2008/09/22 ~ r_ v
_ COMMUNITY~SERVICES'. COMMITTEE AGENDA;:
h. 6
SEVENTEENTH MEETING
Monday, September 22, 2008
- - - 5-00-p:m. -
City Hall, Committee Room #2A & B
1) Approval of the September 8, 2008, 2008 Community Services Minutes.
2) REPORTS: STAFF CONTACT.
a) CAO-2008-04
Service Delivery Review -Water & Wastewater Services Geoff Holman
Dale Morton
b) MW-2008-57
City of Niagara Falls Rail Line Ad Hoc Committee
Terms of Reference Ed Dujlovic
c) MW-2008-46
2008 Loose Leaf Collection Program Geoff Holman
d) MW-2008-53
Revisions to Contract 2008-205-08
2008 New Sidewalk Program Geoff Holman
e) TS-2008-48
Feasability of Reopening Main Street Karl Dren
Environmental Assessment
3) NEW BUSINESS:
4) ADJOURNMENT:
MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING
MONDAY, September 8, 2008, CITY HALL, ROOM 2 AT 4:00 P.M.
PRESENT Chair Councillor Carolynn loannoni -Mayor Ted Salci, Councillors: Jim
Diodati, Vince Kerrio, Victor Pietrangelo(4 35 p.m.), Bart Maves, Wayne
Thomson, Janice Wing and Shirley Fisher
STAFF John MacDonald, Ken Burden, Ken Beaman, Karl Dren, Geoff Holman,
Denyse Morrissey, Dean lortida, Alex Herlovitch, Serge Felicetti, Trent Dark,
Marianne Tikky- Steno.
GUEST Mr Todd MacDonald, Performance Concepts Consulting Ltd ,Stamford
Kiwanis Club Members Brian McKeoun, Stephen Larames, Howard
Gord, John Prentice, Michael Sproule. NUSC Members: Donna Mantesso
(president), Dan Santin, Andrew Howcroft and David Jovanovic.
PRESS. Corey Larocque, Niagara Falls Review
MINUTES
It was ORDERED on the motion of Councillor Fisher and seconded by Councillor Wing,
that the August 18, 2008 minutes be approved
REPORTS
a) FS-2008-35
Building and Planning Fees Review
It was ORDERED on the motion of Councillor Diodati and seconded by
Councillor Wing that;
1 That Committee recommend the report and consultant's presentation for
information
2. That the Chief Building Official be directed to hold public meetings as
required by Bill 124 so as to increase building permit fees effective
January 1, 2009
3 That staff be directed to hold public consultation meetings with the public
including the development community and to provide Council with
recommendations for the establishment of new planning and engineering
fees effective January 1, 2009
Motion: Carried
Action Recommendation submitted to Council September 8, 2008
-z-
b) R-2008-30
Fees for the New Artificial Turf Sports Field at Kalar Park 'Home for Niagara
United Soccer Club'
The Director of Parks, Recreation and Culture advised that the hourly rate listed in
the report on page two for Non Resident Minor/Youth Sport Organization should
- -read $80.00-not-$60 00-as-listed - - -
It was ORDERED on the motion of Councillor Wing and seconded by Councillor
Kerrio that,
1 That the fees for the artificial multi-purpose sport field for the period
September 8, 2008 to April 31, 2009 be approved.
2. That all net revenues generated from the rental ofthe field (excluding lighting
fees) to other users in the years 2008, 2009, 2010 and 2011 be dedicated
to and applied entirely to the project costs of the field and reduce each
party's contribution equally
Motion Carried
Action. Recommendation submitted to Council September 8, 2008
c) R-2008-27
Review of Request -Ban of Plastic Bags
It was ORDERED on the motion of Councillor Wing and seconded by Councillor
Fisher that;
1 That the City of Niagara Falls play a leadership role in educating and
encouraging all businesses, retailers, and residents to significantly reduce
and strive to eliminate their use of plastic bags
2. That an educational campaign and implementation strategy be developed
through the Park In the City Committee, and the recommended
educational campaign and implementation strategy which would include
the budgetary requirements be outlined in a future report to Council.
Motion: Carried
Action Recommendation submitted to Council September 8, 2008
d) TS-2008-44
Request for Extension - Kiwanis Agreement
It was ORDERED on the motion of Councillor Pietrangelo and seconded by
Councillor Diodati that;
1 That, the request to extend the existing agreement a further five years
(2010 to 2015), be approved, and,
2 That the City dedicate up to $6,000 00 for concrete pad installations, to
-3-
facilitate the installation the Kiwanis benches, at mutually agreed upon
transit stops.
Motion. Carried
Conflict: Councillors. Thomson and Kerrio (members of the Fallsview BIA)
Opposed Councillor Wing
_Action._ Recommendation_submitted_to_Council_September_8, 2008._ _ _
3) NEW BUSINESS'
a) It was ORDERED on the motion of Councillor Thomson and seconded by Mayor
Salci that the trees in the vicinity of 5701 Prince Edward Avenue be removed by
City forces.
Motion. Carried
Action Recommendation submitted to Council September 8, 2008.
b) It was ORDERED on the motion of Councillor Wing and seconded by Mayor
Salci that the police be requested to provide enforcement on Preakness Street
due to speeding concerns.
Motion Carried
Action: Recommendation submitted to Council September 8, 2008
c) It was ORDERED on the motion of Councillor Wing and seconded by Councillor
Kerrio that staff review the corner parking restriction at the corner of Culp Street
and Orchard Avenue.
Motion. Carried
Action Recommendation submitted to Council September 8, 2008
4) ADJOURNMENT
a) It was ORDERED on the motion of Councillor Maves and seconded by Mayor
Salci that the regular meeting of the Community Services Committee be
adjourned 6'00 p.m. and the resolution entering into a In-Camera Session be
approved
Motion Carried
b) It was ORDERED on the motion of Councillor Wing and seconded by Councillor
Kerrio that the Chief Administrative Officer be assigned the duties of the City
Clerk during the Closed In-Camera Session.
