, your appeal will not be considered valid. Please be sure to include the date you sent the property owner a copy of the appeal form when submitting your appeal form. What do I do if someone files a third party appeal against my property? If someone files an appeal against your property you will receive a copy of the appeal form from the individual who filed the appeal. As the assessed individual, you will also receive notice for any subsequent hearing events; however it is optional whether you wish to attend or not. Once a decision has been rendered on the appeal, you will receive a copy in the mail. Where can I find more information? For more information please refer to the ARB's Rules of Practice and Procedure which can be found on our website or by e-mailing us at arb.registrar@ontario.ca. We are committed to providing services as set out in the Accessibility for Ontarians with Disabilities Act, 2005. If you have any accessibility needs, please contact the Board as soon as possible. Please Note The information contained in this sheet is not intended as a substitute for legal or other advice, and in providing this information, the ARB assumes no responsibility for any errors or omissions and shall Page 484 of 602 ARB Information Sheet Page 2 of 2 not be liable for any reliance placed on the information in this sheet. Additional information, including the ARB’s Rules of Practice and Procedure, is available at on our website, or by e-mailing arb.registrar@ontario.ca. Tribunals Ontario is comprised of 14 tribunals focused on dispute resolution in the social, property assessment, safety and licensing sectors. The Assessment Review Board hears appeals from persons who believe there is an error in the assessed value or classification of a property and also deals with some types of property tax appeals under the Municipal Act and City of Toronto Act. For more information contact us at: Tribunals Ontario – Assessment Review Board 15 Grosvenor Street, Ground Floor, Toronto, Ontario M7A 2G6 Website: http://tribunalsontario.ca/arb/ ISBN 978-1-4435-8454-8 © King’s printer for Ontario, 2015 Disponible en français : voici ce que vous devez savoir au sujet d’appels de tierce partie Page 485 of 602 Tribunals Ontario Tribunaux décisionnels Ontario Assessment Review Board Commission de révision de l’évaluation foncière ISSUE DATE: August 29, 2023 FILE NO.: ID 183247 Assessed Person(s): Canadian Tire Corporation Limited Appellant(s): Canadian Tire Corporation Limited Respondent(s): Municipal Property Assessment Corporation Region 09 Respondent(s): City of Toronto, Property Location(s): 835 and 839 Yonge Street Municipality(ies): City of Toronto Roll Number(s): 1904-101-060-00100-0000, 1904-101-060-00101-0000 1904-101-060-00251-0000 Appeal Number(s): 3214755, 3296755, 3353940, 3395584, 3442919, 3487775, 3512307, 3269863, 3297695 and 3352131 Taxation Year(s): 2017 to 2023 Hearing Event No.: 777778 Legislative Authority: Section 40 of the Assessment Act, R.S.O. 1990, c. A.31 APPEARANCES: Parties Counsel Canadian Tire Limited Lauren Lackie and Karina Wong Municipal Property Assessment Corporation Melissa Van Berkum City of Toronto Jared Wehrle HEARD: December 13, 14 and 15, 2022 by video conference with submissions in writing on various dates ending on April 19, 2023. ADJUDICATOR(S): Carly Stringer, Member INTERIM DECISION 2023 CanLII 80603 (ON ARB)Page 486 of 602 2 ID 183247 OVERVIEW [1] Canadian Tire Corporation Limited (the “Appellant”) has appealed the assessments of 835 and 839 Yonge Street in the City of Toronto for the 2017 to 2023 taxation years. These two parcels of land are developed as a single Canadian Tire retail store and gas bar (the “Subject Property”). The assessments were returned on different roll numbers for the 2017 to 2019 taxation years as $6,782,000 and $77,864,000 respectively. They were combined into a single roll number for the 2020 taxation year onwards and returned at $85,014,000. [2] The Appellant believes the assessments are too high and that the Subject Property should be valued at $30,000,000. [3] The Municipal Property Assessment Corporation (“MPAC”) and the City of Toronto (the “City”) are responding to the appeals. They argue the Subject Property should be valued at $110,849,000, with an equitable adjustment to $104,866,000. [4] Obviously, there is a significant difference between these two values. This chasm is attributable to the Parties’ opposing views of the Highest and Best Use (“HABU”) of the Subject Property, which is a core component of the valuation exercise. [5] MPAC, the City, and the Appellant (the “Parties”) all agree that the Subject Property’s current use as a large format retail store and gas bar is not its HABU. The Parties agree that the HABU is redevelopment lands. [6] Where the Parties disagree is the appropriate degree of redevelopment that reflects the HABU of the Subject Property. [7] For development purposes, a municipality will specify the maximum permissible total number of square feet (“sq. ft.”) of floor area permitted for new development on a 2023 CanLII 80603 (ON ARB)Page 487 of 602 3 ID 183247 parcel of land. The permissible floor area is used to determine density. Density is based on a Floor Space Index (“FSI”), which is the development’s gross floor area (“GFA”) divided by the total land area of the parcel on which it is built. By way of example, a 10,000 sq. ft. building on a 10,000 sq. ft. lot will have an FSI of 1.0, while a 50,000 sq. ft. building on a 10,000 sq. ft. lot will have an FSI of 5.0. [8] The Appellant’s view is that the HABU should be determined using the as-of-right zoning and density. In that regard, the Appellant submits that i) the HABU is a mixed- use development with a large retail podium at grade and residential condominiums tiered above the base, up to a maximum height of 25 storeys and a maximum GFA of 323,640 sq. ft.; and ii) the associated current value is $30,000,000. [9] MPAC says the HABU should not be based on the as-of-right zoning and density. MPAC submits that: (i) the HABU is mixed-use development at a minimum density based on an FSI of 6.5, which would result in a total permitted buildable GFA of 764,478 square feet (“sq. ft.”); (ii) the current value is based on a rate per square foot buildable of $145, resulting in a correct current value of $110,849,000; and (iii) a reduction in this value is required to make it equitable with the assessments of similar properties in the vicinity, resulting in a total equitable assessment of $104,866,000. The City supports MPAC’s position. [10] Simply put, the Parties disagree as to whether the current value should be determined as if the Subject Property were developed to the extent of the “as-of-right” zoning, or if it is reasonably probable that a greater density would be approved such that the Subject Property’s value should be determined based on that greater density. [11] To adjudicate this matter, the Assessment Review Board (the “Board”) must first determine the HABU of the Subject Property, and then determine the correct current value of the Subject Property as of the January 1, 2016 valuation day based on that HABU. The Board must then have regard for whether this value is equitable with the 2023 CanLII 80603 (ON ARB)Page 488 of 602 4 ID 183247 assessments of similar properties in the vicinity and, if it is not, determine whether a reduction is required. RESULT [12] For the reasons that follow, the Board finds: a. The HABU of the Subject Property is mixed-use development at a FSI of 6.5 resulting in a total buildable GFA of 764,478 sq. ft. b. For the January 1, 2016 valuation day, the correct current value of the Subject Property is $106,262,000. c. An equitable adjustment is not required by s. 44(3)(b) of the Assessment Act, R.S.O. 1990, c. A.31 (the “Act”), resulting in a final determination of value of $106,262,000. BACKGROUND Description of the Subject Property [13] The Subject Property consists of two parcels of land improved by a Canadian Tire retail store and gas bar. The lot is irregularly shaped, with a total site area of 2.704 acres, or 117,612 sq. ft. [14] The Subject Property is located on the east side of Yonge Street - just north of Church Street - near the Yorkville and Rosedale neighbourhoods. It is close to major public transit, sitting between the Yonge/Bloor and Rosedale subway stations. The Yonge/Bloor subway station is a major transit hub. The Subject Property’s easterly property line abuts the Toronto Transit Commission (“TTC”) rail line. 2023 CanLII 80603 (ON ARB)Page 489 of 602 5 ID 183247 Zoning and FSI [15] The gas bar area of the Subject Property (approximately 0.2 acres) is zoned Commercial Residential. This zoning permits a mix of commercial and residential uses. The zoning permits a maximum commercial density of 1.75 times the area of the lot (FSI of 1.75) and a maximum residential density of 4 times the area of the lot (FSI of 4). [16] The remainder of the Subject Property (approximately 2.5 acres) is zoned Medium Density Mixed Commercial Residential under City of Toronto By-Law No. 438- 86, with a site-specific provision in City of Toronto By-Law No. 101-2003. This zoning also allows for a wide range of commercial and residential uses. Prior to the site-specific zoning, the maximum commercial density was an FSI of 1 and a maximum residential density was an FSI of 2. The site-specific zoning passed in 2003 allows for a total GFA of 288,096 sq. ft., which includes a maximum residential GFA of 157,422 sq. ft. The maximum allowable density is an FSI of 2.65. [17] Combining 2.65 with the maximum allowable density for the gas bar portion of the lot (which is 4), the weighted average density of this “as-of-right” zoning of the Subject Property is reflected in an FSI of 2.75 resulting in a total permitted buildable GFA of 323,640 sq. ft. ISSUES FOR THE HEARING [18] At issue in this proceeding is: a. What is the Highest and Best Use of the Subject Property? b. What is the correct current value of the Subject Property as of the January 1, 2016 valuation day? c. Should a reduction in the current value be made to make it equitable with the assessments of similar lands in the vicinity? 2023 CanLII 80603 (ON ARB)Page 490 of 602 6 ID 183247 ANALYSIS Issue 1 – What is the Highest and Best Use of the Subject Property? Current Value [19] Section 44(3)(a) of the Act requires the Board to “determine the current value of the land.” Section 19(1) of the Act states that “the assessment of land shall be based on its current value” and s. 1 of the Act defines “current value” as “the amount of money the fee simple, if unencumbered, would realize if sold at arm’s length by a willing seller to a willing buyer.” [20] Valuation days are set out in s. 19.2 of the Act. January 1, 2016 is the day as of which land shall be valued for the 2017 to 2020 taxation years. Section 48.6 of O. Reg. 282/98 extended this valuation day for the 2021, 2022 and 2023 taxation years. [21] As explained by the Board in General Motors of Canada Limited v Municipal Property Assessment Corporation, Region No. 27, 2017 CanLII 3664 (ON ARB) (“General Motors”) at paragraph 15, “[a] property is to be valued at what the market would view as the most productive use of the land because that is how it is most likely to transact.” This is the valuation principle known as Highest and Best Use. [22] Therefore, the general task before the Board is to determine the value of the Subject Property as if it sold on January 1, 2016 based on its HABU. Highest and Best Use Analysis [23] To establish the HABU of land, “it must be determined which uses are legally permissible or possible, physically possible and financially feasible and from those potential uses determine which is the most productive use of the land”: see Enterprises 2023 CanLII 80603 (ON ARB)Page 491 of 602 7 ID 183247 Inc. v Municipal Property Assessment Corporation, Region 14, 2014 CanLII 104370 (ON ARB) (“Toronto Airways”) at paragraph 31 (emphasis added). Legally Permissible [24] Legal permissibility considers the fact that certain restrictions like zoning, building codes, and environmental regulations may preclude certain potential uses. However, if there is a reasonable probability that zoning or other such legal restrictions could be changed, that factors into the legal permissibility analysis. [25] In Re Farlinger Developments Ltd. and Borough of East York, 1975 CanLII 587 (ON CA), (1976), 9 O.R. (2d) 553 (“Farlinger”), the Ontario Court of Appeal confirmed that establishing legal permissibility “must be based on something more than a possibility of rezoning. There must be a probability or a reasonable expectation that such rezoning will take place. It is not enough that the lands have the capability of rezoning.” Physically Possible [26] As noted in The Appraisal of Real Estate, Third Canadian Edition at 12.6, “the test of physical possibility addresses the physical characteristics associated with the site that might affect its highest and best use.” Financially Feasible [27] Financial feasibility determines profitability of the proposed use. The Appraisal of Real Estate states at 12.7 that “[a]s long as a potential use has value commensurate with its cost and conforms to the first two tests, the use is financially feasible.” 2023 CanLII 80603 (ON ARB)Page 492 of 602 8 ID 183247 Maximally Productive [28] Once the other elements of the HABU are satisfied, the use that produces the highest value is considered maximally productive. Evidence and Submissions of the Parties [29] The Board will describe the evidence and submissions in more depth in its findings below. To summarize, the Parties agree that the existing building is an under- improvement of the land, and there is potential for intensification such that the current use of the Subject Property (as a retail store and gas bar) is not its HABU as of January 1, 2016. The Parties agree that the HABU is redevelopment of the Subject Property. [30] Where the Parties diverge is their estimation of the degree of development that would be permitted, and how this factors into the legal permissibility prong of the HABU analysis. [31] MPAC’s expert opined that a rezoning to permit an FSI of no less than 6.5 – resulting in a GFA of 764,478 sq. ft. – was reasonably probable as of January 1, 2016. [32] The City did not provide expert evidence, but supports MPAC’s position. [33] The Appellant’s expert took a different view, relying on the as-of-right zoning only. His opinion was that the HABU of the Subject Property should utilize the land to the extent of its existing zoning, which would permit development up to a total buildable GFA of 323,640 sq. ft. [34] The Appellant submits that in circumstances like this one where the current use of a property is not the HABU, the Board should ask if there is a higher and better use of the property which is permitted by the existing zoning. The Appellant submits this 2023 CanLII 80603 (ON ARB)Page 493 of 602 9 ID 183247 approach minimizes speculation as to future uses of a property. [35] The Appellant submits that a redevelopment with a 6.5 FSI was not reasonably probable within a reasonable timeframe on January 1, 2016, and that accepting MPAC’s FSI of 6.5 would conflict with previous Board decisions which the Appellant says have found that a development timeframe of three-to-five years is not reasonable. The Appellant relies heavily on Canadian Tire Corporation Limited v Municipal Property Assessment Corporation, Region 09, 2021 CanLII 105789 (ON ARB) (“2681 Danforth”), leave to appeal to Divisional Court dismissed in Municipal Property Assessment Corporation v. Canadian Tire Corporation Limited, 2022 ONSC 1585 (CanLII). This case will be discussed in more detail below. Findings on Issue 1 Physically Possible [36] The Board accepts the evidence of both experts insofar as they agree that redevelopment is physically possible on the Subject Property as of the valuation day. The Board is satisfied that the features of the lot would permit the type of development outlined by both experts. The Board finds that the HABUs proposed by both Parties satisfy the physically possible criterion. Legally Permissible a. Appellant’s Proposed HABU [37] The Board finds the Appellant’s proposed HABU is legally permissible, based on the as-of-right zoning. The Appellant’s proposed HABU satisfies this prong of the analysis. 2023 CanLII 80603 (ON ARB)Page 494 of 602 10 ID 183247 b. Case Law Review and the Appropriate Approach to Reasonable Probability of Rezoning [38] Before considering whether MPAC’s proposed HABU satisfies the legal permissibility criterion, the Board will consider the appropriate approach to analyzing legal permissibility when it engages the reasonable probability of a rezoning, as reflected in the jurisprudence. [39] The Appellant relies heavily on 2681 Danforth, a case relating to a Canadian Tire store on Danforth Avenue in the City of Toronto where the reasonable probability of a rezoning was squarely at issue. In 2681 Danforth, the Appellant argued that the HABU was the property’s current use as a large format retail store based on the as-of-right zoning. The Appellant’s expert testified that the current use was consistent with the as- of-right zoning. In his view, the current use was the only use that satisfied the legal permissibility prong of the HABU analysis. Neither MPAC nor the City disputed that the property’s current use was legally permissible, physically possible, and financially feasible: see 2681 Danforth at paragraph 32. However, they argued that the HABU of the lands was high-rise mixed-use development with a minimum FSI of 3.0. Development of this sort was not permitted under the existing zoning, so MPAC argued that a rezoning was reasonably probable as of the valuation day. Ultimately, the Board found that MPAC’s proposed use did not satisfy the legal permissibility prong of the HABU analysis: see 2681 Danforth at paragraph 48. [40] While the Board has given due consideration to the analysis in 2681 Danforth, every case must be considered on its own facts. In this regard, the Board does not accept the Appellant’s submission that MPAC and the City are attempting to re-litigate issues previously decided by the Board and Divisional Court, or that accepting MPAC’s evidence in this case is inconsistent with 2681 Danforth and would constitute an error. [41] The Board notes that, in 2681 Danforth, the Board explicitly considered the 2023 CanLII 80603 (ON ARB)Page 495 of 602 11 ID 183247 totality of the evidence in finding that MPAC did not establish that it was reasonably probable as of January 1, 2016 that the lands would be rezoned for development. While the Board made a finding that three to five years for a rezoning was not the “reasonable development horizon”, this was but one factor that led to the Board’s decision. It was not the determinative factor. The Board explicitly considered the “whole of the evidence” before it: see 2681 Danforth at paragraph 47. In particular, the evidence before the Board included a planning context that supported intensification; however only four properties nearby sold within a relevant timeframe to the 2016 base year, with only three securing post-sale zoning amendment applications for mid-rise development. MPAC’s expert also provided only generalized evidence that “the majority” of developments in downtown Toronto are being rezoned after purchase: see 2681 Danforth at paragraph 42. It is in considering all of these circumstances that the Board determined that “a three to five year timeframe following an application – when there is no evidence of an application either filed or pending, nor evidence of Council’s support for a rezoning – is simply too speculative”: see 2681 Danforth at paragraph 47. [42] The Board took the same approach in Toronto Airways. In that case, MPAC argued the property should be valued using a HABU of development lands for a mixed- use urban village: see Toronto Airways at paragraph 28. The Board found that MPAC failed to prove that rezoning was probable, considering the totality of the evidence including that: a. MPAC’s witness did not provide an assessment of the probability that the appellants would be able to obtain zoning approvals to redevelop the land as high density commercial and residential: see Toronto Airways at paragraph 35. b. There was a planning application made at the time, but MPAC brought no evidence regarding the probability of success in rezoning such as evidence of similar rezoning applications in the municipality, or the use of neighbouring parcels of land: see Toronto Airways at paragraph 39. 