Motion: Carried
September 22, 2008 CAO-20D8-04
City Hall
4310 Queen Street
_ P.O. Box 1023
Chief Administrative Officer ~ Niagara Falls, ON L2E 6X5
web site: www.niagarafalls.ca
(905) 356-7521 Ext. 5100
Fax: (905)374-3557
jmacdonald@niagarafalls.ca
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members.
Re CAO-2008-04
Service Delivery Review -Water & Wastewater Services
RECOMMENDATION:
1) That the recommended changes to the operation of the Water/Wastewatersecbon,
as set out in this Service Delivery Review Report, be approved
2) That staff be authorized to move forward with implementation
BACKGROUND•
The Service Delivery Review of Water and Wastewater Services commenced in May 2007
More than 40 meetings were held with the Service Delivery Review Team, water and
wastewater staff, and various union and management staff during this process.
The purpose of service delivery review is to ensure municipal programs and services are
provided in the most efficient, effective manner to best meet the needs of the community,
and to help in finding long-term sustainable solutions to ongoing budget challenges. This
review comprehensively assessed the City's water distribution and wastewater collection
services to ensure the best use of staff and municipal resources The attached report
summarizes the review findings with regard to the City's water distribution and wastewater
collection services.
As reflected in the attached report, the following key changes to the City's water and
wastewater services are recommended
• anew mission statement and organizational structure that provide the
framework for a more effective section
• greater emphasis will be placed on preventive maintenance of these
systems to extend the life of the infrastructure
September 22, 2008 - 2 - CAO-2008-04
• key operating principles to guide future decisions affecting the
operation of the section
• renaming the section "Environmental Services"
• development and implementation of Standard Operating Procedure
(SOP's) for each activity in the section. In all, 56 SOP's, plus
associated forms and reports, have been developed.
• defined levels of service and performance measures for water and
wastewater emergency and preventive maintenance programs
• contracted work should be reclaimed, whenever possible within staff's
ability and where financially feasible
• comprehensive training and soft skill development for all leadership
positions in the section
• change in the management approach to a participatory management
model to increase staff engagement
• cross -training of leadership staff
• development of a communications plan for the section
• one new management position, Environmental Services Coordinator,
to plan and coordinate the administrative, meterand locates staff, and
to monitor and maintain performance measurement data and
statistics
• increasing the union complement by four positions to facilitate
uninterrupted preventive maintenance program activity
The increase in labour costs resulting from the reorganization will be approximately
$385,000 Thefunding required to support the additional positions and to accomplish these
changes will be generated through reduced reliance on contracted services, an estimated
cost saving of more than $400,000 per year
As a result of employing the aforementioned strategies, it is anticipated that the changes
will not result in increased costs t the Corporat~io
jn.
Respectfully submitted:
Jo acDonald, Chief Administrative icer
D Morton
i
Niaga;ra~irlls
Water /Wastewater
Service Delivery Review Report
September 22, 2008
Service Delivery Review
The purpose of service delivery review is to ensure
municipal programs are provided in the most efficient,
effective manner to best meet the needs of the
community
The Service Delivery Review
- - - - Process- - - - -
~ Form Service Delivery Review Team
Prepare purpose statement
Establish baseline description
Identify performance indicators & levels of service
Evaluate current performance
v Identify issues
v Review best practices
Our System
420 km distribution water mains
2,894 fire hydrants
4,594 valves
422 km sanitary sewers (includes combined)
345 km storm sewers
6,290 catch hasins
27,379 sanitary sewer laterals
27,379 water services
5,398 sewer maintenance holes
4,410 storm maintenance hales
Trends and Challenges
WaterlWastewater Challenges and Emerging Trends
n Addressing our aging infrastructure and infrastructure deficit.
n Licensing and certifcetion of new employees and the upgrading of licenses far
existing staff which requires financial and staff resources on an annual basis.
v the "hidden infrastructure" aspect of the water/wastevrater sector which causes
residents to undervalue the service provided.
v Improving staff skills and training to get ahead of the industry change.
'r Responding to the ever changing and increasingly stringent regulatory framework at
the provincial and federal levels.
r Replacement of retired highly skilled employees.
Study Challenges
> Overcoming cultural resistance to change (the "if it ain't broke don't fix it" mentality).
n Establishing the relevance and potential benefits of management improvement
options.
n Establishing appropriate performance expectations and associated performance
measurement approaches.
Mission Statement
- ~i -
•IProvide areliable and_ i'Protect human health, ~ PtoJide a well-
dependable drinking theemlionment;and=- fiunctloningsanltacyand
water;systerrithafcan public propertyin,. stormsewersystemthat
deliver safe, potable ,Niagara Falls. =can remove all types of{.
water. waste in an
• Gomplywith applicable environmentally
• Operate the drinking legislation and acceptable manner.
water system efficiently. regulations.
• Operate the
-Maintain and- wastewater system
continually improve the efficiently and cost-
City's Drinking Water effectively.
Quality Management
System(DWOM$)'
SWOT Analysis
"Experience Communication
puality Service + Lack of Common Focus or Values
(a Knowledge ?StaHing Structure, Le•rels,antl Position Descriptions
~ Treining and Educational Opportunities Morale Lack of Team Work
i Ceditication ~ Limited JOb Knowedge Re: Core Services
w +Responsihilities ?Organization of Work Flows and Processes
~ +Equipment ?AfterHours Response
Youtlr ? Knowledge
? Limited Resources
0~
m Changing Legislation(PSAB etc.) Meeting Changing Legislationand Standards
~ IJew Tachnologyi.e Trenchless ?Gcmpetltion from Contractors, Possiblythe Region
L Training and Certification ?Limited Funding
QI 'CHy Growth Provgesblew Sources of RCVenue Mismformatian Provided [o the PUhlic by Media
K ?Highai Profile of WaterNJastevster Sarviees ?DlHiculty Fillin90vertime Shlftc
tl.l + Health and Safzty Issuas-New Threats to
Employees
. Attitudes-Complacency, Lack of Respect
Key Operating Principles
nri,Re>,~ns
Mission
Statement
Key
operating
Prinaples
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Standard Operating Procedures
In cooperation with water and wastewater staff, we developed:
? 43 Standard Operating Procedures for Water
? 13 Standard Operating Procedures for Wastewater
? 24 new or revised forms and reports
~ Undergoing Peer Review by UEM
? To be updated yearly
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Service Delivery Survey
y Undertaken by Urban & Environmental Management Inc.