2023 CanLII 80603 (ON ARB)Page 496 of 602 12 ID 183247 c. The applicable valuation day was January 1, 2012. The redevelopment of the land was “hoped to be permissible” in 2016 (four years after the valuation day), with actual development starting in 2017 (five years after the valuation day) and a completed project “hoped for” in 2030 (18 years after the valuation day): see Toronto Airways at paragraph 39. There was “a great deal of uncertainty” regarding how the project would proceed: see Toronto Airways at paragraph 39. d. MPAC’s expert did not address the existing structures and regulations on airport lands that would need to be addressed for development to occur: see Toronto Airways at paragraph 40. [43] In Farlinger, the Court of Appeal extensively recited the facts that it considered, as a whole, in determining that there was no reasonable probability of rezoning. [44] In McNally v Etobicoke (City), 2015 CanLII 30373 (ON ARB) (“McNally”), MPAC argued the property should be valued based on a HABU as a high-density development, while the property owners argued it should be valued based on its current use. The property owners had submitted a development application to allow a high-density condominium building on the property, seeking an increase in density from 3.5 to 4.2. MPAC supported its position by relying on that application, a planning report concerning zoning bylaw amendments for two separate abutting sites, and sales of three nearby properties that became or were approved for high density condominium development: see McNally at paragraphs 38 and 41. The existing zoning did not permit a high-density development, and MPAC did not provide an assessment of the probability of a zoning change. Further, the property owners were required to enter individual contracts regarding several issues prior to development, and the evidence was that one of the third Parties was “not in a hurry” to enter into an agreement: see McNally at paragraph 44. It is in this context that the Board decided that, given the “great deal of uncertainty on how the redevelopment will proceed”, it could not find that a rezoning was reasonably probable. 2023 CanLII 80603 (ON ARB)Page 497 of 602 13 ID 183247 [45] In the Subject Appeals, the Board will take the same approach as 2681 Danforth, Toronto Airways, Farlinger, and McNally. The appropriate approach to determining the reasonable probability of a rezoning is to consider the facts as a whole, with no single factor being determinative. [46] At paragraph 22 of their responding submissions on these appeals, the Appellant states that the Board should ask whether “… there is a higher and better use of the property which is permitted by the existing zoning”, suggesting that “this approach minimizes speculation as to future uses of a property.” The Board does not accept that the applicable standard is what use “is permitted by the existing zoning.” As confirmed by the Court of Appeal in Farlinger, when the actual zoning as of the valuation day precludes a particular use, the legal permissibility prong requires asking whether “there is a probability or reasonable expectation”, as of the valuation day, that rezoning would occur. That is the standard the Board will apply. c. MPAC’s proposed HABU [47] On the whole of the evidence, the Board finds that MPAC’s proposed HABU satisfies the legal permissibility prong of the analysis. In this regard, the Board finds that a rezoning to permit a FSI of 6.5 was reasonably probable as of January 1, 2016. In making this finding, the Board accepts and relies on the following evidence: a. Planning documents support intensification and higher density development at the Subject Property, including the Provincial Policy Statement, the Growth Plan for the Greater Golden Horseshoe, and the City of Toronto’s Official Plan. In particular, the Official Plan identifies the Subject Property within Downtown and Central Waterfront, and directs that intensification and growth be directed to that area. The Subject Property is also designated “Mixed Use Area”, designated for a range of commercial and residential uses. Further, the Downtown Tall Buildings: Vision and Supplementary Design Guidelines 2023 CanLII 80603 (ON ARB)Page 498 of 602 14 ID 183247 locates the Subject Property on the section of Yonge Street called a “High Street”, an area appropriate for tall buildings. Tall buildings include a tower- base form, being a tower atop a wider base. Finally, the Subject Property is proximate to the Yonge-University TTC subway line, including Yonge/Bloor which is the busiest subway station in the City of Toronto. Intensification is specifically targeted to areas near public transit. b. In or around 2001/2002, the Appellant had filed a zoning amendment application to develop a 41,077 sq. ft. portion of the lot. This portion of the lot was severed and the Appellant sold it to a different owner in 2005. In 2003, site-specific zoning by-law 101-2003 was enacted and a density of 7.7 times was permitted on this severed portion of the property - as stated by MPAC’s expert, “[b]etween application and approval was less than a year and a half.” This density was increased to an FSI of 8.24 by the Committee of Adjustment, and eventually a single tower of 37-storeys atop an eight-storey base with a GFA of approximately 330,000 sq. ft. was built. This building, immediately adjacent to the Subject Property, is now known as Milan Condos. While what a neighbouring property is approved for, or likely to be approved for, is unlikely to be sufficient evidence on its own that redevelopment of a subject property is reasonably probable, such evidence is weighed, together with all other evidence - when determining whether rezoning is reasonably probable. c. The Board notes the Appellant’s expert’s evidence that the increased density on the Milan Condos property resulted in a decreased density on the Subject Property, such that both properties must be considered at the same time. The Board does not accept this view, noting that the planning staff report to Council explicitly examined the density applicable to the proposed building on the portion of the site to be used for residential use, and determined that a density of 7.7 times compared to the densities of residential development within the surrounding area. Further, the Committee of Adjustment variance 2023 CanLII 80603 (ON ARB)Page 499 of 602 15 ID 183247 to a density of 8.24 occurred after the property had been severed. d. The Board accepts that the Subject Property falls into the height ridge area along Yonge Street, consistent with the City of Toronto’s Site and Area Specific Plan 211 (“SAS 211”). The Board finds that an FSI of 6.5 is reasonable given that SAS 211 indicates that as one moves north from Bloor along Yonge Street, heights are expected to diminish. Milan Condos has a 37-storey tower with an eight-storey base. An FSI of 6.5 would permit multiple configurations of buildings on the Subject Property including towers consistent with a diminishing height ridge. e. There is extensive – in fact, overwhelming – market evidence supporting that a rezoning for higher density is reasonably probable. Of the dozens of property sales near the Subject Property that were referenced by the experts, all had rezoning applications filed seeking approval for densities exceeding as-of-right zoning. While not all applications were approved for the densities sought in the application, all were approved for densities exceeding the as-of- right zoning. Every single property was rezoned for higher densities than those provided for in Zoning By-law 438-86. Without addressing every single sale, the Board highlights the following market evidence: i. The Appellant’s expert analyzed 28 nearby developments. All 28 had rezoning applications filed between December 2008 to December 2016 seeking medium- and high-density development. All 28 requested densities exceeding 5.8. Of these 28 developments, the “approved” GFA following the rezoning application was unknown in 13. The remaining 15 were approved for medium- and high-density development. Three of these 15 were approved for smaller GFAs than proposed in their development applications, but still had FSIs of 17.4, 10.8 and 7.1 respectively. Two of these 15 were approved for the proposed GFAs, resulting in 2023 CanLII 80603 (ON ARB)Page 500 of 602 16 ID 183247 FSIs of 18.7 and 12.6. Perhaps most importantly, nine of these 15 sites were approved for greater densities than were actually proposed in the rezoning applications. Looking at 126 Hazelton Avenue, which the Appellant’s expert opined was the “most comparable” to the Subject Property, it was rezoned to an FSI exceeding 6.1 Notably, this property is in a low-rise area with more restrictive planning policies in place than those applying to the Subject Property. ii. MPAC’s expert analyzed over 60 individual sales of 27 different development sites near the Subject Property. In every case, zoning amendment applications were filed to seek allowances far more than the as-of-right zoning in place at the time of sale. In every case, zoning amendments exceeding the as-of-right zoning were granted by either the City or the Ontario Municipal Board/Ontario Land Tribunal. [48] Overall, the Board finds that the evidence shows there has been a significant number of properties situated within reasonable proximity to the Subject Property which have been sold as mixed-use development properties with higher density zoning granted following the sale. In this context, the Board is satisfied there is a reasonable probability of rezoning at the Subject Property as of January 1, 2016 to permit the development contemplated in MPAC’s proposed HABU. [49] In making its findings, the Board gives no weight to evidence that the Appellant filed a zoning amendment application relating to the Subject Property in 2022, nor does the Board give weight to a planning report prepared in August 2022 that proposes a 1 The experts disagreed regarding the FSI of 126 Hazelton Avenue. The Appellant’s expert stated at the hearing that the allowed density was 6.18. MPAC’s expert stated that 126 Hazelton has a site area of 3042 sq.ft; that the development proposal includes 128 Hazelton, with the combined site area being 9,495 sq. ft.; and that by-law 1265-2016 approved a GFA of 62,000 sq. ft. for the development, resulting in an approved FSI of 6.53. 2023 CanLII 80603 (ON ARB)Page 501 of 602 17 ID 183247 high-density mixed-use development on the Subject Property with a large podium and two residential towers at 49 and 41 storeys respectively (the “Bousfields Report”). In the zoning amendment application, the Appellant sought an FSI of 8.8 with a total GFA of approximately 1,028,000 sq. ft. In the circumstances of this case, the Board finds the application and the Bousfields Report are too far removed from the valuation day to be reliable indicators of what was reasonably probable as of January 1, 2016. [50] In addition, the Board gives no weight to the evidence that the Subject Property’s 2012 assessment was returned at its land value using an FSI of 6.5, cited by MPAC as a fact in support of its HABU. The previous returned assessment is not relevant to what was reasonably probable with respect to a rezoning as of January 1, 2016. [51] The Appellant has argued extensively that a rezoning was not reasonably probable “within a reasonable timeframe”, relying on 2681 Danforth. The Board has given due consideration to 2681 Danforth and finds as follows: a. First, as the Board has stated above, the entire context must be considered. Most notably, the evidence is that dozens of properties surrounding the Subject Property were approved for development exceeding the as-of-right zoning, including Milan Condos immediately adjacent to the Subject Property. On this fact alone, the circumstances are different than what was before the Board in 2681 Danforth, Toronto Airways and McNally. b. Second, the evidence in this case regarding the development timeline is slightly different than 2681 Danforth, Toronto Airways and McNally, in the sense that there is evidence that the Milan Condos rezoning happened in under two years from application. To be clear, the Board does not find that there is a specific window of time that renders a rezoning reasonably probable – for instance, the Board does not take the view that three to five 2023 CanLII 80603 (ON ARB)Page 502 of 602 18 ID 183247 years is unreasonable, but two years is reasonable. However, on the facts of this case, weighing all the evidence including the overwhelming evidence that dozens of developments in the vicinity of the Subject Property were approved for higher densities than the as-of-right zoning, the Board is satisfied that rezoning was reasonably probable. [52] To find that MPAC’s proposed HABU is legally permissible, the Board is required to determine the reasonable probability of a rezoning to a density of at least 6.5 as of January 1, 2016. Considering all of the circumstances and the evidence cited at paragraph 47 above, the Board finds that it is reasonably probable. This is not inconsistent with previous Board decisions, but rather entirely consistent with the Board’s approach of addressing each case on its own facts. In this case – relying on all of the information cited above, weighed together with no single fact being determinative – the Board is satisfied that it is reasonably probable that a rezoning to permit a density of at least 6.5 would occur. Therefore, MPAC’s proposed HABU satisfies the legal permissibility criterion. Financial Feasibility [53] In its post-hearing written submissions, the Appellant argues that MPAC has not proven that its HABU is financially feasible. [54] The Board notes that, at the hearing of the Subject Appeals, neither Party nor expert disputed that high-rise mixed-use redevelopment of the Subject Property was financially feasible. [55] The Appellant’s position is inconsistent with its own expert’s evidence. At paragraph 41 of his report, the Appellant’s expert stated: Based on the number of tall building developments in the area, any medium- and high-density residential use would likely turn out a positive 2023 CanLII 80603 (ON ARB)Page 503 of 602 19 ID 183247 cash flow. Given the high density of residential uses in the area, it is likely that most commercial and retail uses would turn out a positive cash flow. Mixed retail and residential use would also likely turn out a positive cash flow, based on the number of mixed-use development proposals (emphasis added). [56] The Board accepts the Appellant’s expert’s evidence in this regard. [57] The Board finds that MPAC’s proposed HABU satisfies the financial feasibility criterion for the following reasons: a. First and foremost, both experts agreed that medium and high-density residential use would be financially feasible. b. MPAC’s expert provided uncontested evidence that the projected sales revenue from constructed units in Yorkville and along Yonge Street as of January 1, 2016 was roughly $816 per sq. ft. after adjusting for square footage lost to common areas, stairwells, and so on. He opined that this would exceed land and building costs (estimated at a high end of $760 per sq. ft.) and therefore development was financially feasible. c. MPAC’s expert also provided evidence of property sales in the Yorkville area and along the Yonge corridor, reflecting that 7,589 new condominiums were brought to market between April 2014 and September 2019 with a median number of sold units per development of 97%. This is a sufficient range on either side of the valuation date to infer demand after January 1, 2016 in the Subject Property’s market area. d. Finally, MPAC’s expert also provided extensive evidence of property sales in the same area as the Subject Property, including focusing on his 15 “most similar” sales in the time frame between 2011 and 2019. While the Board is not making a determination as to whether these 15 properties are 2023 CanLII 80603 (ON ARB)Page 504 of 602 20 ID 183247 comparable for the purpose of determining the specific quantum of the current value of the Subject Property (this determination will occur in the Board’s analysis of Issue 2, below), the Board considers that this evidence is sufficient for the purposes of determining whether there is market demand for medium and high-density mixed use development properties in the area of the Subject Property. The Board finds that MPAC’s evidence indicates that properties in the vicinity of the Subject Property have been sold as development properties for at least these eight years, reflecting a relatively stable market demand during the relevant time. The Board finds that this evidence supports the conclusion that medium and high-density mixed-use development properties were being bought and sold before and after the January 1, 2016 valuation day. Put another way, the evidence shows that demand for medium and high-density mixed-use properties was not satisfied by existing properties in the market area of the Subject Property as of the valuation day. e. As noted above, the experts referenced dozens of sales and, in each instance, development applications were filed seeking rezoning for higher densities. While the outcome of each application is not known for every sale, in each case where the outcome was known, the properties were zoned for higher densities than in their as-of-right zoning. The Board finds there is a preponderance of sales evidence in this case, from the same market area as the Subject Property, to support a trend analysis and infer that properties are being bought and sold for medium and high-density development and that MPAC’s proposed HABU is financially feasible. [58] Accordingly, the Board finds that both Parties have established that their proposed HABU is financially feasible. 