~ Included 8 comparable Ontario municipalities similar in
system and size.
y Provided level of service and structure information for
comparison to Niagara Falls.
Program Planning
Emergency response and preventative maintenance
programs have been identified for the water distribution
and wastewater collection systems with the associated
levels of service and performance indicators.
Emergency Repairs & Preventative Maintenance Programs -Water Distribution
New Programs Increased level of Service
Activity Description 8 Purpose Program Benefits /Level of Service Performance Indicator(s)
(Mnual)
Emergency Water Main Emergency water main repairs are required as a Emergency Repairs to the water distribution number of service interrulptions due to
Repairs result of any unexpected interruptions or breaks in network will be made as soon as possible, but water main breaks
the water delivery system that impact service. For within 24 hours of the identification of the length of service interrupttions due to water
the purpose of this exercise, emergency repairs problem or deficiency. main breaks I
are divided into day and after hours activities. average response time to water main
DWQMS will provide a rating system for breaks
criticality of water main breaks in order to
prioritize repairs.
Emergency Water Emergency water service repairs are required as Emergency Repairs to a water service will be number of service interruptions due to
Service Repair a result of any unexpected interruptions or breaks made as soon as possible, but within 3 water service breaks
in the water service that impacts a private service. working days of the identification of the length of service interruptions due to water
For the purpose of this exercise, emergency problem or defciency service breaks
repairs are divided into day and after hours average response time to water service
activities. breaks ~I
New Water Services New water services involve extension of pipe into Work is undertaken on a planned basis. number of new services installed
areas of redevelopment and inf Iling '
Water Service Planned replacement of existing deteriorating or Work is undertaken on a planned basis, number of water services replaced
Replacement on Road undersized water service. according to budget.
Allowance
Main Valve Repair Repair of City valves on water mains, when the Valves are repaired on a planned basis. number of main valve repairs
valve is broken (open or closed) the valve is
leaking, the valve is stiff, or is difficult to operate,
or does not hold.
Main Valve Distribution valve replacement on water mains Valves are replaced on a planned basis. number of main valves replaced
Replacement when the valve is broken (open or closed), the
valve is leaking, or the valve is stiff, or difficult to I
operate, or does not hold, and cannot be repaired. '
Tapping Water Services When City staff are excavating and adding a large Water services are tapped on an as needed number of water serviced tapped
-Complete water service or hydrant, a tapping valve and basis. I
sleeve may be installed. I
i
Emergency Repairs & Preventative Maintenance Programs -Water Distribution
New Programs Increased Level of Service
Activity' Description & Purpose Program Benefits /Level of Service Performance Indicator(s)
(Annual)
Tapping Water Services When contractors are adding a large water Water services are tapped on an as needed number of water services tapped for
for Contractors service or hydrant, City staff may be required to basis. contractors
install a tapping valve and sleeve only.
Curb Stop Box Repair Repair or replacement of a damaged curb stop Curb Stop Bozes are repaired or replaced on number of curb stop boxes repaired
& Replacement box that covers the curb stop. an as added needed basis number of curb stop boxes replaced
Curb Stop Repair & Repair or replacement of the curb stop used to Curb Stops are repaired or replaced on an as number of curb stops repaired
Replacement connect the public water distribution system to added needed basis number of curb stops replaced
private property
Water Main Flushing Over time, the interior of water mains become Water mains should be Flushed on an as number of water main locations Flushed
encrusted on the inside reducing the inside needed basis. Flushing water mains help to number of km of water main Flushed
diameter. This program vrill remove the most avoid stagnant water and low chlorine
recent sediment and mineral deposits, improving residuals. There are particular areas that
the water quality as well as the hydraulic carrying require more frequent Flushing, for example,
capacity of the pipe. dead ends and older mains.
Hydrant Opening, Hydrant opening and inspection ensures that the All fire hydrants will be opened and inspected number of hydrants opened and inspected
Inspection, and Testing hydrant is operational, with adequate fre flow at least once a year, and after each use, to number of hydrants identifed as requiring
pressure. Flow testing may be undertaken. provide assurance that they will be fully service
functional when needed
• number of instances where fire fighting was
impeded by low pressure
Hydrant Repairs It is important to identify and put back into service Fire hydrant repairs will be undertaken within number of hydrants repai~lred
any hydrants not functioning at the required 24 hours of the identifcation of a deficiency. number of hydrants repai2d within 24
capacity as soon as possible to ensure availability Hydrants where water mains with insufficient hours of identification of deficiency
for f re fighting use.
fire flows exist will be taken out of service and
The need for repair is identified through the bagged, and the main scheduled for
Hydrant Inspection, Testing and Flushing program replacement.
or water modelling, or identified after a recent use.
Emergency Repairs & Preventative Maintenance Programs -Water Distribution
New Pfograms Increased Level of Service
Activity Description & Purpose Program Benefits /Level of Service Performance Indicator(s)
(Annual)
Hydrant Flow Testing To determine the available f re flow/pressure for Hydrant flow testing will take place as needed. number of hydrants flow (tested
new development and sprinkler systems, water ~
model confirmation or to isolate valves.
Black Ring Hydmnts A black band or ring on any hydrant indicates a Black Ring hydrants will be inspected and number of black ring hydlrants inspected
hydrant is not self draining. These hydrants must drained as required. and'!or drained
be drained manually to ensure they do not freeze.
Hydrant Replacement The City of Niagara Falls is responsible for Usually, the replacement of the hydrant is pre- number of hydrants replaced
servicing and maintaining fire hydrants located planned. The Hydrant Inspection and Flushing
across the City. Program generally determines which hydrants
to replace. Hydrants without breakaway
flanges hit by vehicles may require i
emergency replacement
Replacement in a timely and effcient manner,
while minimizing disruption in service.
Thawing Frozen Sub-zero weather conditions may lead to frozen Hydrants are thawed on an as needed basis. number of hydrants thawed
Hydrants hydrants that require thawing.
Microbiological To take samples on a routine basis from the water Microbiological sampling is mandated by the number of samples taken
Sampling distribution system, and to test the samples for Provincial government. A total of 88 samples
appropriate chlorine levels. must be taken each week. Sampling also number of samples indicating adverse
occurs after an event such as a water main water quality
break, or hydrant usage. This may help
identify localized problems before they
become a system wide concern.
Water Sample Station Water Sample stations are installed where there is A water sample station simulates a private number of water sample (stations installed
Installation no convenient access point to take a service sample.
microbiological sample for a particular area.
Lead & Heavy Metals Water samples are taken to determine the levels number of samples taken
Sampling of lead and heavy metals number of samples taken with adverse
readings
I
Emergency Repairs 8r Preventative Maintenance Programs -Water Distribution
New Programs Increased Level of Service
i
Activity Description 8 Purpose Program Benefits /Level of Service Performance Indicator(s)
(Annual)
Meter Inspection & Water meters are inspected, and then repaired if Inspection and repair of water meters is number of water meters maintained
Repair necessary The purpose is to ensure that meters undertaken on an as needed basis..
continue to read accurately and are properly I
maintained. This may involve testing the meter I
which is done by an independent company I
New Meters New meters are installed in areas of new Installation of new water meters is undertaken number of new meters installed
development and infill situations. City staff inspect on an as needed basis.
the new meter and widng, seal the meter, install
the touch pad and take a reading.
Meter Change- Outs Meter change-outs are undertaken when the Change-out of water meters is undertaken on number of meter changeouts completed
service life of the meter has been surpassed or an as needed basis.
the meter is malfunctioning (broken, leaking,
frozen) and cannot be repaired.
Water Quality Water quality concerns generally include Water quality complaints will be addressed on number of water quality complaints
Complaints diswloration, smell, changes in taste, low the same working day of their receipt. number of adverse water) situations
pressure, turbidity or no water They are dealt with effciently and with I
minimum disruption tc the customer
Shut Offliurn On Water service to a residence, commercial or Shut off and turn on of water service is number of services shut off
Services industrial use may be shut off for a variety of undertaken on an as needed basis. I
reasons including arrears in payment, as a result number of services turned on
of work orders from Hydro or Fire, for main repairs
or other emergencies, and at vacant properties or
for vacationing property owners.
Blow Off Installations Where no hydrant is available for flushing Blow Offs are installed as needed. number of blow off installations
purposes, a blow off is installed, normally during ~
the construction phase of development.
Locates When undertaking work underground, services Locates are performed on an as needed basis number of locates performed
including telephone, cable, gas and existing water according to a priority system, where
and sewer lines must be located before the dig. emergency repairs take precedent.
Emergency Repairs & Preventative Maintenance Programs -Water Distribution ~
New Programs Increased Level of Service
Activity Description & Purpose Program Benefits / Levef of Service Performance Indicator(s)
(Annual)
Restoration Any landscaping, grounds or roadways damaged Restoration of property damaged as a result of number of restorations performed
or disturbed as a result of work undertaken by emergency or planned work will be undertaken
Water section staff during the repair ,installation in May or June if the work took place from number of restorations performed within
or replacement of items related to the water November to April, or within 2 weeks if the the allotted time frame
distribution system must be restored. work took place from May to October
Hydrant Painting Hydrant barrels are painted red and caps painted Hydrant will be painted, as a minimum, once number of hydrants painted
appropriate colours based on flow rates every flue years.
determined from flow tests and hydraulic
modeling. The colour code allows Water Section
and Fire staff to immediately identify the capacity i
of the hydrant in liters per minute.
Valve Exercising Valves need to be operable to isolate breaks in All valves will be operated annually. Valve number of valves exercisled
Program the system. Implementing a valve maintenance chambers are checked for defciencies at the number of valves identified as requiring
program provides for more efficient more efficient same time. repair
emergency repairs extends valve life and results Any defciencies with valves or valve i
in long term savings to the system. chambers will be repaired on a priority basis.
Bulk Water Station Inspection of bulk water stations including Once per year to ensure proper accounting inspection of bulk water station
Inspection and calibration and backflow prevention check. for water use and to prevent cross
Maintenance Ensures a reliable source of water to bulk water contamination of the water distribution system.
haulers for the City's rural customer
Small Meter Life cycle replacement of aging residential or Residential and small commercial meters have number of meters replaced
Replacement Program small commercial meters. a maximum 15 year life cycle, and will be i
(50 mm or smaller) replaced within that time frame. i
I
Emergency Repairs & Preventative Maintenance Programs -Water Distribution
New Programs Increased Level of Service
Activity Description & Purpose Program Benefits /Level of Service Performance Indicator(s)
(Annual)
Large Meter Inspection It is imperative to ensure accurate measurement Large commercial and industrial meters will be number of large meters i II spected
Program of all water delivered. inspected once each year, and replaced on an number of meters identifed as requiring
(Larger than 50 mm) as needed basis. replacement
On average, water meters have a useful life of
approximately 15 years and larger meters require i
maintenance and calibration on a regular basis. it
This program strives to ensure that all large i
meters continue to read accurately and are
properly maintained. Even small mistakes in
accuracy can result in thousands of dollars of lost
revenue for the City
In addition to lost revenue associated with poorly
maintained meters, accurate accounting of water
consumption has proven to aid in water
conservation efforts. When customers are
appropriately billed for water used, they quite
often undertake conservation efforts to reduce
their use.
Leak Detection Leak detection activities are used to quantify the The Leak Detection Program will target the number of km of distribution system tested
Program amount of water leaving the distribution system entire City s water distribution network in 2008. number of leaks identified
through cracks and joints in the distribution piping
and to identify areas with excessive levels of real Defciencies identified are repaired on a estimated number of liters of water lost
water loss. priority basis once identifed. through leaks
This program is an effective way to reduce
operating and maintenance costs. '
I
Emergency Repairs & Preventative Maintenance Programs -Water Distribution
New Programs Increased Level of Service
Activity Description & Purpose Program Benefits /Level of Service Performance Indicator(s)
(Annual)
Commercial Backflow Backflow prevention ensures that water delivered To be determined To be determined
Prevention Program to a premise cannot flow backwards into the City's Backflow prevention on private hydrants is a
water distribution system and present any threats
to other customers or the system itself. In older, critical control. Prevention of cross connection
established cities such as Niagara Falls, with a to the City's water system will be targeted.
variety of industrial, commercial, and institutional
facilities a robust water backflow prevention
program is critical in demonstrating a desire to
protect water quality. i
An initial investigation will be undertaken in 2009 ~
to establish a methodology for implementing a
backflow prevention program in commercial
areas.