2023 CanLII 80603 (ON ARB)Page 505 of 602 21 ID 183247 Maximally Productive [59] The Parties agreed that the Subject Property’s current state as a large format retail store and gas bar is an underutilization of the property. The experts provided extensive evidence on value, based on their proposed HABUs. The Board will make findings respecting value later in this decision. However, considering the expert evidence on value based on the Parties’ respective HABUs (MPAC at over $100,000,000 and the Appellant at $30,000,000) the Board finds that development in accordance with MPAC’s proposed HABU would be the maximally productive use. Conclusion Respecting HABU [60] The Board finds that the HABU of the Subject Property is mixed-use development at a minimum FSI of 6.5, which would result in a total buildable GFA of 764,478 sq. ft. Issue 2 – What is the correct current value of the Subject Property for the January 1, 2016 valuation day? [61] Having determined the HABU is mixed-use development at a minimum density reflected in the FSI of 6.5 resulting in a total buildable GFA of 764,478 sq. ft., the Board must now determine the current value of the Subject Property based on that HABU. Evidence and Submissions of the Parties [62] The Parties agree that the Subject Property should be assessed based on its land value. The Parties agree that the Direct Sales Comparison approach is the appropriate valuation methodology. They disagree on the appropriate rate to apply. More specifically, they disagree on which property sales should be included in the analysis to determine the appropriate rate per buildable sq. ft., and how the sale prices should be adjusted to develop that rate. 2023 CanLII 80603 (ON ARB)Page 506 of 602 22 ID 183247 [63] Given the significant volume of evidence provided to the Board, the Board will only summarize the evidence that is most relevant to its analysis. MPAC’s Evidence and Expert Opinion of Value [64] MPAC’s expert proposed a rate per sq ft. of buildable GFA of $145. [65] In support of this value, he reviewed over 60 sales consolidated to 32 assemblies that occurred between February 2011 and May 2019 along the Yonge Street corridor and in Yorkville near the Subject Property. 19 of these sales were sold with an as-of- right FSI of 3.0 or lower. With limited exceptions, MPAC’s expert relied on sales where development applications, including zoning bylaw amendment applications, were filed after the sale. MPAC’s expert then narrowed his sales to the 15 “most similar” sales and divided the time-adjusted sale prices by the approved GFA after post-sale zoning bylaw amendment applications. He also applied location adjustments to address inferior or superior locations. This resulted in a mean rate/sq. ft. of buildable GFA of $145 and a median rate of $149. 2023 CanLII 80603 (ON ARB)Page 507 of 602 23 ID 183247 MPAC’s Sales Evidence2 - 15 “Most Similar” Sales Address Sale Date Time Adjusted Sale Price Lot Size in Sq. Ft. Approved GFA Following Zoning Amendment Application Rate Per Sq. Ft. Buildable Rate Per Sq. Ft. Buildable with Adjustment 50 Cumberland February 2011 $161,096,040 50,094 911,905 $177 $159 2131 Yonge, 32 Hillsdale Ave and 29-31 Soudan Ave October 2011 $64,009,200 69,513 549,766 $116 $140 581 Bloor St W November 2013 $90,000,000 151,028 867,172 $104 $125 20 Edward February 2014 $63,345,000 32,000 512,095 $124 $124 826-834 Yonge Street October 2014 $53,586,000 15,376 317,535 $169 $169 1521 Yonge August 2015 $25,268,100 18,359 186,895 $135 $149 363-385 Yonge Street February 2016 $155,172,414 Not provided 1,017,189 $153 $153 21 Yorkville Ave January 2018 $18,243,902 8,968 139,452 $131 $118 1507 Yonge Street May 2016 $12,015,311 8,987 91,488 $131 $144 8-10 Price St, 5 Scrivenor Square June 2016 $40,758,294 35,358 256,181 $159 $159 50 Cumberland June 2017 $188,421,053 63,106 1,148,724 $164 $148 11 Yorkville Ave August 2017 $30,508,475 13,402 208,401 $146 $161 836-848 Yonge Street January 2012 to August 2013 $54,491,440 23,384 437,014 $125 $125 50 Charles Street East September 2012 $75,363,020 32,015 495,140 $152 $152 2400-2444 Yonge and 35 Roselawn Avenue January 2015 to May 2017 $81,145,711 87,557 589,309 $138 $158 Median $149 Average $145 2 Information compiled from Exhibit 2, “Current Value Assessment Report, 835 and 839 Yonge Street, Toronto” by Blake Brown dated March 6, 2019 at pp. 49 and 51. 2023 CanLII 80603 (ON ARB)Page 508 of 602 24 ID 183247 [66] MPAC’s expert then applied the rate of $145 per sq. ft. to the GFA of 764,478 sq. ft. (which he derived by multiplying the FSI of 6.5 by the total lot area of 117,612 sq. ft.) and determined a total current value of $110,849,000 (rounded). [67] MPAC’s expert also provided evidence regarding a third-party review of market rates per buildable sq. ft. in Toronto performed by MCAP, an independent mortgage finance company. According to MCAP’s “Lot and Land Value Report” for fall 2015 ending November 27, 2015, the going market rate per buildable sq. ft. for the Subject Property’s neighbourhood of Bloor Yorkville is $135 to $145. MPAC’s expert confirmed that his proposed rate of $145 per buildable sq. ft. is in line with that range. [68] The City did not provide the Board with expert evidence, but supported MPAC’s position. Appellant’s Evidence and Expert Opinion of Value [69] After noting his opinion that there were no sales of similar land in comparable locations with comparable lot sizes and/or comparable density, the Appellant’s expert ultimately relied on five land sales/assemblies that occurred near the Subject Property between 2012 and 2016, with a size range from 0.1 to 1.5 acres. The Appellant’s expert opined that the dearth of market data required significant adjustments to align with the Subject Property (“far greater than what is typically warranted or accepted”). He then applied several adjustments to these land sales/assemblies, including adjustments for time, size, location, and development applications. 2023 CanLII 80603 (ON ARB)Page 509 of 602 25 ID 183247 Appellant’s Sales Evidence3 Address Sale Date Sale Price Lot Size in Acres Rate Per Acre with Adjustments for Time, Size, Development Application and Location Buildable GFA Rate Per Sq. Ft. Buildable with Adjustments for Time, Size, Development Application and Location 9-11 Scollard Street and 874-878 Yonge Street July 2015 $13,000,0004 0.1165 $14,274,300 190,050 $64 50-64 Charles Street East and 61 Hayden Street March and December 2013, January 2014 $50,449,999 1.049 $9,458,164 558,200 $95 33-49 Avenue Road and 140, 122-150 Yorkville Avenue January 2012 and November 2013 $54,218,000 0.55 $12,279,647 341,040 $146 109-111 Pears Avenue and 183- 189 Avenue Road May 2016 $15,350,000 0.29 $8,026,801 81,386 $93 159 Wellesley Street East February 2015 $15,900,036 0.353 $7,004,498 248,593 $87 [70] After adjustments, the Appellant’s expert determined a median rate per acre of $9,458,164 and a median rate per buildable sq. ft. of $93. He confirmed that, given the range of values, the most probable price lies between $25,000,000 and $34,000,000, while the irregular shape of the lot would push the most probable value to the downward end of the range. Ultimately, the Appellant’s expert proposed a rate per sq. ft. buildable of $92. He applied this rate to 323,640 buildable sq. ft. for a current value of $29,774,000 or $30,000,000 rounded. 3 Information compiled from Exhibit 6, “Retrospective Consulting Report For: 835 and 839 Yonge Street, Toronto” by Charles Johnstone dated October 31, 2019. 4 878 Yonge sold for an undisclosed price, making the total purchase price for the assembly unknown. 5 Not including 878 Yonge 2023 CanLII 80603 (ON ARB)Page 510 of 602 26 ID 183247 Findings on Issue 2 Appellant’s Expert’s Opinion of Current Value [71] The Board does not accept the Appellant’s expert’s ultimate opinion of current value at $30,000,000, primarily because the Appellant’s expert based his opinion on a buildable GFA of 323,640 sq. ft. The Board has found this does not reflect the HABU of the Subject Property. The Board finds that the evidence indicates that the sale price negotiated by a willing seller and buyer would be based on a projected development density that is higher than the as-of-right zoning. Excluded Sales [72] The Board accepts the approach proposed by MPAC’s expert of relying on sales with similarly zoned as-of-right densities to the Subject Property at the time of sale with higher densities approved as part of a post-sale rezoning. Not only does this approach ensure an element of comparability between the proposed sales and the Subject Property, but it avoids the necessity of having to apply an adjustment for development applications. For this reason, the Board does not accept the 2017 sale of 50 Cumberland Street and 363-385 Yonge Street (both relied on by MPAC’s expert), or the sale of 33-49 Avenue Road and 140, 144-150 Yorkville Road (relied on by the Appellant’s expert), as the evidence shows there were development applications filed or approved before these transactions occurred. [73] The Board will not rely on the development at 50-64 Charles Street East and 61 Hayden Street (relied on by both experts). Although both experts used this sale in their analyses, they calculated different rates per buildable sq. ft. because they used different sale dates. The sale dates for this assembly matter for two reasons: first, for the time adjustment; and second, for determining whether the zoning bylaw amendment application, which was filed in July 2013, occurred before or after the sales. As noted 2023 CanLII 80603 (ON ARB)Page 511 of 602 27 ID 183247 above, the Board has determined that it will only consider sales where zoning bylaw amendment applications were filed after the sale. Ultimately, neither party’s expert satisfied the Board regarding the applicable sale dates for this assembly. Since the Board cannot be certain of the sale dates and, therefore, whether the development application was filed before or after the sales, the Board will not rely on 50-64 Charles Street East and 61 Hayden Street. [74] The Board will not rely on the development at 9-11 Scollard Street and 874-878 Yonge Street (relied on by the Appellant’s expert in his analysis) for the following reasons: a. Both experts agreed that i) the final sale price of the entire assembly was unknown; ii) the purchase price appeared to capture a highly speculative density, as a post-sale zoning bylaw amendment application filed in June 2016 sought a 59-storey residential tower with a 7-level underground parking garage with an FSI of 37.5; and iii) it is a clear outlier. b. The Appellant’s expert opined in his report that this sale should only be used “with caution”. However, he used this sale equally alongside the others in determining his proposed rate, without any “caution” applied. [75] The Board will not rely on 159 Wellesley Street East (relied on by the Appellant’s expert in his analysis) for the following reasons: a. The Appellant’s expert opined that the property has many differences to the Subject Property including that it is in the inferior neighbourhood of St. James Town; that it is an “Apartment Neighbourhood” in the Official Plan compared to the “Mixed Use” designation of the Subject Property; and that there were requirements that a number of units be sold at below market rates. The Board accepts this evidence. The Appellant’s expert indicated that “[a]ll of this 2023 CanLII 80603 (ON ARB)Page 512 of 602 28 ID 183247 combined makes this Comparable Land Sale a secondary indicator of value.” However, the Appellant’s expert did not define what a “secondary indicator of value” actually means for his analysis, nor is there any indication that the Appellant’s expert ultimately treated 159 Wellesley Street East as a “secondary indicator of value”. In fact, he relied on it equally with the other sales in his analysis. b. The Appellant’s expert opined that there should be an upward adjustment made to the $87 per sq. ft. buildable, but then did not perform that adjustment. The Appellant’s expert attempted to address this critique in examination when he stated that his conclusion of value of $92 per sq. ft. buildable was higher than $87. The Board is not satisfied by this explanation for the expert’s failure to make the adjustment. c. The Appellant’s expert report identifies that 159 Wellesley Street East was zoned “Residential” at the time of sale, which is different than the Subject Property’s mixed-use zoning designation. There was little discussion or analysis relating to whether an adjustment was necessary due to this difference. [76] The Board will not rely on 109 to 111 Pears Avenue and 183 to 189 Avenue Road (relied on by the Appellant’s expert), 20 Edward Street, 826-834 Yonge Street, 1521 Yonge Street, 21 Yorkville Avenue, 1507 Yonge Street, 8-10 Price Street/5 Scrivenor Square, 11 Yorkville Avenue, 836-848 Yonge Street, and the 2011 sale of 50 Cumberland (all relied on by MPAC’s expert) because these properties are significantly smaller than the Subject Property’s 2.704 acres. MPAC’s expert opined that a size adjustment is not warranted to any sales, while the Appellant’s expert testified that there is a significant difference in rates for small properties compared to larger properties. To alleviate the need for any size adjustment, the Board excludes these properties on the basis that they are simply not comparable to the Subject Property in terms of size. 2023 CanLII 80603 (ON ARB)Page 513 of 602 29 ID 183247 Reliable Sales Evidence [77] This leaves i) 581 Bloor Street West; ii) 2131 Yonge Street, 32 Hillsdale Avenue and 29-31 Soudan Avenue; and iii) 2400-2444 Yonge Street and 35 Roselawn Avenue (relied on by MPAC’s expert). [78] The Board finds these sales are sufficiently comparable to the Subject Property and will rely on them for the following reasons: a. With respect to 581 Bloor Street West, the assembly is of comparable size to the Subject Property, albeit slightly larger at over 3 acres in size. The zoning at the time of sale allowed for a total GFA of roughly 377,555 sq. ft. buildable based on an average site density of 2.5, which is comparable to the as-of-right zoning at the Subject Property. Applications were filed in July 2015, and approval was granted in April 2017 for an 844,428 sq. ft. development. It sold roughly two years and one month ahead of the valuation day, which could be considered too far removed from the valuation day to be a reliable indicator of market value. However, given the dearth of sufficiently comparable properties for the purposes of determining current value, the fact that the experts agree on a 1% market adjustment prior to January 1, 2016, and the other elements of comparability with the Subject Property, in this instance the Board will accept and rely on this sale. b. With respect to 2131 Yonge Street, 32 Hillsdale Avenue and 29-31 Soudan Avenue, it is almost 1.6 acres in size and was zoned to permit mixed-use development with a maximum density of 3 times, as was the Subject Property. The zoning by-law amendment application was filed in January 2013, and eventually a development was approved with a final total GFA of 549,766 and a FSI of 7.91. It sold in October 2011, over four years ahead of the valuation day, which could be considered too far removed from the 2023 CanLII 80603 (ON ARB)Page 514 of 602 30 ID 183247 valuation day to be a reliable indicator of market value. However, given the dearth of sufficiently comparable properties for the purposes of determining current value, the fact that the experts agree on a 1% market adjustment prior to January 1, 2016, and the other elements of comparability with the Subject Property, in this instance the Board will accept and rely on this sale. c. With respect to 2400-2444 Yonge Street and 35 Roselawn Avenue, this assembly is the closest in size to the Subject Property, forming a 2.058-acre parcel. Sales occurred between January 2015 and May 2017, relatively close to the valuation day. A development application was filed in June 2017 seeking a GFA of 565,433 sq. ft. with a FSI of 6.34. This application was refused by the City. It was appealed to the Ontario Land Tribunal, but no decision was issued at the time of MPAC’s report. Following Official Plan Amendment 405 issued on June 5, 2019, which increased the height allowances of several districts in the Yonge and Eglinton development node, a revised application seeking an increased GFA of 589,309 sq. ft. with a FSI of 6.61 was filed in 2019. MPAC’s expert relied on a GFA of 589,309 with a FSI of 6.61 based on the 2019 application but did not provide any further information regarding the status of this application, including whether the proposed GFA was ultimately approved. Although there is no evidence in the record to substantiate whether this proposed 589,309 sq. ft. GFA was approved, the Board finds that it is likely it would have been approved on the basis of OPA 405 and therefore it is reasonable to use the proposed GFA of 589,309. Given the dearth of sufficiently comparable properties for the purposes of determining current value, and the numerous elements of comparability between this sale and the Subject Property, the Board accepts and relies on this sale. Applicable Rates and Adjustments a. 581 Bloor Street West 2023 CanLII 80603 (ON ARB)Page 515 of 602 31 ID 183247 [79] MPAC’s expert report states that the time-adjusted sale price of 581 Bloor Street West is $90,000,000, producing a rate per sq. ft. buildable of $101 based on the rezoned GFA. The rezoned GFA, stated on page 92 of the expert’s report, is 844,428 sq. ft. However, on the chart on page 50 of MPAC’s expert report (replicated in this Decision at paragraph 65), he used a rezoned GFA of 867,172 to determine a time- adjusted rate per sq. ft. buildable of $104 (90,000,000 / 867,172 = 103.79). The Appellant’s expert stated in his reply report that approval was granted in April 2017 for a 844,428 sq. ft. development, which is consistent with page 92 of MPAC’s expert report. Therefore, the Board finds that the buildable GFA that should be used is 844,428 sq. ft. [80] When the Board performs the arithmetic based on the 844,428 sq. ft. of approved GFA, the Board determines a time-adjusted rate per sq. ft. buildable of $107 (rounded): $90,000,000 / 844,428 = 106.58. [81] Both experts agreed that this site is in an inferior location to the Subject Property. MPAC’s expert applied an upward location adjustment of 20% to a time-adjusted rate per sq. ft. buildable of $104, arriving at a rate per sq. ft. buildable of $125, adjusted for time and location. [82] The Appellant’s expert disputed this adjustment, although he did not propose a revised rate. He challenged the location adjustment on two grounds: a. The website condos.ca shows that this area sells for 12.32% less than the Subject Property’s neighbourhood; and b. A comparison between a whole neighbourhood and a specific development is not a sufficient indication of value to derive a locational adjustment. [83] The Board does not accept the Appellant’s expert’s challenge to the location adjustment applied by MPAC’s expert. First, the Appellant’s expert did not substantiate his statement that condos.ca suggests the area sells for 12.32% less despite MPAC’s expert being unable to replicate that data. Second, MPAC’s expert did not derive his 2023 CanLII 80603 (ON ARB)Page 516 of 602 32 ID 183247 adjustment from only one development. He explained his location adjustment starting at page 116 of his expert report, noting that he used data from condos.ca and used Milan Condos, 77 McMurrich Street, 21 Scollard Street and 8 Scollard Street as proxies for the Subject Property. The Board accepts MPAC’s expert evidence respecting location adjustment. [84] Applying a 20% location adjustment to a time-adjusted sale price of $107, the Board determines a rate per buildable sq. ft., adjusted for time and location, of $128 (rounded): i) 107 x 0.2 = 21.4 ii) 107 + 21.4 = 128.40 b. 2131 Yonge Street, 32 Hillsdale Avenue and 29-31 Soudan Avenue [85] MPAC’s expert determined a time-adjusted sale price of $64,009,200. He divided this by the approved buildable GFA of 549,766 to result in a time-adjusted rate per sq. ft. buildable of $116. He then applied an upward adjustment of 20% for location to arrive at a rate per buildable sq. ft. of $140. [86] The Appellant’s expert disputed this location adjustment, stating it is unclear how MPAC’s expert derived this adjustment and that condos.ca data suggests that this area historically sold for 12% less than the Subject Property’s area. [87] The Board does not accept the Appellant’s expert’s challenge to the location adjustment applied by MPAC’s expert, for the same reasons outlined above in relation to 581 Bloor Street West. The Board also