Water Conservation Water conservation and water efficiency programs To be determined per capita residential water use
are used to reduce the volume of household and
industrial water and wastewater entering per capita wastewater generation
combined and sanitary sewers. This lowers the
risk of combined sewer overflows and sewer
surcharges during rainy weather. A formal
program will be established to educate the
community and encourage and promote water
conservation.
Unauthorized Uncontrolled use and connection to the water To be determined. Elements of the program To be determined
Consumption of Water system must be itlentifed and stopped. include a Backflow Prevention By-law and ~
public education.
Private Fire Hydrant There are 222 multi-residential, institutional, To be determined To be determined
Maintenance commercial and industrial establishments that Strategies to address unauthorized use and
have private hydrants. These hydrants may be potential for maintenance program at a cost to
susceptible to malfunction, uncontrolled water owners exists.
consumption form the hydrant, and water loss
through leaks, if not maintained.
III
Emergency Repair and Preventative Maintenance Programs -Wastewater
Increased Level of Service New Program
Activity Description 8 Purpose Program Benefits I Level of Service Performance Intliwtor(s)
- .(Annual)
Emergency Repairs - Repair or replacement of sewer lateral that is Emergency repairs to sewer laterals are made as number of sewer lateral backups
Sewer Lateral Repair & broken, or has become blocked with tree root soon as possible but within 24 hours of the average response time to sewer lateral
Replacement growth, foreign objects etc. identif cation of the deficiency in critical cases. back ups
• number and value of claims against the
City resulting from sewer lateral back
ups
Emergency Sewer - Repair of sewer mains that have broken or have Emergency repairs to sewer laterals are made as number of emergencyll repairs to main
Main Repairs deteriorated, or have become blocked with tree soon as possible but within 24 hours of the line sewers i
root growth, foreign objects etc. identifcetion of the deficiency in critical cases. average response time for emergency
repairs to main line sewers
• number and value of claims against the
City
High Pressure Main High pressure main line sewer cleaning reduces Main line sewers are cleaned once every five number of km of main) line sewer
Line Sewer Cleaning blockages by cleaning debris from the bottom of years. cleaned
the sewer thereby increasing capacity. Areas subject to chronic blockage problems are
cleaned more frequently on an as needed basis.
Sewer Lateral Cleaning Sewer Lateral cleaning removes sewer Sewer laterals are cleaned on an as needed number of sewer laterals cleaned
obstructions that can be caused by tree roots, basis.
pipe condition, and foreign objects, reducing the
potential for future back ups..
SSET N Inspection N inspection provides an indication of the Every sewer lateral cleaned is N inspected at number of sewer laterals N inspected
and Tracing condition of the sewer or sewer lateral. This data the same time. number of main sewer lines N
is used to determine the need for maintenance, Main sewer lines are TV inspected once every inspected
rehabilitation, or replacement of the pipe. ten years.
Monitoring and Sanitary sewers are monitored in areas at risk of Reduced basement flooding during rainfall number (and estimated volume where
Pumping Sanitary flooding during high intensity or long duration min events. available) of untreated discharges to
Sewer Overflows and events. Should emergency levels be reached surface water
Sewage Sampling pumping is initiated to reduce or prevent Monitoring and pumping take place on an as number of hours of untreated waste
basement flooding, needed basis. released ~
Sewage samples are taken when overflows are
pumped to the storm sewer or river
Catch Basin Repair Catch basin repair generally involves the repair if Repair improves catch basin function, and number of catch basins repaired
deteriorating, damaged or tilted asphalt frames eliminates sink holes and cracks around catch
surrounding the catch basin, or broken bricks basins in roadways.
inside the catch basin.
Emergency Repair and Preventative Maintenance Programs -Wastewater
Increased Level of Service New Program
Activity Description & Purpose Progrem Benefits I Level of Service Performance Indicator(s)
(Annual)
Culvert Cleaning Culvert maintenance includes the removal of Culvert maintenance is undertaken to extend the number of culverts cleaned
accumulated debris (e.g., logs, boulders, garbage, life of the structure and to ensure that it functions I
ice build-up) that prevents the efficient passage of as designed, improving flows and reducing
surface flooding.
water through the structure.
Restoration Any landscaping, grounds or roadways damaged Restoration of property damaged as a result of number of restorations performed
or disturbed as a result of work undertaken by emergency or planned work will be undertaken in number of restorations performed within
waste water section staff during the repair , May or June if the work took place from the allotted time frame
installation or replacement of items related to the November to April, or within 2 weeks if the work
wastewater collection system must be restored. took place from May to October
Visual Inspection of Using Zoom camera technology, allows for Allows for immediate identification and evaluation number of visual inspections of sanitary
Sanitary Sewers immediate visual inspection of sanitary sewers. of problems. sewers
Maintenance Hole Repair of maintenance holes often includes repair Repair improves maintenance hole function, and number of maintenan I holes repaired
Repair of modulac and ladder rungs. Maintenance hole eliminates sink holes and cracks around catch
covers may also have to be replaced. basins in roadways.
Cleaning & Clearing of Cleaning and clearing of catch basins and storm Areas subject to chronic blockage problems are number of catch basins cleared and
Catch Basins and water restrictors is undertaken to ensure their long cleaned more frequently, on an as needed basis. cleaned
Storm Water Restrictors term operation. Improved operation results in the number of storm water restrictors
prevention of blockages and surface flooding and cleaned and cleared
reduced sediments released to the environment.
Combined Sewer Clearing of Combined Sewer Overflow s will CSO will be inspected on a yearly basis, and number of combined seewer overFlOws
Overflow Inspection ensure operability and unrestricted flow when corrective action is taken as required. inspected and maintained
and Maintenance required.