accepts MPAC’s location adjustment for the same reasons. [88] Applying a 20% location adjustment to a time-adjusted sale price of $116, the Board determines a rate per buildable sq. ft., adjusted for time and location, of $139 2023 CanLII 80603 (ON ARB)Page 517 of 602 33 ID 183247 (rounded): i) 116 x 0.20 = 23.2 ii) 116 + 23.2 = 139.20 c. 2400-2444 Yonge and 35 Roselawn Avenue [89] MPAC’s expert determined a time-adjusted sale price of $81,145,711. He divided this by a GFA of 589,309, which is the GFA sought in the revised application filed in 2019. This resulted in a time-adjusted rate per sq. ft. buildable of $138. He then applied an upward adjustment of 15% for location, to arrive at a rate per buildable sq. ft. of $158. [90] The Appellant’s expert disputed this location adjustment, although he did not propose a revised rate. He challenged it on the basis that MPAC’s expert did not explain the basis for the adjustment. He noted that per condos.ca, the average price of condominium units in the Yonge and Eglinton neighbourhood was just under a 6% discount when compared with the neighbourhood in which the Subject Property is located. [91] For the same reasons outlined above in relation to 581 Bloor Street West, the Board does not accept the Appellant’s expert’s challenge of MPAC’s location adjustment. For the same reasons, the Board accepts MPAC’s location adjustment. [92] Applying a 15% location adjustment to a time-adjusted sale price of $138, the Board determines a rate per buildable sq. ft., adjusted for time and location, of $159 (rounded): iii) 138 x 0.15 = 20.7 iv) 138 + 20.7 = 158.7 2023 CanLII 80603 (ON ARB)Page 518 of 602 34 ID 183247 Final Calculation of Current Value [93] The Board finds that the adjusted rates per square foot buildable of the comparable properties are $128, $139, and $159 respectively. The median rate is $139. [94] The reasonableness of a $139 per sq. ft. buildable rate is reinforced by the fact that it is within the range identified by MCAP of $135 to $145 for the Bloor Yorkville neighbourhood for the period ending November 27, 2015. [95] Applying a rate per sq. ft. of $139 to a 764,478 sq. ft GFA buildable, which the Board has determined is the HABU of the Subject Property, results in a current value of $106,262,000 (rounded): 139 x 764,478 = 106,262,442. [96] The Board finds that the correct current value of the Subject Property is $106,262,000. Issue 3 – Should a reduction in the current value be made to make it equitable with the assessments of similar lands in the vicinity? Applicable Law [97] Section 44(3)(b) of the Act requires that the Board have reference to the assessments of similar lands in the vicinity of the Subject Property and, if there is evidence of an inequity, lower the correct current value to an equitable assessment. Evidence and Submissions of the Parties [98] The Appellant did not identify or explicitly advance evidence to support an equitable reduction, nor did they provide submissions on this issue. 2023 CanLII 80603 (ON ARB)Page 519 of 602 35 ID 183247 [99] MPAC’s expert provided an assessment to sale ratio (“ASR”) analysis of 12 of the 15 “most similar sales” used in its report. MPAC derived an ASR for each property by dividing the returned current value assessment for January 1, 2016 by the time-adjusted sale price of each property. MPAC determined a median time-adjusted ASR of 0.92 for the 2017 taxation year and 0.94 for the 2018 and 2019 taxation years. An ASR of 0.92 and 0.94 suggests that similar properties in the vicinity to the Subject Property are generally assessed 8% and 6%, respectively, less than their time-adjusted sale prices. [100] In its written submissions following the hearing, MPAC submits that its proposed current value of $110,849,000 (based on an FSI of 6.5 at the development rate of $145 per sq. ft. buildable) should receive an equitable reduction of 6% based on an ASR of 0.94, to set an equitable current value of $104,866,000. MPAC submits that in all other circumstances, there should be no adjustment for equity. Findings on Issue 3 [101] While the Appellant did not raise the issue of an equitable adjustment, this Board has held that it has a statutory duty to consider whether an equitable adjustment is required pursuant to s. 44(3)(b) of the Act regardless of whether the parties have raised it as an issue in dispute. In this instance, the Board must determine whether it has sufficient evidence before it to determine whether an equitable adjustment is required and, if there is sufficient evidence, decide whether it supports a reduction in the current value. [102] The Board finds that it does not have sufficient evidence to support an equitable reduction in this case. In the circumstances, only MPAC has identified evidence on which the Board may consider equity. The Board is not satisfied that MPAC’s ASR study, with a sample size of 12 properties, is enough in these circumstances for the Board to determine whether the Subject Property is being equitably assessed compared to similar properties in the vicinity. 2023 CanLII 80603 (ON ARB)Page 520 of 602 36 ID 183247 [103] For this reason, the Board finds that an equitable adjustment is not required by s. 44(3)(b) of the Act. CONCLUSION [104] Accordingly, the Board finds: a. The HABU of the Subject Property is mixed-use development at a FSI of 6.5 resulting in a total buildable GFA of 764,478 sq. ft. b. For the January 1, 2016 valuation day, the correct current value of the Subject Property is $106,262,000. c. An equitable adjustment is not required by s. 44(3)(b) of the Assessment Act, R.S.O. 1990, c. A.31 (the “Act”), resulting in a final determination of value of $106,262,000. ORDER [105] The Board orders that the assessment of the Subject Property be increased to a current value of $106,262,000 for all taxation years under appeal. [106] The Parties are directed to confer with one another and, within 15 days of this Decision being issued, advise the Board of their positions regarding the allocation of this value as between the roll numbers for each taxation year under appeal. "Carly Stringer" CARLY STRINGER MEMBER Assessment Review Board Website: www.tribunalsontario.ca/arb 2023 CanLII 80603 (ON ARB)Page 521 of 602 Tribunals Ontario Tribunaux décisionnels Ontario Assessment Review Board Commission de révision de l’évaluation foncière ISSUE DATE: November 08, 2024 FILE NO.: WR 185793 Assessed Person(s): Canadian Niagara Hotels Inc. Appellant(s): Canadian Niagara Hotels Inc. Respondent(s): Municipal Property Assessment Corporation Region 18 Respondent(s): City of Niagara Falls Property Location(s): 5685 Falls Avenue Municipality(ies): City of Niagara Falls Roll Number(s): 2725-030-002-04000-0000 Appeal Number(s): See Schedule A Taxation Year(s): See Schedule A Hearing Event No.: 782771 Legislative Authority: Sections 33 and 40 of the Assessment Act, R.S.O. 1990, c. A.31 APPEARANCES: Parties Representative/Counsel Canadian Niagara Hotels Inc. Mark Blidner Municipal Property Assessment Corporation Francis X. Shea City of Niagara Falls John O’Kane HEARD: February 26 to 29, 2024 by video conference ADJUDICATOR(S): Dan Weagant, Member DECISION 2024 CanLII 110829 (ON ARB)Page 522 of 602 2 WR 185793 OVERVIEW [1] Canadian Niagara Hotels Inc. (“CNHI”, the “Appellant”) has appealed to the Assessment Review Board (the “Board”) the omitted assessments made under s. 33 of the Assessment Act, R.S.O. 1990, c. A.31 (the “Act”), applied by the Municipal Property Assessment Corporation (“MPAC”) to the property at 5685 Falls Avenue, in the City of Niagara Falls (the “subject property”) for the 2015, 2016 and 2017 taxation years. The Appellant has also appealed the annual property assessment applied by MPAC for the 2017 taxation year under s. 40 of the Act. Pursuant to section 40(26) of the Act, the Appellant is deemed to have brought the same appeals for the 2018 to 2024 taxation years. [2] MPAC originally applied a 2016 current value assessment (“CVA”) of $42,328,000 to the subject property. Over time, since the appeals were launched by the Appellant, MPAC revised its position on the current value of the subject property to $26,502,000. Through the same process, MPAC altered its approach to value when it amended its response to the appeals, first by changing the approach to value of the waterpark from the cost approach to the income approach and second, by removing the omitted assessments previously applied for the 2015, 2016 and 2017 taxation years. [3] The Appellant’s position is that MPAC’s revised position is still too high and therefore, incorrect. The Appellant believes the correct current value of the subject property is correctly determined by first applying the income approach to the property or, by deriving a current value based on the Highest and Best Use (“HABU”) of the property as vacant land. The Appellant’s position on current value based on these two approaches is between $5,520,000 and $6,282,000. The Appellant agrees with MPAC that there should be no value attributed to the waterpark feature because its value, as determined by its income, is ‘subsumed’ in the assessments of the four hotels and the casino property that are all part of the same business enterprise. 2024 CanLII 110829 (ON ARB)Page 523 of 602 3 WR 185793 [4] The City of Niagara Falls (the “City”) believes the assessments returned by MPAC are too low and require an increase for them to be considered correct. The City’s position is that the correct approach to determining the current value of the waterpark is the cost approach and that the current value of the parking structure is correctly derived by applying the income approach to value. The City’s position of the current value of the subject property is $62,207,000 for the 2017 through 2024 taxation years and $15,317,000 for the omitted assessments of the 2015 and 2016 taxation years. Background [5] The subject property is unique in its physical characteristics and in its relationship with other properties in the area as part of a business enterprise. This enterprise, referred to by the Parties throughout the proceeding as a Resort, includes four hotels, a casino and the subject property. The Appellant owns all of the properties identified in the Resort. CNHI leases the casino property to a casino operator. [6] The subject property is a six-level parking structure with 1,606 parking spaces. It was originally constructed in the 1990s to provide parking for the four hotels in the Resort, the casino operation and for visitors to Niagara Falls who were there for the day or who were staying in other hotels in the area. [7] In 2005, a waterpark was added to the roof of the structure. This waterpark has continued operation since and is one of the amenities of CNHI’s Resort complex. [8] Each of the elements of the Resort is assessed separately. The Board heard that the assessments of the four hotels were also appealed and that those appeals had been resolved through negotiated settlements in three cases and a withdrawal of the fourth. The casino assessment was not appealed. [9] For the 2015, 2016 and 2017 taxation years, MPAC applied omitted assessments 2024 CanLII 110829 (ON ARB)Page 524 of 602 4 WR 185793 to the subject property to reflect the additional value of the waterpark addition on the top of the subject structure that had not been captured in earlier assessments. [10] Both MPAC and the Appellant submit that a significant portion of the revenue received from the waterpark is captured in the revenue / expense reporting of the Resort hotels. They submit further that the revenue generated by the waterpark was assessed when the appeals on the Resort hotels were settled. For that reason, MPAC amended its cost approach to the valuation of the waterpark component and adopted the income approach to value for both the waterpark and the parking garage components of the property. [11] The Appellant submits that the operating agreements with the casino operator for parking at the subject property evolved over time and, for the years under appeal, there was no parking revenue from the casino. With regard to the waterpark, the Appellant considers that part of the Resort to be a ‘loss leader’ attraction; the sole function of which is to attract visitors to the Resort hotels and that it operates at a loss. [12] The Appellant also submits that the revised annual assessment applied by MPAC for the 2018 taxation year (subsequently deemed for 2019 through 2024) was not properly made and that its consideration ought not be made by the Board. Alternatively, the Appellant submits the assessment of the subject property could be established through either the income approach to value or the direct comparison approach to value. [13] MPAC derives the current value of the parking garage by attributing revenue from casino parkers, daily parkers, guests of the Resort hotels and other hotels in the area. For the waterpark, MPAC submits that the best approach to valuation is the income approach. [14] The City disagrees and submits that the Board cannot simply ignore revenue attributable to the subject property and further that the circumstances present indicate 2024 CanLII 110829 (ON ARB)Page 525 of 602 5 WR 185793 missed assessment as it relates particularly to revenue that is correctly attributed to the subject parking garage and waterpark components. Areas of Agreement [15] The Parties agree on the physical components of the subject property and the relationship the subject property has with the other properties in the Resort. [16] The Parties also agree on the data related to the parking garage usage, occupancy and income and expenses, although they disagree on the interpretation of that data for their respective positions of current value. [17] The Parties agree that the current value assessment of the subject property is apportioned between the Commercial property class, with some components of the waterpark Exempt from taxation by regulation. Issues for the Hearing [18] This case is ultimately concerned with how revenue at the Resort is attributed to the subject property. The Appellant submits that the value of the subject property can correctly be determined by valuing the land as vacant, representing its Highest and Best Use. Alternatively, the Appellant submits the current value can also be determined from the revenue of the parking garage portion of the subject property using the income approach and adjusting that value by the negative value derived by the waterpark through the income approach. [19] MPAC submits that the current value of the subject property should be derived from the income approach to value and is dependent on the revenue attributed to the parking operation. Neither the Appellant nor MPAC believe any revenue should be attributed to the subject property resulting from the waterpark operation. They believe 2024 CanLII 110829 (ON ARB)Page 526 of 602 6 WR 185793 any value found from the parking garage component needs to be adjusted downward to account for the waterpark’s operating loss and subsequent negative value using the income approach. [20] The City submits that the correct current value of the subject property should be derived using the income approach for the parking garage operations and that the current value of the waterpark operation is most appropriately determined through the cost approach to value. [21] At issue in this proceeding are: 1. Were the higher assessments made by MPAC for the 2018 through 2024 taxation years properly made? If the Board determines they were properly made, then; 2. Is the HABU of the subject property its current use or some other use? 3. What is the correct current value of the subject property? and 4. Does the current value determined require a reduction for it to represent equitable assessment when reference is made to the assessments of similar lands in the vicinity? Result [22] The Board finds that the omitted assessments and subsequent higher assessments for the 2017 through 2024 taxation years were properly made by MPAC. [23] The Board also finds that the HABU of the subject property is its current use as of the years under appeal. 2024 CanLII 110829 (ON ARB)Page 527 of 602 7 WR 185793 [24] The Board finds that it is most appropriate to use the cost approach to determine the current value of the waterpark, while the income approach is the most appropriate to determine the current value of the parking garage. [25] The Board finds that the correct current value of the subject property is $48,476,000 for the 2017 through 2024 taxation years, with $14,989,000 attributed to the waterpark and $33,487,000 attributed to the parking garage. [26] The Board also finds that the correct current value of the s. 33 omitted assessments applied by MPAC to the 2015 and 2016 taxation years is $15,317,000. The correct current value of the s. 33 omitted assessment applied by MPAC to the 2017 taxation year is $14,989,000. [27] Further, the Board finds that there is no evidence to support a reduction in the current values determined when reference is made to the assessments of similar lands in the vicinity, for the purposes of equitable assessment. PRELIMINARY MATTERS [28] The Appellant challenged the City’s submission to qualify its witness as an expert. In cross-examination the Appellant sought the specific credentials of this witness and, in so doing, determined the witness had no appraisal accreditation. The Appellant submitted that the City’s witness should not be considered an expert owing to the absence of these accreditations, adding that qualification as an expert witness is a high standard to meet. [29] The Board recognizes that membership in certain organizations can reflect a heightened level of expertise because the organizations have standards that need to be met and when a person carries the designation of that organization, the public can be confident that the individual meets those certain standards. Such memberships are not 2024 CanLII 110829 (ON ARB)Page 528 of 602 8 WR 185793 the only measure of the qualifications of a witness as an expert. [30] In considering whether a witness meets the expert standard, the Board considers the following: 1. Whether the witness has filed the required ‘Acknowledgement of Expert Duty’ form. 2. The experience gained in the field of assessment or appraisal pertinent to the issues at hearing. 3. Credentials bestowed upon the witness by external authorities, associations, institutes, or similar organizations. 4. Frequency and specifics of qualification before this Board in the past. 5. The depth and breadth of valuation, assessment and appraisal issues experienced in the past. [31] The witness testified that he has appeared before the Board and was previously qualified as an expert witness. He explained that his opinions have been considered by the Board in the past on the application of the cost approach to value and the income approach to value and that both approaches are relevant to this case. He acknowledged that he has no appraisal credentials but demonstrated through his curriculum vitae an ongoing process of professional development. He indicated his years of experience in complex valuation and assessment matters were of particular interest in this case owing to the irregularities of some of the evidence. [32] This witness has been practicing in the assessment and appraisal fields for decades. The Board accepts that he has been qualified at this Board in the past. But, in 2024 CanLII 110829 (ON ARB)Page 529 of 602 9 WR 185793 order to decide qualification, the Board must assess the specifics of this case. The concepts involved in these appeals are complex, multi-faceted and unique. The Board finds that the witness would be a benefit to the Board in testifying before this panel owing to his extensive experience in a variety of complex assessment and appraisal cases and, most particularly (but not exclusively), his experience in the application of the cost approach to value, and his demonstrated expertise in MPAC’s Automated Costing System (“ACS”). [33] The City’s witness is therefore qualified as an expert in this proceeding. ANALYSIS Description of Subject Property [34] The subject property is a seven-storey structure comprised of a six-level parking garage containing 1,606 parking spaces and an approximately 125,000 square foot indoor waterpark on the seventh level. The waterpark was constructed in 2005-2006. The waterpark features 16 slides, an indoor wave pool, a house play structure, activity pools and an outdoor sundeck. There is direct indoor and covered access to the parking garage/waterpark from the Resort hotels and Casino Niagara. Issue 1 – Were the higher assessments made by MPAC for the 2018 through 2024 taxation years properly made? The Appellant’s Evidence and Submissions [35] The Appellant submits that the re-assessment of the parking garage by MPAC for the 2017 taxation year and subsequent years was illegal and not authorized by the Act as interpreted by the Divisional Court of Ontario in Municipal Assessment Corporation v. Claireville Holdings Limited, 2022 ONSC 3293 (CanLII), (“Claireville – Div. Court”). The 2024 CanLII 110829 (ON ARB)Page 530 of 602 10 WR 185793 Appellant cites paragraph 27 of that decision: [27] Annual assessments are done so that changes in assessment can be made when there is a change in the state or condition of the property. If there is no change in the state or condition of the property, the assessed value would be expected to remain unchanged until current value is re-assessed for a new four-year cycle. [36] The Appellant submits that there was no change in the state and condition of the subject property that would have warranted a re-assessment by MPAC in 2018 and that, as a result, the increase in assessment levied for the parking garage by MPAC should be rolled back to the initial 2017 assessment of $3,324,000, and that MPAC’s revised valuation for 2018 indicates a clear change of opinion in value by changing its determination of gross income, expenses and vacancy. [37] To further support its position, the Appellant cites National Car Rental (Canada) Inc. v Municipal Property Assessment Corporation, Region 15, 2022 CanLII 53352 (ON ARB) (“National Car”), at paragraph 129: In summary, sections 32, 33, 34, 39.1, 40, and 40.1 of the Act provide a comprehensive scheme for making amendments to a property’s General Reassessment Value on the Assessment Roll. However, only s. 33 and s. 34 provide that current value may be determined based on a valuation day which follows the general reassessment valuation day prescribe by s. 19.2 of the Act. Section 36 does not allow for an annual reassessment of current value, nor is it necessary to impose an interpretative gloss on the wording of the legislation by adopting and applying a ‘state and condition’ paradigm. [38] The Appellant submits National Car is even more restrictive in terms of when changes can be made to assessed values mid-cycle. Specifically, the Appellant submits that MPAC changed its opinion of value mid-cycle from 2017 to 2018 and further amended its opinion in its statement of response and its expert report filed for the hearing by the MPAC assessor. According to the Appellant, MPAC’s actions amounted to an annual reassessment which is not permitted by s. 36 of the Act as set out in National Car and should have led MPAC to the conclusion that it could not undertake a 2024 CanLII 110829 (ON ARB)Page 531 of 602 11 WR 185793 reassessment of the parking garage in 2018. [39] Further, the Appellant submits the Board does not have the authority to reassess a property mid-cycle through a s. 40 appeal as set out in paragraph 99 in National Car: [99] The powers of the Board on appeal are set out in sections 44 and 45 of the Act, which state: Assessment may be open upon appeal 44 (1) Upon an appeal on any ground against an assessment, the Assessment Review Board or court, as the case may be, may reopen the whole question of the assessment so that omissions from, or errors in the Assessment Roll may be corrected, and the amount for which the assessment should be made, and the person or persons who should be assessed therefor may be placed upon the roll, and if necessary the Assessment Roll, even if returned as finally revised, may be opened so as to make it correct in accordance with the findings made on appeal. Powers and functions of Assessment Review Board 45 Upon an appeal with respect to an assessment, the Assessment Review Board may review the assessment and, for the purpose of the review, has all the powers and functions of the assessment corporation in making an assessment, determination or decision under this Act, and any assessment, determination or decision made on review by the Assessment Review Board shall be deemed to be an assessment, determination or decision of the assessment corporation and has the same force and effect. [40] The Appellant submits that these sections clearly provide that the Board has the same jurisdiction under the Act as MPAC to make changes to a property’s General Reassessment Value. Therefore, if MPAC does not have the authority under the Act to change a property’s General Reassessment Value, then neither does the Board in a s. 40 appeal proceeding (see the decision of the Ontario Divisional Court in Toronto (City) v. Municipal Property Assessment Corporation, 2013 ONSC 6137 (CanLII) (“Toronto City”) at paragraph 51. [41] According to the Appellant, if a taxpayer is “stuck” with an assessment based on a past date, so should be MPAC and the municipality. The Appellant adds that no 2024 CanLII 110829 (ON ARB)Page 532 of 602 12 WR 185793 degree of predictability and planning was afforded the Appellant in this case, when MPAC increased the assessment on the parking garage from 2017 to 2018, eightfold. [42] The Appellant submits that, as no section of the Assessment Act requires or authorizes a redetermination of the assessed value of the subject property, MPAC’s attempts to do so must fail. The Appellant submits that MPAC’s reassessment of the parking garage at the subject property for the 2018 taxation year was illegal and unauthorized by the provisions of the Act, as interpreted by the Ontario Divisional Court and various Assessment Review Board decisions. The Appellant submits that it also runs contrary to MPAC’s submissions in many cases as in Ivanhoe Cambridge Inc. v Oshawa (City), 2023 CanLII 116832 (“Ivanhoe”) where the Board stated: [64] The Board also concludes that the requirement for an annual return of the assessment roll pursuant to s. 36 of Act does not require a redetermination of Defined Current Value. Therefore, as stated in National Car, the Defined Current Value determined in the general reassessment will be the property’s current value for all four years in the assessment cycle unless another section of the Act requires a redetermination of this value. [43] In conclusion, the Appellant submits that MPAC has taken the clear position in the past that absent a physical change to the property or change in its use, the assessment for any property cannot change mid-cycle and that the assessment of the parking garage must be rolled back to its 2017 value of $3,324,000. MPAC’s Evidence and Submissions [44] MPAC submits that: 1. By making the annual assessment required by s. 36 of the Act, MPAC may at any time before the return of the roll, correct any defect, error, omission or misstatement and alter the roll accordingly and, that is exactly what MPAC did when returning the assessment for the 2018 taxation year. Based on 2024 CanLII 110829 (ON ARB)Page 533 of 602 13 WR 185793 information obtained, MPAC increased the 2016 CVA for the 2018 taxation year for the parking garage. 2. In respect to the Appellant’s submissions, MPAC agrees that it has changed its opinion of value of the parking garage and was entitled to do so. MPAC had the jurisdiction to change the assessment for the 2018 taxation year. 3. The Appellant misreads the Act, and the National Car decision. Subsection 32(1) of the Act allows MPAC, prior to roll return in each year, to “correct any defect, error, omission or misstatement in any assessment”. In National Car the Board noted, at paragraph 168, “… that a change in opinion of value can be corrected under s. 32 (1)”. 4. Subsection 32(1.1) allows MPAC to amend the roll to correct factual errors after roll return but not for changes to opinion of value. "at any time during the taxation year" to "correct any error in the assessment or classification of a property that has resulted from incorrect factual information about the property and not from a change in opinion as to current value…" Unlike s. 32(1.1), s. 32(1) does not contain any restriction concerning a change in opinion as to current value. 5. Section 33 requires MPAC to make any assessment necessary to assess land omitted from assessment for the current year and for all or part of the last two preceding years. 6. Section 34 allows MPAC to make supplementary assessments to reflect, among other things, changes due to increases in value after the return of the roll and before the end of the taxation year. 7. Subsection 44(1) provides that upon an appeal on any ground against an 2024 CanLII 110829 (ON ARB)Page 534 of 602 14 WR 185793 assessment, the Board “may reopen the whole question of the assessment so that omissions from, or errors in the assessment roll may be corrected”. 8. Subsection 44(3)(a) requires the Board, on appeal, to determine the correct current value. 9. Section 45 of the Act provides that: Upon an appeal with respect to an assessment, the Assessment Review Board may review the assessment and, for the purpose of the review, has all the powers and functions of the assessment corporation in making an assessment, determination or decision under this Act, and any assessment, determination or decision made on review by the Assessment Review Board shall be deemed to be an assessment, determination or decision of the assessment corporation and has the same force and effect. [45] MPAC cited National Car where the Board conducted an analysis of the proper interpretation of section 32(1), quoting the following from Toronto Airways Ltd. v. Municipal Property Assessment Corp., Region 14 2014 CarswellOnt 15057: This Board has considered the proper interpretation of s. 32, and the legality of mid-cycle assessment changes, in two decisions: Reininghaus v. Municipal Property Assessment Corp., Region No. 15 (2013), 77 O.M.B.R. 485 (Ont. Assess Review Bd.) ("Reininghaus") and Ritchie v. Municipal Property Assessment Corp., Region No. 15 (2013), 76 O.M.B.R. 125(Ont. Assess. Review Bd.) [“Ritchie”]. In both instances the Board concluded that the Act permits a new assessment each taxation year and that s. 32 cannot be read in a limited manner. In Reininghaus Member Wyger held, at para. 19: "It makes eminent sense to allow MPAC to correct an assessment for practically any reason prior to the roll being fixed." We agree. Section 32 must be read as a whole and by clarifying in s. 32.(1.1) that "a change in opinion as to current value" was not a change permitted after the return of the roll, the legislature has made its intention clear that an opinion of value is a valid correction pursuant to s. 32(1). This is further supported by the requirement in s. 36.(1) that an assessment be returned each year. Assessing property requires an assessor to form an opinion on the value of that property. Thus, in requiring an assessment to be returned each year, the legislature left it open to MPAC to change its opinion of value each taxation year. [Emphasis added.] [46] MPAC submits that the Board has consistently held that MPAC may alter its 2024 CanLII 110829 (ON ARB)Page 535 of 602 15 WR 185793 opinion of value within an assessment cycle even absent a physical or legal change to a property, provided that the land is valued as of the statutory valuation day. The combined effect of s. 31(1) and s. 36(1) is that MPAC may correct any “defect, error, omission or misstatement in assessment”, provided that the change is made “any time between January 1 and the second Tuesday following December 1” of the calendar year prior to the taxation year for which the assessment roll is being returned. [47] In respect to the Appellant’s submissions, MPAC does not agree that paragraph 27 of the Claireville – Div. Court decision is relevant to these proceedings, submitting that the case at the Board concerned MPAC’s attempt to have the Board find the correct current value of the subject properties based on HABU (see: Claireville Holdings Limited v Municipal Property Assessment Corporation, Region 9, 2021 CanLII 26729 (ON ARB) (“Claireville”). MPAC submits that Claireville did not deal with the correction of an error on the assessment roll. The City’s Evidence and Submissions [48] The City submits that: 1. CNHI’s “illegality” arguments are fundamentally wrong. MPAC did not merely change its opinion of value about the subject property. There was “land” at the subject property it had not assessed for years and there were errors in MPAC’s assessment. Both those circumstances engaged specific statutory directions to alter the assessment. 2. The first of those circumstances is the s. 33 omitted assessments. i. In 2017 MPAC issued omitted assessments for 2015 and 2016 taxation because the waterpark had not been assessed for over a decade. 2024 CanLII 110829 (ON ARB)Page 536 of 602 16 WR 185793 ii. Section 33 of the Act contains an imperative direction to the assessing authority where, as here, land liable to assessment (the waterpark) has been omitted from the tax roll and no taxes have been levied, and that direction is the “assessment corporation shall make any assessment necessary to correct the omission” (emphasis added). iii. As reflected in the Board’s decision in National Car, s. 33 omitted assessments are part of the statutory scheme for revising the “General Reassessment Value on the Assessment Roll”. iv. MPAC’s evidence that in 2017 it discovered the waterpark had not been assessed for a decade was uncontradicted. In such circumstances MPAC had no discretion not to issue the s. 33 omitted assessments. v. The Act requiring those omitted assessments cannot support an argument of ‘illegality’. 3. The second of those circumstances is the error in MPAC’s assessment of the subject property for 2017 taxation. i. Section 32(1) of the Act authorizes MPAC “... at any time before the time fixed for the return of the roll may correct any defect, error, omission or misstatement in any assessment and alter the roll accordingly”. ii. Section 32(1.1) of the Act authorizes MPAC to “. . . correct any error in the assessment . . . that has resulted from incorrect factual information about the property …”. 2024 CanLII 110829 (ON ARB)Page 537 of 602 17 WR 185793 iii. As reflected in the Board’s decision in National Car, s. 32 error corrections are part of the statutory scheme for revising the “General Reassessment Value on the Assessment Roll”. iv. The change from the $3,324,000 assessment that CNHI argues is illegal is specifically authorized by s. 32 of the Act. [49] The City submits that, while it takes no issue with the Divisional Court’s comment in Claireville – Div. Court that “If there is no change in the state and condition of the property, the assessed value would be expected to remain unchanged …” (see paragraph 27), it also submits that the comment must be understood on the facts of that case, specifically: 1. The issues before the Board were articulated at paragraph 7 of the Board’s Claireville decision. The central issue arose because MPAC sought to increase the CVA based on a HABU analysis. 2. The Board’s determination of the central issue is captured at paragraph 81 of the Board’s Claireville decision. 3. MPAC appealed the Board’s decision citing three errors (1) the Board presuming that current use was the property’s HABU; (2) the Board interpreting the Act as requiring a HABU determination at roll return each year rather than at the statutory valuation date; (3) the Board determining that an earlier Board decision was in error in its HABU methodology. 4. Paragraph 21 of the Board’s decision in Claireville, made in the context of its discussion of the state and condition date, is as follows: 2024 CanLII 110829 (ON ARB)Page 538 of 602 18 WR 185793 [21] The assessor’s task is to determine, annually, at the state and condition date, the Highest and Best Use of the land assessed, then establish the correct value of such annual determination by reference to the valuation of land of similar Highest and Best Use on the legislated valuation day. 5. Annual assessments are done so that changes in assessment can be made when there is a change in the state or condition of the property. If there is no change in the state or condition of the property, the assessed value would be expected to remain unchanged until current value is re-assessed for a new four-year cycle. [50] The City submits that when the Claireville decision is read in context the Board is saying that the assessor must necessarily turn his or her mind to whether there has been a change to the state or condition of the property that affects its HABU when determining the assessed value for the return of the assessment roll. If there has been such a change, a new assessed value must be established for that HABU effective on the applicable valuation date prescribed in s. 19.2. [51] Further, the City submits that, understood in its full factual context, the Claireville case did not involve either omitted assessments or correction of errors on the assessment roll, and any precedential authority of that case to the present facts is not applicable. [52] Finally, the City submits that there were no mid-cycle changes to the assessment of the subject property. All years of the 2016 assessment cycle are under appeal and the roll for the entire cycle is open before the Board. Findings on Issue 1 [53] The Board finds that in the context of the Act, MPAC properly applied higher assessments for the 2017 through 2024 taxation years. Section 36 of the Act states that 2024 CanLII 110829 (ON ARB)Page 539 of 602 19 WR 185793 not only was MPAC able to make these adjustments to the assessment, it was MPAC’s duty to do so. [54] The Appellant’s citations of National Car and of both Claireville decisions are not applicable here, as the context of those decisions relate not to the assessment per se, but to the question of whether circumstances outside of the use and state and condition of a property can require an annual adjustment to an assessment outside of the valuation years. The salient circumstances in those cases related to the impact on business of the COVID 19 pandemic that affected the operations of businesses and detrimentally affected their ability to meet financial targets and goals derived from the subject properties. That is not the case here. [55] In this case, MPAC, as is its duty, reviewed the assessment and corrected omissions in that assessment that had not previously been applied during the applicable assessment cycles. [56] The Board finds therefore that the higher assessments made by MPAC for the 2017 through 2024 taxation years were properly made. Issue 2 – Is the HABU of the subject property its current use or some other use? The Appellant’s Evidence and Submissions [57] In its written submission MPAC states that HABU is “…one of the most essential concepts in the valuation of real estate. It is the foundation on which market value is based”. There is little disagreement of that description. Equally accepted in this case are the four elements of consideration that weigh on the determination of HABU for a given property: 2024 CanLII 110829 (ON ARB)Page 540 of 602 20 WR 185793 1. The use is legally permissible. 