Cross Connection Where there are unwarranted physical Regular inspection, testing and education are To be determined
Control connections of storm sewers to sanitary sewers, required to eliminate cross connections.
infltration and extraneous flows may occur
Sewer Lateral Sewer lateral relining provides "minimal dig" Relining of Sewer laterals extends the life of the number of sewer laterals relined
Re-Lining rehabilitation lateral, corrects problems, reduces the potential
for future problems.
Weeping Tile To redirect weeping file Flowing to sanitary sewers Weeping file disconnection will reduce: wet To be determined
Disconnection to storm sewers or surtace drainage. weather flows to the sanitary sewer basement percentage of homes inspected for
Flooding, flows treated at the sewage treatment weeping file disconnection
plant, and the cast to the City far treatment. ~i
This is a fve year plan. I
Emergency Repair and Preventative Maintenance Programs -Wastewater
Increased Level of Service New Program
- _ i
Activity Description 8 Purpose Program Benefits /Level ofService Performance Indicator(s)
(Annual)
Roof Leader To remove eMraneous Flows in the sanitary sewer To be determined. To be determined
Disconnection system from roof leaders.
The goal is to have all roof leaders directed away
from building foundations.
I
I
Key Recommendations
Improve the Effectiveness and n Standard Ocemling Procedures n Responslbilily and Accountability
Efficiency of Work Processes (SOP's)were developed for all water
8 wastewater work processes rCUStomer Service
r a greateremphasis has been
placed on preventative maintenance y Regulatory COnpliana
activities to extend the life of the
water 8 wastewater systems
z best practice Information nos > Health 8 Safely
utilizetl b determine appropna[e
direction fa sernces and to itlenlify .Fiscal Responsibility
new rnethoddogles or technologies
z revised leadership position
descriptions will result in better clarity
and increasetl eHidency
=oppodunilies tc reclaim wnlmded
work were identifietl
n levels of service have increased in
some areas iie. restoration) antl new
maintenance prog2ms have been
developed
Key Recommendations
Develop Systems to 8¢Iter Plan a defined responsbihty at each Responsibility and Accountability
and Measure Work leadership level
r developed Levels of Sernce far
work processes
r identified certorrrence measures
for each work process
i best practice review for levels of
serwce Through service delivery
review survey
z New maintenance management
systems will enable better tmeking of
processes and measurement of
progress. New accounting rules will
help better define the wmelation
between money spent and work
done.
n the new Environmental Services
Coordinator position will aitl in the
planning and coordination of wodr in
meters and IOpatea antl will be
responsible for maintaining
pertormance rtanagemenl data.
Key Recommendations
Develop Systems 1o Better Plan n comprehensive (raining and soft Responsibility antl Accountability
and Measure Work, con}inued... skill development for management
stall and aspiring managers will
improve work (law
n lead hand Iralning wlll assist in
clarification of roles and
responsibilities
n annual reports will be prepared that
provide section response [o
pedwrtunce measures antl levels of
seance
v at each organizational level, Ne
planning time frame antl
responsibilities have been identified.
Once implemented, this should result
in the appropnale advance planning
by the fight individuals.
Key Recommendations
-
Improve Leadership Approach n recognition of need for change in ResponsibJity and Accountability
and Capabilities to Rebuild managemeN approach
Trust and to Trensform the
Culture n recommended shill to a
partippalory approach to
management
n leaders will be held rtwre
accountable, in part Through
pertormance management
goal to enhance the ppaaty of the
workforce to meet the challenges of
change vAlh compehensrve training
and soH skill development for
management stall and aspiring
managers
Key Recommendations
Improve Leadership Approach v encouraging menlonng antl Responsibility and Accounlabilily
and Capabilities to Rebuild coaching will support aria sustain a
Trust antl t0 Transform the richer teaming environment
Culture, wntinued...
s leaders to become more atlept a[
the meaningful Involvement or all
employees in how decisions are
made and m developing innovation
a supernsors and lead hantls will be
cross-Irainetl to provitle experience
for those who may wish to atlvance
n al each organizational level, the
planning lime frame antl
responsibilities have been idenlifed.
Key Recommendations
Improve Leadership AppmaCh i work to rrininvze grievances that Responsibility and Accounlabilily
and Capahilities to Rebuild waste time, talml, energy and money
Trust and to Transform the
Culture, wntinued...
Key Recommendations
Develop an Organizational n better tlefined roles, rResponsibihty and Accountability
Structure, Levels and Position responsibllites,ontl levels of authority
Descriptions Suited 10 the through Ne new organizational nSUStainabilily
delivery of quality water and strucure will provide danty for staff
wastewater services nRegulalory Compliance
n position tlesaiplions have been
developed for new roles
n with the tlevelopmenl of Slandar0
Operating Procedures far each
section !unction, position tlescriptipns
will be uptlatetl antl re~evalualetl by
the JJEC to ensure equitable
recognition far position
responsibilities
Key Recommendations
Develop an Organizational n esfablishing areas vnlhin the n Responsibility antl Accountability
Structure, Levels and Position structure to toms on preventative
DCSCdptionS Suited to the maintenance re0ec15 irtpprtanm of n Suslainabilily
delivery of quality water and these initiatives
wastewater Services, s Regulatory Compliance
continued... n dig crews have been paced untler
one supervisor to take atlvanlage of
economies when increases in
emergency work wartanl and fo
aHOrd Goss-training opportunities
Addre55 Emergency Afler HOUrs n an Emergency Afler Hours n Pisral Responsibility
Response Response Policy is being developed
through the Drinking Water Quality n Customer SerNce
Management System (DW~MS]
Plan.
a RegulatoryCOmpliance
n Health & Safety of Workers
Key Recommendations
Elevate the Image Of the Water > rename the Water& Wastewater n Responsibility and Accountability
8 Wastewater $¢¢1100 section, the Environmental Services
Section v Records Control & Documentation
n report annually to Council on the
section's achievements, highlighting
the importance of the section's
mantlale
Key Recommendations
Improve COmm001C21100 Within Communicelions will be improvetl nResponsibility and Accountability
the Section Ihrpugh:
a Customer Service
n tlevelopmznf of a comrtunications
plan that includes strategies focusing
on internal antl exlemal
communiptions
> better tletlnetl roles,
responsibilities, antl levels of authority
through me new organizational
structure, should help to provide
clarity for staff
> comprehensive training and soft
skill tlevelopment for leatlership stag
and aspiring leatlers
Key Recommendations
Address the Lack of Common v the mission statement tleveloped Responsibility and Accountability
FocusNalu¢s will help provide focus for the sedion.
v the key operating pdndples will
farm a comrtwn basis for derision
making moving forward
r a preliminary values set has been
recommended as the implementation
process begins. AcoPOrate-wide
values identification exerrise will be
undertaken in late 2008.