2. The use is physically possible. 3. The use is financially feasible. 4. The use is maximally productive. [58] The Appellant submits that the HABU of the subject property is other than its current use. Specifically, the Appellant submits that the HABU of the subject property is as vacant land. [59] The Appellant submits that the subject property is not a viable stand-alone business and that it relies entirely on the income received by the other elements of the Resort. Users of both components of the subject property are derived from the four, member hotels and the casino. Without that revenue stream, the Appellant submits, the parking garage and waterpark would not exist. Further, the Appellant submits an interested purchaser would be beholden to the other elements of the Resort for revenue and in the Appellant’s view, this makes the subject property in its present form non- viable to a separate party. [60] Finally, the Appellant submits that this situation constitutes a business encumbrance and for that reason any valuation based on the subject property’s present use is inappropriate for the purpose of determining current value as defined in the Act. MPAC’s Evidence and Submissions [61] MPAC submits that the subject property is in the Clifton Hill tourist subdistrict in the Official Plan of the City of Niagara Falls and that it lies within an area zoned as ‘Tourist Commercial’ (“TC”). A parking garage in the location and configuration of the 2024 CanLII 110829 (ON ARB)Page 541 of 602 21 WR 185793 subject land is such that most any development would be physically possible, adding that the only restricting factor may be the size of improvements as regulated by the zoning by-law. [62] MPAC also submits that the first two criteria in the HABU four-part test (physical possibility and legal permissibility) are clearly met by the existing improvements, leading to the interim conclusion that the HABU would be a tourism entertainment development. [63] MPAC’s opinion evidence indicated that the existing improvements demonstrate a ‘critical piece of infrastructure of the…Resort’, with the waterpark serving as an added attraction to the greater Clifton Hill area and the parking garage function that includes operating agreements extended until 2040. This leads MPAC to the conclusion that the subject property as improved is of a higher value than if the property was vacant as indicated by the Appellant. [64] MPAC’s opinion at hearing was that the subject property as improved is legally permissible, physically possible, financially feasible and maximally productive. MPAC’s position is that the subject property’s HABU is its current use. The City’s Evidence and Submissions [65] The City analyzed the subject property from the perspective of it being both vacant and as improved, concluding that a 125,000 square foot waterpark in a 1,606 space, multi-level parking garage would not likely sell based on the value of the vacant land, noting that both elements of the subject improvements are operating as going concerns. [66] The City analyzed the improvements from the perspective of a re-development of the existing structure, pointing out that a re-purposing of the structure was not likely owing to the specific design elements of the parking garage in particular, where sloping 2024 CanLII 110829 (ON ARB)Page 542 of 602 22 WR 185793 floors on each level are required to move vehicles from one level to another. [67] The City submitted that with the revenue generated by the subject property, its ongoing function in its present uses and the difficulty in re-purposing the existing structure, its HABU is as currently improved. Findings on Issue 2 [68] There is no factual difference of opinion about the use of the subject property. It is a functioning waterpark attraction combined with an active and functional parking garage. The Parties agree that in determining HABU, the Board must consider four criteria; legal permissibility, physical possibility, financial feasibility and maximum productivity. [69] The only area of dispute among the Parties lies in whether the subject property as improved is maximally productive. The expert witnesses of the City and MPAC testified that the current use is maximally productive. The Appellant’s opinion is that the subject property as improved cannot be considered maximally productive, because it does not function independently of the other components of the Resort. As a result, the Appellant submits that the HABU would be some other, unspecified tourism attraction or service offering that would be built on the land as vacant. [70] The Board understands the Appellant’s position, that because the property does not generate any of its own revenue, it isn’t viable on its own and hence, cannot be considered to be “maximally productive”. The Board finds that this approach defies logic and ignores the use that is made of the subject property, not only by hotel and casino guests, but by the general public. The Appellant’s position is entrenched in the lack of financial feasibility it attributes to the subject property as improved. [71] From the evidence available to the Board and the testimony given at hearing, the 2024 CanLII 110829 (ON ARB)Page 543 of 602 23 WR 185793 Board finds that this position is flawed because the financial loss attributed to the waterpark and the minimal financial gain attributed to the parking garage are not in fact intrinsic elements of their existence, but rather a function of the assignment of revenue between and among the elements of the Resort. Thousands and thousands of tourists used the waterpark during the years under appeal; the parking garage was by all accounts in evidence, an active, well maintained and substantially used element of the Resort and the Clifton Hill area. [72] This property has ongoing activity that is attributable to its physical improvements. Millions of dollars in revenue are generated each year by the parking garage. And while the Appellant insists that there is no inherent value of the parking structure because it is dependent entirely on the other elements of the Resort, the Board cannot ignore its going concern. [73] The fact is that if the hotels and casino did not have this property to support parking for their respective operations, they would have had to seek alternatives. That is good evidence that the physical attributes of the subject improvements have value, and it demonstrates that the HABU of the property is a parking garage and waterpark. The Board rejects the Appellant’s position that the value of the subject property is strictly the value of the land that the improvements rest on. [74] More to the point, the definition of HABU is not determined by a property’s relationship with other properties, but rather by its use. [75] The Board finds that the existing use of the subject property meets the four criteria established in considering the subject property’s HABU. Accordingly, the Board finds that the Highest and Best Use of the subject property during the years under appeal is its current use. 2024 CanLII 110829 (ON ARB)Page 544 of 602 24 WR 185793 Issue 3 - What is the correct current value of the subject property? [76] The Parties agree that the use of the subject property is separated into two parts; the waterpark and the parking garage. For that reason, they also agree that the valuation of those two components is best determined separately. However, the Parties are divided on the most appropriate approach to determining the current value of the two components. 3A – The Waterpark [77] MPAC and the Appellant adopted the income approach to value for the waterpark component of the subject property. The only Party to apply the direct comparison approach to value was the Appellant, in the context of its position that the subject property’s HABU is the land as vacant. As an alternative, the Appellant adopted the income approach for the waterpark. The City’s position is that the best valuation approach for the waterpark is the cost approach. MPAC’s Evidence and Submissions [78] MPAC originally completed a cost approach valuation of the waterpark using its proprietary Automated Cost System (“ACS”). That valuation was completed early in the life of these appeals. That approach took into account all of the existing components of the waterpark and placed a value on those components to arrive at a replacement cost. From that value, physical depreciation, functional obsolescence and economic obsolescence were deducted from the replacement cost to arrive at a current value. [79] For the 2015 and 2016 taxation years, the omitted assessments applied by MPAC, pursuant to s. 33 of the Act, totaled $15,317,000, apportioned between the Commercial property class ($11,833,000) and Exempt ($3,484,000). For taxation year 2017 MPAC assessed the 2016 CVA omitted value at $14,989,000, apportioned 2024 CanLII 110829 (ON ARB)Page 545 of 602 25 WR 185793 $3,399,000 as Exempt and $11,590,000 in the Commercial property class. [80] Subsequent to the production of the cost approach, MPAC adopted a different approach as it delved more deeply into the relationship between the waterpark and the Resort hotels. Through that investigation MPAC developed an income approach to value, based on the income and expense data produced by the Appellant. In summary, that data showed that the Resort hotels record the revenues for the waterpark as part of overall room revenue. As a result, MPAC formed the opinion that the income approach was the appropriate valuation method. [81] Based on Revenue Per Available Room (“REVPAR”) comparisons between the member hotels in the Resort and other comparable hotels in the area without waterpark packages, MPAC determined the Resort hotels generated more revenue per room and that this additional revenue was accounted for in the resolved appeals filed for the Resort hotels. MPAC concluded that the assessable value of the waterpark is assessed in the Resort hotels and attributing that revenue to the waterpark would result in double assessment, leading to its recommendation that the omitted assessments issued for the 2015, 2016 and 2017 taxation years should be cancelled. [82] MPAC’s valuation of the waterpark relied on documents received from the Appellant, including a ‘Waterpark Departmental Summary’ and ‘Hotel Operating Statements.’ From those documents, MPAC determined Effective Gross Income (“EGI”) values of $2,295,766 for 2014, $4,739,789 for 2015 and $5,050,456 for 2016. From these figures and, in accordance with the normal methods used in the income approach, MPAC deducted operating expenses. Those operating expense figures for 2014, 2015 and 2016 amounted to $5,552,378, $5,847,333 and $6,033,955 respectively. [83] MPAC calculated the Net Operating Income (“NOI”) of the waterpark by subtracting the reported expenses from the EGI to arrive at annual losses of approximately $1,000,000 in each of the three years for which results are recorded. 2024 CanLII 110829 (ON ARB)Page 546 of 602 26 WR 185793 When applying its selected capitalization rate (“cap rate”) of 11.28% (including both the base rate and an effective tax rate) MPAC arrived at an indicated waterpark value of - $8,953,000 (rounded). [84] In making its final reconciliation of value of the subject property as a whole, MPAC deducted this value from the value it attributed to the parking garage component of the subject property. The City’s Evidence and Submissions [85] In determining the value of the waterpark, the City decided to abandon the direct comparison approach because there were no suitably comparable properties that sold on a date proximate to the statutory valuation day. Similarly, it abandoned the income approach owing to its view that the income and expense data in evidence was not reliable owing to the disparate attribution of expenses and revenues at the subject property that were distributed throughout the Resort hotels. [86] As a result, the City adopted the cost approach to value and in doing so, started with a review of MPAC’s ACS. The City did not conduct its own cost approach but relied entirely on MPAC’s ACS cost method. [87] The cost approach requires a calculation of what the subject property and improvements would cost to construct. This is the Reproduction Cost New, or “RCN.” The City views MPAC’s RCN calculation to be reasonable after a review of the construction elements and quantities identified in the RCN, finding for its purpose that the RCN of the waterpark is $13,188,382. [88] The cost approach then requires a reduction of the RCN to reflect any costs related to excess capital cost, physical deterioration, excess operating costs and external obsolescence. The City determined that no excess capital costs, excess 2024 CanLII 110829 (ON ARB)Page 547 of 602 27 WR 185793 operating costs or external obsolescence were applicable as the facility is relatively modern, has little unused area in its operation and operates in any external or economic conditions applicable to this type of improvement that would affect its value. [89] The City did apply, as MPAC did in its ACS, a physical deterioration reduction of $1,714,489 to the RCN thereby reducing the current value of the improvements to $11,473,893. The City further agreed with the ACS result, that no other depreciation was applicable given the design, layout and use of the subject waterpark. To the depreciated or current value of the improvements, the City added the estimated value of the yardwork component of the subject property, also reduced for physical deterioration, of $3,514,955, resulting in a total of $14,988.848. [90] The City testified that, in most cases, a land value is added to the improvement value under the cost approach. In this case the City chose not to add land value in its determination because the waterpark sits atop a parking garage, valued using the income approach that already accounts for the value of the land. [91] The City’s position is that the current value of the waterpark, derived from the cost approach is $14,988,848 or $14,989,000 rounded for the 2017 through 2024 taxation years. [92] The City submitted that the cost approach applied to the 2016 valuation base year by MPAC was essentially the same for the 2012 base year applicable to the 2015 and 2016 omitted assessments under appeal. The only difference between the 2016 and 2012 calculations in the ACS was the adjustment for physical depreciation, with a higher value applied for the later valuation day as the waterpark was four years older by 2016 than it was in 2012. [93] The City’s position therefore is that the values of the omitted assessments applied by MPAC for the 2015 and 2016 taxation years should remain as returned as 2024 CanLII 110829 (ON ARB)Page 548 of 602 28 WR 185793 those returned values were derived by the ACS cited by the City. That value is $15,317,000. The Appellant’s Evidence and Submissions [94] In developing its second opinion of value, the Appellant adopted a similar approach to MPAC, using the income approach, where portions of the revenue produced by the waterpark were attributed to other properties and where operating expenses were attributed to the waterpark. The Appellant’s result was similar to MPAC’s. [95] That approach resulted in a current value for the waterpark based on the following: 1. Stabilized EGI of $4,818,656, derived from annual revenues income and expense documents from the Appellant for 2014, 2015 and 2016; 2. A reduction of the EGI for non-recoverable expenses, again derived from the Appellant’s income and expense documents, with a stabilized amount of $6,158,580, resulting in a NOI of -$1,340,000. In summary, based on the Appellant’s position that the waterpark is integrated into the operations of the Resort hotels and that any benefit derived from its operation is reflected in the financial results and current value of those Resort hotels, the net impact is that the waterpark has a negative value and that negative value needs to be deducted from the parking garage value to arrive at a total current value for the property as a whole. 2024 CanLII 110829 (ON ARB)Page 549 of 602 29 WR 185793 Findings on Issue 3A [96] The Appellant stated that the waterpark is simply an attraction, indivisibly linked to the Resort hotels. The waterpark was described by the Appellant’s witness as a ‘loss leader’ because, as the revenue and expense summaries in evidence indicate, the waterpark loses money, but contributes to the overall success of the Resort. [97] When questioned by the Board the Appellant’s expert witness admitted that there really is no way to determine if this waterpark makes money or loses money on its own, because its full revenue is not in evidence. A large, undeterminable portion of the revenue attributed to waterpark operations is attributed to the Resort hotels. [98] The total expense born by the waterpark facility is in evidence, but only a fraction of the revenue because a very large part of the revenue generated by the waterpark is earned by the Resort hotels in room ‘package’ promotions. The revenue for the ‘upcharge’ from a regular room rate goes into the REVPAR calculation of the Resort hotels. [99] The Appellant and MPAC agree that this additional revenue generates assessment in the income approach calculations of the Resort hotels and so it is accounted for at those hotels and the right thing to do is to take in all the expenses of operating 100% of the waterpark annually while attributing only the ‘walk-in’ revenue generated from all sources of users not related to any of the Resort hotels. [100] This is an insufficiently detailed approach to determine the current value by the income approach. It was based on an internet search of advertised rates, comparing the rates at the Resort hotels with the rates at other hotels it deems to be similar, and uses the differences in these rates as an indicator of the revenue attributed to the subject property, but attributed to the hotels. No such approach was taken in attributing the corresponding expenses to the Resort hotels. Those expenses appear to be attributed 2024 CanLII 110829 (ON ARB)Page 550 of 602 30 WR 185793 to the waterpark. [101] The result is that the data available at the hearing includes all of the expenses attributable to the waterpark without the entire income derived from its operation. That is not a correct application of the income approach, and because it is not based on facts before the Board, the Board rejects this approach as a means of determining the current value of the waterpark. The assertion at hearing argued by the Appellant and MPAC, that this ‘missing revenue’ is subsumed in the assessments of the participating hotels, is not evidence of the revenue of the subject property. The Board cannot find the current value of one property using the income approach by considering partial financial data that may or may not be attributable to one of four other properties whose assessments are not before the Board in this proceeding. [102] The Appellant and MPAC take issue with the City’s position that MPAC’s ACS is the best indication of current value. They submit that former employees at MPAC had not relied on it in this case because they deemed it to be unreliable. Those employees did not testify at this hearing. The only witness that testified to the cost approach was the City’s expert. During his qualification as an expert as part of this hearing, the Board heard about that witness’s particular expertise in the application of the cost approach and specifically, his experience with the ACS used by MPAC. [103] The Board finds that the only valuation approach in evidence that has complete data and that specifically makes a finding on current value that is attributable to the subject property under appeal is the cost approach relied on by the City. The correct current value of the waterpark is $15,317,000 for 2015 and 2016 and $14,988,848 or $14,989,000, rounded for 2017 through 2024. 