Key Recommendations
Improve Morale and the Lack Of n better planned antl organizetl work Responsibility antl Accountability
Teamwork through adtliticnal antl improved
management will improve teamwork
n the communiwlions plan will
Identify internal communications
melhotls inpacting rtprale and
teamwodc for the better lie. tailgate
discussions, planned work schedules
etc.)
v a new management approach will,
over time, combat tlisengagement on
the part of same s[aH
Key Recommendations
Increase Knowledge Regarding n atltlitipnal and better (raining, as a Responsibility and Accountability
Core Services identi(eQ will help improve job
knowledge r Health & Safely
r crosst2ining, where appropriate. n Regulatory Compliance
will be encouraged
a rolalim of staff with more flexible
positions will encourege well rounde0
knawletlge
a resuming serNCes preNOUSIy
contracted aut will, for same
intliNduals, require brcatlening their
knowledge base and learning new
skills
r develop a succession planning
strategy
o~,.om~.mrw
MuniGral WOrka-epere4one
WatB!-Wastewala! VlaRarnJrlls
Existing
Organizational
emamasemeW
Chart +.o..i. aa,°rlan. n..°.:
m-:.-+m a+mnai
Municipal
D D
Works w°
Operations
Water
Wastewater
Municipal Works
Enviromental Services Division
Niagara,F;alls
Municipal Works
Service Centre
Operations Superintendent
Environmental DWQMS '
ServIC@S Compliance
Manager/ORO" coordinator
Environmental Environmental Environmental Environmental
Services Services Services Services
Coordinator Supervisor Supervisor Supervisor
Environmental
services Lead Hand Lead Hand Preventative
Locator Lead Hand Maintenance ~ Restoration
Dig Crew Dig Crew
Wastewater i
Water Meter Backhoe
Repairer (2) Preventative Backhoe OperatorRruck
Backhoe Equipment Driver 2
Maintenance Operator/Truck OperatorlTruck Operator 2
Water Driver 2 Driver 2
'Environmental Sewer
Services Clerk Sewer Equipment
~"USO (3) "~USO (2) ~~USO Equipment Helper
Helper
Service Centre Labourer
Front Office ~ Seasonal
Staff (3) Environmental Sewer (2)
Services Pipelayer Lateral
Maintainer (4) Maintainer (2) ~
Plumber Maintenance
~~~USO + Positions relocated from other sections Repair
(Water Sampling) ORO -Overall Responsible Operator Person (3)
USO -Underground Service Operator
Leadership Positions-
Levels of Responsibility
Lead Hand Today Directs work teams
Supervisor 1 Day to 3 Months s Day to day service delivery
y Front line supervision
Manager 3 Months to 1 Year Ongoing service coordination and
delivery
Superintendent 1 to 5 years Service development and overall
coordination given division
program and service priorities
Environmental Services
-Proposed Changes
Manapero(BUibinB $arvkas EnNmnmenW SaMpea Overall msponsiMlitymrlbe ~ResponsiMliN, AanumaWiN .r
lOperalbna Planner Manager/Overall RUponslCle sysl¢m;
Operaror (ORO~ SudalnaMliry
Mu5 MN a ceJi5cale ceual b
whlpharlhan the dassdme Fisrel ResporaiMlity
subsystem:
R~WaloryOampiarca
Operamr, with ceNfiare one
doss bwar~~antne d~ssdme
wbsyst¢m, mayassume Ws
resporiMdlay mruprol5p Jays
a yeast hadwp Mien ORO
v.,tA Ne alMm Wok ¢palfiwtlors
Is absent ar anode m ad.
Environmental Services
Proposed Changes
Wakr or Waslawakr Envlmnmenml SaMaa Supervisan vAllMCross Resppnsbi5ly, AOZUnkMIiN
$UpeMSOr $upeMaor sralr~edm ma~mpe both water
3fN W2dCNdiM plOal3nadM CYSlgnaf$a1VKC
M1Nitip:
Heats 85afeN of WaAers
Enades R~penisors rtare fidJ
time: RepMabry Gmglars
CapadNlo hableim aseJ
rtga4np regdremerts:
Pm+mes forbmw gannig
aM pryaleziiq of xod erc.;
Miiwnun Le+el 11 cel$ficelion is
regVlreJ.
Environmental Services
Proposed Changes
LuO Hand fq ' EnWmnmandl SeMpe Leaf Qu LUtl HaM aosNw115 RespotaibilAY~Aavumadlily
Hantl f9) b&tq OlswMnued In me
wastewmerprevematlve Gabmer Servke
maimenance area, az ro acs
~On site OlretlbnfullOme; HuI1h8Salery of WOMers
Leatl HaM posAbn Eesctlgbn R~Jmory comglame
Is bNnp roevaluatetl b more
acolydle^/rt11BR posiuan
respomibilNU;
Dual ceAArauon Is repuretl,
aNpLyh a Braoa PetloO MII M
Given to IMlvkluals m wmgy.
Environmental Services
Proposed Changes
flecartle Clark Envlronmenfal Servlaa Clerk RdopleCb Emuorcna'Yal C~mner5ervice
Servlcesfiom MUniopal Wolhs
oevdopmem5etlionbrcneR Aaoumagliry, ResporSiGlAy
posabn fuirttlon
Tlils posilbn tluvipYOn roll he
mlMMlo better refletl Ilse
actual posbbn.