3B – The Parking Garage [104] While the Parties disagree on the current value of the parking garage component 2024 CanLII 110829 (ON ARB)Page 551 of 602 31 WR 185793 of the subject property, they all agree on the income approach to value as the best means of determining that current value. MPAC’s Evidence and Submissions [105] MPAC undertook the valuation of the parking garage component of the subject property with the income approach, using both a ’market value’ method and a ‘hybrid’ method. Both methods are variations on the income approach. [106] In its market value method MPAC used its Market Valuation Report (“MVR”) for Office Buildings in Ontario which includes parking garages as a property type, noting that the data used in this context is derived from Property Income and Expense Returns provided to MPAC by property owners across the province. [107] In its hybrid method MPAC relied on property specific data including the Appellant’s ‘Parking Garage Departmental Summary 2014-2016’, ‘Parking Data Stats 2014-2016’ and the parking licence agreements between the Appellant and its tenant Casino Niagara. The Market Value Method [108] Any income approach to value requires a determination of potential gross income (‘PGI’) for the subject property. In order to determine PGI in this case MPAC referenced the daily parking rates of 12 parking garages outside of the Greater Toronto Area (“GTA”) and compared those rates to monthly rates at the same garages. From that analysis, MPAC determined a ‘median conversion factor’ of $9.51 ($9.50, rounded) and applied that factor to the 2014 through 2016 ‘average garage regular rate’ as reported by the Appellant in its expert report. [109] This calculation resulted in an estimated annual fair market rent of $2,465, $2,453 2024 CanLII 110829 (ON ARB)Page 552 of 602 32 WR 185793 and $2,546 per parking space for 2014, 2015 and 2016 respectively, leading to PGI values for the same years of $3,945,953, $3,927,701 and $4,075,538 for the 1,606 parking spaces at the subject property. [110] From that PGI, MPAC applied an 8% vacancy and collection loss allowance, consistent with its MVR for Office Buildings in the Niagara market area. This resulted in an EGI of $3,630,277, $3,613,486 and $3,749,495 for 2014, 2015 and 2016 respectively. [111] To arrive at a NOI, MPAC applied a non-recoverable expenses allowance of 25%, consistent with the allowance applied to parking garages across the province. The resulting NOI values derived by MPAC were $2,722,708, $2,710,114 and $2,812,121 for 2014 through 2016 respectively. [112] In order to arrive at a current value of the parking garage, MPAC adopted $2,800,000 as a NOI that represented the stabilized NOI expected at or near the 2016 valuation day. [113] MPAC testified that the 2016 CVA of the Crowne Plaza Fallsview Hotel included revenue described as ‘parking allocation’. MPC removed this amount from the total parking revenue calculation it completed under the market value method. When the applicable cap rate is applied to this reduced NOI MPAC arrived at a 2016 CVA estimate of $33,381,000 for the parking garage. The Hybrid Method [114] MPAC’s hybrid method attempts to adopt as much property specific data as possible and in doing so, simplified the typical income approach process by adopting the actual revenue generated by the three sources of revenue (‘regular spots’, ‘casino spots’ and ‘hotel spots’) as the EGI. This approach eliminates the necessity of reducing a 2024 CanLII 110829 (ON ARB)Page 553 of 602 33 WR 185793 theoretical PGI by a vacancy allowance that is difficult to determine. [115] MPAC made separate calculations of EGI for the three sources of revenue. For the hotel spots, the EGI determined by MPAC is $2,451,824, $2,643,639 and $2,615,862 for 2014, 2015 and 2016 respectively. For the regular spots, the EGI determined by MPAC is $496,787, $422,836 and $467,111 for 2014, 2015 and 2016 respectively. These figures were based on the average rate charged for each use multiplied by the number of spaces used over those three years. [116] The approach to the EGI for casino users used by MPAC was less straight forward. Citing the evolution of the agreements between the Appellant and the casino, MPAC believed there was not a determinative value to apply as revenue from the casino, although it acknowledged there was casino revenue for parking reflected in those agreements. In the absence of a specific rate being evident in those agreements, MPAC adopted the approach of discounting the hotel rate it used above for that revenue source and arrived at a revenue per use of $10. When applied to the number of used spaces in 2014, 2015 and 2016, MPAC arrived at EGI values for those three years of $3,461,070, $3,067,890 and $3,096,280 respectively. MPAC noted these three figures are very close to the parking licence fee paid to the Appellant by the casino as reflected in the 2005 and 2007 operating agreements between the two parties. [117] MPAC’s total EGI from the three sources was $6,319,722, $6,134,365 and $6,179,453 for the 2014, 2015 and 2016 years respectively. As a result, MPAC adopted a total stabilized EGI value of $6,150,000. [118] To determine the NOI, MPAC adopted the Appellant’s operating expenses from its 2014 through 2016 operating statements. From these statements, MPAC removed costs associated with valet wages, valet benefits and municipal taxes because it believed the valet wages and benefits were allocated to Resort hotels and the municipal taxes recorded as expenses by the Appellant are more appropriately accounted for in 2024 CanLII 110829 (ON ARB)Page 554 of 602 34 WR 185793 the cap rate. [119] MPAC’s NOI was derived from a reduction of the EGI by the expenses it deemed to be appropriate from the Appellant’s Property Income and Expense Returns. Those expenses were expressed as a percentage of the EGI in 2014, 2015 and 2016 at 33.27%, 31.29% and 32.20% respectively. From these results, MPAC adopted a stabilized expense percentage of 32%. When this value is removed from the stabilized EGI above, MPAC determined the stabilized NOI of the parking garage to be $4,182,000. [120] In applying a base cap rate, MPAC referenced two sources. The first was a summary of the cap rates applied by MPAC to the income approach valuations of the Resort hotels and the casino. These cap rates ranged from 7.00% to 7.5%. Next, MPAC referenced the cap rate applied to two municipally-owned parking garages in St. Catharines. Those cap rates were 10.0%. [121] MPAC found the St. Catharines properties to be too dissimilar to the subject property owing to location, use and the nature of the use of those garages and the motivations of the users. MPAC adopted an 8% cap rate because: - The subject property is a component of the Resort. 8% lies in proximity to the range of cap rates applied to the Resort hotels. - 8% is in the middle of the range of parking garages in the GTA (5.75 – 6.00%) and parking garages in St. Catharines (10%). - The 8% cap rate is near the mid-range of the cap rates disclosed in the 2016 MVR for Office Buildings, where commercial parking garages are considered. (7% to 10%) and is therefore, consistent with the methods prescribed province- wide. 2024 CanLII 110829 (ON ARB)Page 555 of 602 35 WR 185793 [122] To account for the impact of property tax on the current value calculation, MPAC elected to add an effective tax rate to the cap rate. It selected an effective tax rate of 3.28% and when added to the cap rate of 8% MPAC concluded with an overall cap rate of 11.28%. [123] When the stabilized NGI is divided by the overall cap rate of 11.28% the result is $37,074,468. Prior to concluding its case on the parking garage valuation, MPAC elected to remove a portion of the overall NOI that represents an allocation from the current value determined for the Crowne Plaza Fallsview Hotel. When that amount ($1,619,000) is removed from the total NOI the result is $35,455,000, representing MPAC’s opinion of the current value of the parking garage using its hybrid method. [124] MPAC believes the range created by its two methods is reasonable and that any finding of value in that range can be considered correct. The midpoint of that range is $34,418,000. The City’s Evidence and Submissions [125] The City developed its opinion of the current value of the subject property by a similar approach to that used by MPAC. It used the Property Income and Expense Returns provided by the Appellant, by applying the calculations in the Appellant’s income and expense reports and the vacancy reflected to arrive at a PGI. That PGI was reduced in accordance with the Appellant’s income and expense reports to arrive at an EGI of $6,989,254. [126] Secondly, the City adopted the average EGI of the three years reported of hotel and regular or non-Resort users of $3,113,212. To that value, the City added the EGI derived from the casino users. [127] The City drew its conclusion of the casino EGI from the series of agreements that 2024 CanLII 110829 (ON ARB)Page 556 of 602 36 WR 185793 were entered into by the Appellant and the casino. Starting in 2007, the City submits that the amendment to the agreement provides for monthly installments of $265,000 for an annual total of $3,000,000. [128] The City submitted that the 2009 amending agreement removed the separate payment for parking and combined it with the casino lease. The City’s opinion was that the $3,000,000 was still attributable to the parking garage revenue and that, in the application of the amending agreement, the correct revenue attributable to the parking garage from casino use for 2016 was $3,000,000 plus the Consumer Price Index (“CPI”) as set out in the amending agreement for an annual 2016 payment of $3,417,040. [129] When the casino revenue and the hotel / regular user revenue are added, the City arrived at an EGI of $6,530,252. The City then adopted the average of this EGI and the EGI derived directly from the income and expense reports. [130] The NOI derived from the income and expense reports was calculated by applying a vacancy loss to a PGI figure of $8,765,475. That PGI was, in turn, calculated by multiplying an estimated daily rate by 1,606 parking spaces and then multiplying that figure by the 365 days in an average year. The City’s result from that calculation was an EGI of $6,989,254. [131] The resulting average of these two EGIs is $6,759,753. [132] Like MPAC, the City deducted annual expenses from the EGI determined. Using the average non-recoverable expenses over the three reporting years of $1,589,460 to arrive at an NOI of $5,170,294. [133] The City’s base cap rate is 8%, the same as MPAC’s. The City’s opinion differs however on the Commercial tax rate to be added. The City determined a Commercial tax rate of 2.94941%. When the NOI is divided by the resulting total cap rate of 2024 CanLII 110829 (ON ARB)Page 557 of 602 37 WR 185793 10.94941%, the result is $47,219,000. This is the City’s opinion of the current value of the parking garage component of the subject property. The Appellant’s Evidence and Submissions [134] Using the same parking revenue and expense information as the other Parties, the Appellant noted the EGI between the 2015 and 2016 reports varied by only $20,000. The Appellant submitted that weighting of the three years’ results was necessary owing to their differing time difference to the January 1, 2016 valuation day. By applying different weights to the 2014 – 2016 results, the Appellant arrived at a stabilized EGI for the parking garage of $3,056,545. In determining those expenses to be deducted from the EGI, the Appellant testified that expenses related to valet parking had to be removed from the income approach analysis to avoid ‘double counting’. It is the opinion of the Appellant’s witness that 30% of the Resort hotel and non-hotel user revenue was drawn from the valet service of one of the Resort hotels and that the expenses associated with that revenue needs to be removed from this income approach calculation. To do otherwise would be to apply the expenses twice; once on this subject property and once on the hotel that, presumably, applied the same expenses to its value calculation. [135] Like the revenue, the Appellant stabilized the expenses applicable to the parking garage and determined a stabilized expense amount from the 2014 through 2016 income and expense reports and arrived at a stabilized non-recoverable expense amount of $913,043. When deducted from the Appellant’s opinion of EGI, the result is a NOI of $2,143,500. [136] The Appellant submits that while there was a licence for the use of the parking garage by the casino originally signed, the amending agreement signed in 2009 removed that licence and the monthly payment of licence fees and attributed a larger lease payment of $5,500,000 (plus the CPI), or $5,700,000, whichever is less. According to the Appellant, this 2009 amending agreement shows there was no parking licence 2024 CanLII 110829 (ON ARB)Page 558 of 602 38 WR 185793 payment, and as a result there is no revenue attributable to the subject parking garage from the casino operation. [137] The Appellant submits that the total NOI of the parking garage is therefore $2,143,500, representing Resort hotel and non-hotel or ‘regular’ users. [138] The Appellant’s opinion of the applicable cap rate is 10%, reflecting the subservient role the subject property has in comparison with the Resort hotels. To that cap rate, the Appellant added 2.79 % based on the effective tax rate in 2015, the last known rate prior to the January 1, 2016 valuation day, arriving at a total cap rate of 12.79%. [139] When applied to the NOI of $2,143,500 the total cap rate results in a current value of $16,759,186. Findings on Issue 3B [140] The dispute among the Parties relating to the current value of the parking garage portion of the subject property arises from differing interpretations of the use and revenue generating data and the agreements between CNHI and the tenant casino. There are three sources of revenue from the parking garage; guests of the four Resort hotels, daily or other parking garage users and guests of the casino. [141] The Parties all agree that the best approach to determining the current value of the parking garage is the income approach. That approach requires a series of calculations to arrive at a current value that represents what a purchaser would expect to pay for the future benefit derived from the subject property’s revenue stream. In normal practice, the process taken is as follows: - Calculate the Potential Gross Income (PGI) from the property’s revenue 2024 CanLII 110829 (ON ARB)Page 559 of 602 39 WR 185793 stream. - Deduct an allowance for ongoing vacancy to arrive at the Effective Gross Income (EGI). - Reduce non-recoverable expenses from the EGI to arrive at Net Operating Income (NOI). - Divide the NOI by a cap rate, derived from sales and revenue data from other properties in the market, to arrive at a current value. [142] All three Parties undertook this normal path, except the application of a vacancy allowance. Determining vacancy in this case is difficult because the source of users (Resort hotel guests, casino guests and others unrelated to the Resort), the duration of use (hourly, daily or otherwise) and the rates charged are very difficult to derive from the data available. [143] Rather than extrapolate figures that may have been drawn from misinterpretation of use, the Parties all adopted the approach of determining the EGI straight from the revenue generated by the parking garage over 2014, 2015 and 2016, assuming those revenue figures already reflected the operating amount of vacancy. The Board accepts this approach as being reasonable in the circumstances. [144] The revenue from the parking garage is drawn from three separate sets of users; Resort hotel guests, non-Resort hotel guests and casino guests. The Parties were consistent in developing the EGI from Resort hotel guests and non-Resort hotel guests. Using the 2016 results as shown in the Appellant’s parking garage financial results summary, the Parties adopted an EGI for these two user groups of $3,083,173 (City and MPAC) and $3,087,657 (Appellant). The Board finds that a reasonable value for the EGI from Resort hotel guests and non-Resort hotel guests is the mid-point of these two 2024 CanLII 110829 (ON ARB)Page 560 of 602 40 WR 185793 figures, or $3,085,415. [145] The Parties differ in their approaches to the EGI derived from casino guests. There were several agreements between the Appellant and the casino, initiated in 2005 and subsequently amended. Those agreements set out the terms and conditions of the relationship with the casino and the Appellant. The July 2005 agreement included specific amounts as a licence, for the use of parking spaces by the casino of $267,500 per month, including GST for an annual amount of $3,000,000, net of GST. The net amount was confirmed in a March 2007 amendment to the 2005 agreement. [146] That 2007 agreement included a long series of terms and conditions regarding CNHI’s responsibilities as landlord. Those responsibilities included the maintenance and upkeep of the property; essentially all of the costs associated with running a for-profit parking garage facility. In addition, the casino required CNHI as the landlord to facilitate the use of ‘Priority Card’ bearers at the parking facility. There is no detail in evidence about the specific costs of any of these operational responsibilities, however, in the revenue and expense summaries adduced at hearing, the total expenses are logged. [147] In December 2009 an amending agreement (the “amending agreement”) was signed between the Appellant and the casino operator that extended the term of the lease of the casino and the licence of the parking garage agreements to March of 2025. That amending agreement set out an “Annual Aggregate Basic Rent and Licence Fees for the Extended Term…” The revised terms of the agreement provided step up payments from the casino to the Appellant in three stages. The first stage applied to the period March 2010 through March 2015. The second stage applied to the period March 2015 through March 2020 and the third stage applied to the period March 2020 through March 2025. [148] It is clear from the wording of the amending agreement that the payments set out included both the ‘lease’ for the casino use and the ‘licence’ for the use of the parking 2024 CanLII 110829 (ON ARB)Page 561 of 602 41 WR 185793 garage: The term of the Lease and the Licence is hereby extended by an additional term of fifteen (15) years from March 10,2010 (the “Effective Date”) to expire on March 9, 2025 (the “Extended Term”). OLG shall have no right to early termination of the Extended Term. Reference in the Existing Agreements to “Term” shall as of and from the Effective Date be deemed to include the Extended Term. (Article 2 Term and Rent; section 2.1 Extended Term [149] Prior to the amending agreement, the revenue attributed to the parking garage from the casino was specifically set out at $3,000,000 with the lease of the casino itself set out at $3,900,000, for a total of $6,900,000. At the January 1, 2016 valuation day applicable to these appeals, the amending agreement provided for an annual payment by the lesser of $5,700,000 or $5,500,000 increased annually according to the effective CPI as at December 31 of the immediately preceding year. [150] The Appellant submits the all-encompassing lease payment no longer included parking revenue, as of March 2010. The City submits that is absurd and that the year previous set out parking fees at $3,000,000 and the net effect of the lease agreement change was to increase the casino proper lease payment from $3,000,000 to $6,000,000, indicating that the parking revenue from that point on did not disappear, but was included in the larger catch-all payment to the Appellant. MPAC agrees with the City in its interpretation of the amending agreement. [151] The Board finds that the amending agreement clearly states that fees paid by the casino include licence fees for the use of parking at the subject property. The resulting question is: What proportion of that payment is attributable to the use of the parking garage? [152] From the terms of the amending agreement the minimum lease and licence payment in 2016 was either $5,700,000 or $5,500,000 indexed to the CPI. The amount attributed to the parking garage is a portion of either of those two totals. The CPI for 2016 was not in evidence. Therefore, the lowest possible payment by the casino for 2024 CanLII 110829 (ON ARB)Page 562 of 602 42 WR 185793 2016 would have been $5,500,000. [153] Prior to the amending agreement, the revenue from the casino attributed to the parking garage was 43.5% of the overall payments made by the casino to the Appellant. The Board finds that this is the best indication in evidence of what the proportion of the total revenue in the amending agreement should be attributed to the parking garage. Forty-three point five percent of $5.5 million is $2,392,500. [154] The Board finds therefore that the total EGI of the subject parking garage is $3,085,415 from non-casino users and $2,392,500 from casino users for a total of $5,477,915. [155] Reported expenses to operate the parking garage are also presented in the Appellant’s financial summary. For 2016 those expenses totaled $1,569,931 and included payroll costs and other fixed and non-fixed operating costs. When this figure is removed from the EGI above, the result is a NOI of $3,907,984. [156] To determine the current value of the parking garage component of the subject property, this NOI must be divided by an effective cap rate. Cap rates in evidence vary from 8% to 10% as a base rate and an effective tax rate of 2.79 to 3.28. The total cap rates adduced at hearing were 10.95% (City), 11.28% (MPAC, in its hybrid method) and 12.79% (Appellant). This variance is mostly due to the Parties’ differing opinions of the base rate, varying from 8% to 10%. None of the Parties included property taxes as part of non-recoverable expenses. [157] The average cap rate value of the three in evidence is 11.67%. The Board finds that, on a balance of probabilities, and in the context of the totality of the evidence adduced by the Parties, this average cap rate represents the best evidence. When this cap rate is applied to the NOI determined above of $3,907,984 ($3,907,984 divided by 0.1167) the result is $33,487,437. 2024 CanLII 110829 (ON ARB)Page 563 of 602 43 WR 185793 [158] The Board finds, therefore, that the total correct current value of the parking garage is $33,487,437, or $33,487,000, rounded. [159] Adding the correct current values of the waterpark at $14,988,848 and the parking garage at $33,487,437 together produces the total correct current value of the subject property of $48,476,285 or $48,476,000, rounded. Issue 4 – Does the current value determined require a reduction for it to represent equitable assessment when reference is made to the assessments of similar lands in the vicinity? [160] None of the Parties advanced any argument with respect to whether a finding of current value should be reduced for it to be considered equitable. It was well demonstrated though evidence at the hearing that this property is unique, both in terms of its function and its location. The function and location combine to make this a one-of- a-kind property in the marketplace. This is important because the basic test of equitable assessment is the concept of similarity of the subject property to other properties in the vicinity with respect to those properties’ characteristics and their respective assessments. Findings on Issue 4 [161] As there was no evidence presented of similar properties in the vicinity of the subject property, the Board finds that there is no evidence to support a reduction of the current value determined, for it to be considered equitable assessment. CONCLUSION [162] The Board finds that the current value of the subject property is $48,476,285 or $48,476,000, rounded. 2024 CanLII 110829 (ON ARB)Page 564 of 602 44 WR 185793 ORDER [163] The Board orders that: 1. The current value of the subject property is $48,476,000 for the 2017 through 2024 taxation years. 2. The omitted assessment values returned for the 2015 and 2016 taxation years are confirmed. 3. The apportionment of these values and their classification are to be applied consistent with the ‘change to’ columns in Schedule A, attached. "Dan Weagant" DAN WEAGANT MEMBER Assessment Review Board Website: www.tribunalsontario.ca/arb 2024 CanLII 110829 (ON ARB)Page 565 of 602 45 WR 185793 SCHEDULE A Roll Number: 2725-030-002-04000-0000 Address: 5685 FALLS AVE Assessed/Appellant: CANADIAN NIAGARA HOTELS INC Appeal No. Effective Section No. ASSESSMENT CHANGE TO CLASSIFICATION VALUE CLASSIFICATION VALUE 3278156 JAN 01, 2015 33 Commercial (Full) $11,833,000 Confirmed Confirmed 3278157 JAN 01, 2015 33 Exempt (Non-assessable unit) $3,484,000 Confirmed Confirmed 3278159 JAN 01, 2016 33 Commercial (Full) $11,833,000 Confirmed Confirmed 3278158 JAN 01, 2016 33 Exempt (Non-assessable unit) $3,484,000 Confirmed Confirmed 3228568 JAN 01, 2017 40 Commercial (Full) $3,324,000 Parking Lot (Full) $33,487,000 3278161 JAN 01, 2017 33 Commercial (Full) $11,590,000 Confirmed Confirmed 3278160 JAN 01, 2017 33 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed 3309227 JAN 01, 2018 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 3363149 JAN 01, 2019 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 2024 CanLII 110829 (ON ARB)Page 566 of 602 46 WR 185793 Roll Number: 2725-030-002-04000-0000 Address: 5685 FALLS AVE Assessed/Appellant: CANADIAN NIAGARA HOTELS INC Appeal No. Effective Section No. ASSESSMENT CHANGE TO CLASSIFICATION VALUE CLASSIFICATION VALUE 3407922 JAN 01, 2020 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 3446800 JAN 01, 2021 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 3489555 JAN 01, 2022 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 3513242 JAN 01, 2023 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 3525859 Jan 01, 2024 40 Parking Lot (Full) $27,340,000 Confirmed $33,487,000 Commercial (Full) $11,589,000 Confirmed $11,590,000 Exempt (Non-assessable unit) $3,399,000 Confirmed Confirmed TOTAL $42,328,000 $48,476,000 2024 CanLII 110829 (ON ARB)Page 567 of 602 Page 568 of 602 MAYOR’S PROPOSED CAPITAL BUDGET 2025 November 26, 2024 Page 569 of 602 01. Introduction 02. 2025 Capital Budget At A Glance 03. Highlights 04. Looking Ahead 05. Minor Revisions 06. Next Steps Agenda 2025 CAPITAL BUDGETNovember 26, 2024 2Page 570 of 602 INTRODUCTION 32025 CAPITAL BUDGETPage 571 of 602 4 CURRENT ECONOMIC LANDSCAPEINTRODUCTION 2025 CAPITAL BUDGETConsumer Price Index rose 1.9% in Q3 2024 year over year Bank of Canda target overnight interest rate has decreased 1.25% over the past year Non-Residential construction costs rose 3.3% in Q2 2024 year over year Page 572 of 602 5 HOW BUDGETS WORK TOGETHERINTRODUCTION 2025 CAPITAL BUDGETOPERATING BUDGET Property Tax, Grants, Users Fees Reserves CAPITAL BUDGET •Support Growth Projects •Purchase/Construct New Assets •Rehabilitate Existing Assets •Strategic Investments DEBT •Supplies •Annual Insurance •Roads, Parks, and Playground Maintenance •Debt Payments •Capital Contributions •Salaries/Wages •Contracted Services •Reserve Fund Contributions Page 573 of 602 6 CAPITAL BUDGET PROCESSINTRODUCTION 2025 CAPITAL BUDGETCouncil Referrals to the Budget Process and Budget Amendments Throughout The Year Q4 2023 2024 Capital Budget Approved Q3 2024 2025 Capital Budget Process Launched Q3 2024 Project Close Report Approved Q4 2024 2025 Capital Budget Meetings and Discussions Q4 2024 2025 Capital Budget Finalized and Presented to Council Page 574 of 602 2025 BUDGET AT A GLANCE 72025 CAPITAL BUDGETPage 575 of 602 8 BUDGET BREAKDOWN2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGETProjects Proposed in 2025 Capital Budget 97 Projects Deferred to Future Capital Budgets 28$50.3M Gross $20.3M Gross Page 576 of 602 Strategic Investment 2% State of Good Repair (Asset Management) 84% Growth Related 10% Service Level Enhancement 4% 9 BUDGET BREAKDOWN2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGET94% of the budget relates to maintaining assets or managing growth Page 577 of 602 10 BUDGET FUNDING2025 BUDGET AT A GLANCE 2025 CAPITAL BUDGET$1,342,584Capital Levy Reserve $9,206,200 Capital Special Purpose Reserves $3,500,000 Transfer from Operating Reserve $6,105,000Transfer from Water Reserve $3,997,750 Development Charge Reserves $2,400,000 DC Debentures $5,673,966Transfer from Wastewater Reserve $8,147,500 OLG Reserve Fund $4,500,000Canada Community Building Fund $5,396,000 Federal/Provincial Grants No Tax Levy Supported Debt in 2025 (all DC supported) Drew down reserves by $9.2M to avoid debtPage 578 of 602 HIGHLIGHTS 112025 CAPITAL BUDGETPage 579 of 602 12 KEY INVESTMENTSHIGHLIGHTS 2025 CAPITAL BUDGET$1.2M Rescue 3Replacement $4.1M 2025 Road Program $15.2M Road Reconstructions $3.2M 2025 Fleet Program $1.2M Zoning By-Law, Plans, Programs, Software $3.0M Facilities State ofGood Repair $3.5MCommunity Centre Refresh $2.0M Parks Capital ProgramPage 580 of 602 13 NEW SERVICE IMPROVEMENTSHIGHLIGHTS 2025 CAPITAL BUDGETAODA Capital Improvements and Facility Audit Reducing and removing barriers for people with disabilities and furthering inclusivity at City owned facilities Prince Charles Pool Enhancements New fenced pool enclosure with concrete deck replacement, astroturf, seating areas, and shade provisions for users. Civic Square Enhancements Construct an archway for wedding nuptials and beautification of City Hall grounds The 2025 Capital Budget Proposes $2.1M in Service Improvements representing 4% of the overall capital budget.Page 581 of 602 14 PARTICIPATORY BUDGETING UPDATE HIGHLIGHTS 2025 CAPITAL BUDGET•The community decision making pilot project allowed the community to vote from August 9th to September 18th. •Per report R&C-2024-20 the 2025 Capital Budget includes $200,000 contingent on Council’s Approval for the program to continue beyond the pilot, with a defined scope. An additional $200,000 has been forecasted in 2026 so that every two years $400,000 will be available for community decision making.Page 582 of 602 LOOKING AHEAD 152025 CAPITAL BUDGETPage 583 of 602 16 10 YEAR CAPITAL FORECAST (in 000’s) LOOKING AHEAD 2025 CAPITAL BUDGETDivision 2025 Deferred 2026*2027-2035 Corporate Services $ 2,181 $ 20 $ 1,280 $ 9,853 Fire $ 1,530 $ 77 $ 1,723 $ 15,736 Municipal Works $ 37,615 $ 17,266 $ 70,724 $ 450,304 Parking Services $ 100 $ - $ 493 $ 5,557 Planning and Building $ 1,250 $ 2,130 $ 1,460 $ 11,020 Recreation, Culture and Facilities $ 7,593 $ 838 $ 40,164 $ 234,938 Grand Total $ 50,269 $ 20,331 $ 115,844 $ 727,408 2025 Mayor’s Proposed Budget Remaining Term of Council Future Terms of Council *2026 includes “backlog” items, some of which may not have been included in 2025 due to capacity/funding constraints. Forecast Risk increases in the latter years of the forecast, therefore it is best to focus on the near term Page 584 of 602 17 CAPITAL FUNDING STRATEGY (in 000’s) LOOKING AHEAD 2025 CAPITAL BUDGET*2026 includes “backlog” items and anything deferred from 2025 Capital Forecast Funding Strategy 2026*2027-2035 Total 2026-2035 Total Needs (2026-2035)$ 136,175 $ 727,408 $ 863,583 Current Capital Levy (1.5%)$ (1,300)$ (13,700)$ (15,000) Estimated Application Based Grants $ - $ (20,000)$ (20,000) Reserve Balances (exhaust balance)$ (20,000)$ - $ (20,000) Estimated Allocation Based Grants $ (8,000)$ (62,000)$ (70,000) Operating Reserves $ (6,800)$ (73,200)$ (80,000) Estimated DC Collections $ (14,496)$ (161,746)$ (176,242) Rate Reserves $ (12,000)$ (138,000)$ (150,000) Funding Gap $ 73,579 $ 258,762 $ 332,341 Page 585 of 602 18 CAPITAL FUNDING STRATEGY (in 000’s) LOOKING AHEAD 2025 CAPITAL BUDGETMitigation Opportunities: •Capital Levy increases •Water/wastewater user fee increases •OLG/one-time reserve funding of backlog Capital Forecast Funding Strategy 2026*2027-2035 Total 2026-2035 Funding Gap $ 73,579 $ 258,762 $ 332,341 •Issuing debt •Leveraging third party grants •Reductions in service levels •Divesting of assets *2026 includes “backlog” items and anything deferred from 2025Page 586 of 602 19 CURRENT CAPITAL LEVYLOOKING AHEAD 2025 CAPITAL BUDGET$1.3M 1.5% Capital Levy = The current 1.5% Capital Levy is helping the City to start to build a dedicated fund for Asset Management. The scope and capacity are limited, but the City should continue to grow this investment over time. This contributes approximately 2% of our overall capital needs annually. ~1.3km of Reconstructed Road OR ~ 3 Snow Plow Trucks Page 587 of 602 20 PROPOSED CAPITAL LEVYLOOKING AHEAD 2025 CAPITAL BUDGET↑ $2.2M or 2.5% Increase $3.45/month Per Average Home Assessed at $280,000 = $3.5M Proposed Capital Levy 4.0% $1.3M Current Capital Levy 1.5% Example of a house assessed at $280,000Page 588 of 602 21 DEBTLOOKING AHEAD 2025 CAPITAL BUDGETCurrent ($100M) (Includes Proposed 2025) Legislated ($555M) Policy ($333M) Total Gross Debt Legislated ($44.6M) (25% of Own Source Revenue) Policy ($26.7M) (15% of Own Source Revenue) Current ($10.3M) (5.75% Including Proposed 2025) Annual Repayment Limit Debt allows the cost to acquire assets to be spread over the life of the asset, reducing the immediate impact to taxpayers. The City’s debt levels are increasing but are still well below both its Policy limit and Provincial limit. Page 589 of 602 22 RISKS AND OPPORTUNITIESLOOKING AHEAD 2025 CAPITAL BUDGETINVEST TO MAINTAINN ASSETS REDUCE SERVICE LEVELS OR Page 590 of 602 23 RISKS AND OPPORTUNITIESLOOKING AHEAD 2025 CAPITAL BUDGETChippawa Arena 50+ Years Old Run To Fail MacBain Community Centre 20 Years Old Renewal Needs CityHall 50+ Years Old Renewal Needs INVEST IN ONGOING RENEWAL TO AVOID COSTLY ASSET FAILURES AND POTENTIAL REDUCTIONS IN SERVICE TAKEAWAY: Gale Centre 14 Years Old Renewal Needs Page 591 of 602 MINOR REVISIONS 242025 CAPITAL BUDGETPage 592 of 602 25 2025 RURAL SURFACE TREATMENT PROGRAM MINOR REVISIONS 2025 CAPITAL BUDGETPer Budget Book Revised 1. Grassy Brooks Road (Welland Boundary to East Limit) 2. Carl Road (West Boundary to Morris Road) 3. Carl Road (Misner Road to Montrose Road) 4. Crowland Road (Biggar Road to Carl Road) 1. Grassy Brooks Road (Welland Boundary to East Limit) 2. Carl Road (West Boundary to Morris Road) 3. Carl Road (Misner Road to Montrose Road) 4. Dell Road (Lyons Creek Road to Reixinger Road) Revised Spending Allocation ($0 Net Budget Impact) Exchanged with Provisional Budget BookPage 121-122 Page 593 of 602 26 2025 SIDEWALK REPLACEMENT PROGRAM MINOR REVISIONS 2025 CAPITAL BUDGETPer Budget Book Revised 1. Delta Drive (809m) – Montrose Road to Montrose Road 2. Charnwood Avenue (590m) – Tad Street to Hydro Corridor 3. Preakness Street (1,251m) – Montrose Road to Paddock Trail 1. Delta Drive (809m) – Montrose Road to Montrose Road 2. Charnwood Avenue (590m) – Tad Street to Hydro Corridor Revised Spending Allocation ($0 Net Budget Impact) Shifted To Provisional Budget BookPage 125-126 Page 594 of 602 NEXT STEPS 272025 CAPITAL BUDGETPage 595 of 602 28 STRONG MAYOR KEY DATES 2025 CAPITAL BUDGETNEXT STEPS 30 Day Review Period (Council Amendments) Nov 6 (Budget Released) Dec 5 (Unless Reduced by Council) 10 Day Veto Period (Mayor) Dec 15 (Unless Reduced by Mayor) 15 Day Override Period (Council) Dec 30 (Unless Reduced by Council) The 2025 Mayor’s Proposed Capital Budget is Deemed Adopted at the latest date (considering any reductions)Page 596 of 602 29 BUDGET AMENDMENT SUMMARY 2025 CAPITAL BUDGETNEXT STEPS 1.NS&T Trail PH 2A and 2B (DEFER) Councillor Lococo: 2.Civic Square Enhancements (DEFER) 2025 Capital Budget Impact: •($60,000) Decrease Funding Sources: •$54,000 – Development Charges •$6,000 – Transfer From Operating 2025 Capital Budget Impact: •($175,000) Decrease Funding Source: •$175,000 – OLG Reserve Fund Page 597 of 602 30 BUDGET AMENDMENT SUMMARY 2025 CAPITAL BUDGETNEXT STEPS Councillor Pietrangelo: 1.WonderFalls Pass Accessible Swing (NEW) 2025 Capital Budget Impact: •$150,000 Increase Recommended Funding Sources: •WonderFalls Pass Capital Special Purpose Reserve •Parks Capital Special Purpose Reserve 2.Fernwood Stormwater Management Pond (REPORT) 2025 Capital Budget Impact: •$0 - NIL Next Steps: •Staff to report back during operating budget with recommendations to deal with phragmites including proposed budgetary impactPage 598 of 602 31 STRONG MAYOR KEY DATES 2025 CAPITAL BUDGETNEXT STEPS 30 Day Review Period (Council Amendments) Nov 6 (Budget Released) Dec 5 (Unless Reduced by Council) 10 Day Veto Period (Mayor) Dec 15 (Unless Reduced by Mayor) 15 Day Override Period (Council) Dec 30 (Unless Reduced by Council) The 2025 Mayor’s Proposed Capital Budget is Deemed Adopted at the latest date (considering any reductions)Page 599 of 602 THANK YOU 322025 CAPITAL BUDGETPage 600 of 602 QUESTIONS? 332025 CAPITAL BUDGETPage 601 of 602 CITY OF NIAGARA FALLS By-law No. 2024 - 119 A by-law to adopt, ratify and confirm the actions of the City Council at its meeting held on the 26th day of November, 2024. WHEREAS it is deemed desirable and expedient that the actions and proceedings of Council as herein set forth be adopted, ratified and confirmed by by-law. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The actions of the Council at its meeting held on the 26th day of November 2024 including all motions, resolutions and other actions taken by the Council at its said meeting, are hereby adopted, ratified and confirmed as if they were expressly embodied in this by-law, except where the prior approval of the Ontario Municipal Board or other authority is by law required or any action required by law to be taken by resolution. 2. Where no individual by-law has been or is passed with respect to the taking of any action authorized in or with respect to the exercise of any powers by the Council, then this by-law shall be deemed for all purposes to be the by-law required for approving, authorizing and taking of any action authorized therein or thereby, or required for the exercise of any powers thereon by the Council. 3. The Mayor and the proper officers of the Corporation of the City of Niagara Falls are hereby authorized and directed to do all things necessary to give effect to the said actions of the Council or to obtain approvals where required, and, except where otherwise provided, the Mayor and the Clerk are hereby authorized and directed to execute all documents arising therefrom and necessary on behalf of the Corporation of the City of Niagara Falls and to affix thereto the corporate seal of the Corporation of the City of Niagara Falls. Read a first, second, third time and passed. Signed and sealed in open Council this 26th day of November, 2024. ........................................................ ……........................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 602 of 602