Water Meter RepalretlRl Water Meter Repalrerft~ There are aneltly M:o Wmx Feat Respmvbiftly
Meter Repairer PusiAOre:
GMpmff Service
SamVAro haz been m pveE
fmm th poshbn msportibilNes.
Environmental Services
-Proposed
Changes
Certlfletl SaMCa Malntalnar EnNmnmeMal SeMCec TNSInsi4on tlesaip4on w111 be ResponsibiHy. ACmumadliry
Locator fEltll9]onlY. fo bd(er reflMlM1e
aCUal posnbn. Cusbmer Service
Plumber Plumber Rebcal~to Emimmneraal Cuslmner Service
Services fiom Buipiiq Services
Io reflH.i paS'NOnfuM1lOn ReslbMiGrM.AQlnmaMlify
Sewer Fqulpment Helper (31 Sewer EpulPment Helper (31 TMa posiponvall be upgrabetl SwaainaHlM
aM reaulrea DZ Licence
Cuslomer5ervice
WIII pnwbe backuplor
Equipmatl Openrtat2
Environmental Services
Proposed Changes
SewerLMeMl MalnWner(1) EewerlaleMl Mmnlafrwr(xl ~~The PSSig2n[Se
vLaleM Responsidliry, AOVUrdadlity
Mairaainer pmNpn wil l DQ
upgratleGbeSewar Later) CpAgner Service
Mai~rtallwr pg51 W n to assume
similarsHls aM respoMiMfNes
MNis positlon.
AseiMaM Sewer LaLeMI The Aealeaan[Sewer Lateral RespoMlbAM. AOnuMabilM
MafMalner MalnUlrwr poekon willM
OlsporMnueE. ae mtetl above. CuSaner Servk
Environmental Services
New Position Summary
g -
SewerlalerelMalnrelnarRruck UntleryreuM Service Operebr Tha Sower larerel RespersidlM. AanurnadlM
OUVert pl MalnbinerRmpk OrHer2
poaHbn M1a Men tllwonpnuetl Cualomer Servke
entl Il Me been replaatl wild
a USO ppYlbnm pmNtle HealpBSafety of WOMen
mare MxlblllM.
UntlerBropntl Servke Operator A nex USO pogitlon pas been ReaponsidlM,Am~unladlM
(1) uealeE laubenaiielM aaliy
tlibnlm reslauas, Customer5ervire
miuodgapical samgiry ela
leatl teaWq. Healb85aery pfWO~kers
Environmental Services
New Position Summary
EnvlrenmanUl Servlpa Four new poakon are beilq SaaallmdlM
Malnlalnerl<I «emmmerede epafive
ImplemerAalbn of Ne waist RepWalary Gxngia'ite
pe+erfaWe mart narce
pmpams.
Emlmnmenfal $eMpg ResporabiNyb manapelM ReaponsldlM.A¢pmrtaWM
CpoNlnalor bples,m9er,fmRORCB
pYmM¢I; RemNe COnadaM
OJLYmegalian
OireCS Me 9aben~q aN
mmgla0on olEmnon'neda Cisbmm Smite
$aNlfea:
RemNS anp moNlnates
PSAB IMwmaYOn mlledipn.
Changes to Compliment
Staff Positions # Details
Existing 5
Non•Union Proposed 6 New-Environmental Services Coordinator
rtilir .5_
Existing 25
Relocated [o Envlronmenlal $ervl¢as s¢cllon-
Union former RecoN Clerk, Plumber antl
3 Administrallve SlaH
PropOSed 34 New 4 Environmental Service Maintainers and
2 USOs
Dlscontlnuetl -1 Leatl Hand and Sewer Lateral
Maintainer/rruck Driver 2
Financial Considerations
Cost of Contracted Services -Water
2005 $292,600 5208,800
2006 $379,500 $203,100
2007 $453,500 $270,500
2008 $462,500 ~
2009 $250,000 7
• Contracted services included hydrant replacement and leak detection.
• Reliance on contracted services can be reduced to approximately
$250,000 for 2009 through efficiencies gained by better planning,
preventative maintenance and system knowledge.
Financial Considerations
Cost of Contracted Services -Wastewater
2005 $948,400 $632,600
zoos $1.oalAOO 51.oeas66
2007 $924,500 $1,013,900
2008 31,490,000 7
2009 51,240.000 ~
• Wastewater contracted services were mainly for emergency main and
sewer lateral repairs, and SSET N inspections.
• A cost reduction of $250,000, through undertaking work in-house that was
previously contracted out, is expected in the 2009 Wastewater Budget.
Financial Impact
Analysis of work load versus labour costs revealed that there was a
shortfall in the Water section, and capacity in the Wastewater
section
Cost savings will result from efficiencies and more effective
allocation of manpower resources
Increase in labour/benefit costs resulting from the reorganization will
be approximately $385,000, which will be offset in savings in the
amount of contracted services
~ Water or sewer rate increases will not be required to fund new
service levels
t Reduced reliance on contracted services will result in estimated
savings of over $400,000 /year
Conclusion
Implementing the recommendations of the Service Delivery Review will
result in:
v Amore responsive organizational structure, suited to the needs
of the Environmental Services section
Consistent, better quality service, informed by customer
feedback and monitored through performance measures
v Enhanced levels of service, and a better maintained water &
wastewater system, resulting in longer system life expectancy
and requiring fewer emergency repairs over time
Improvements to the organizational culture
No additional cost to the Corporation
Implementation Plan
Initial Steps
x September 2008
Service Delivery Review Report to Council
& approval of additional positions (September 22)
Environmental Services Section is established
Posting of new positions -internal and eMernal
v October 2008
Referral of all Water & Wastewater positions to JJEC
Comprehensive training for leadership positions commences
Environmental Services Communications Plan in place
v November 2008
Hiring of individuals for new leadership positions
s January 2009
JJEC completes review
Recommendations for Council's
- Consider-ation - -
v That the recommended changes for the operation of the
Water/Wastewater section, as set out in this report
(CAO-2008-04), be approved
v That staff be authorized to move forward with
implementation
September 22, 2008 MW-2008-57
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members
Re: MW-2008-57
City of Niagara Falls Rail Line Ad Hoc Committee
Terms of Reference
RECOMMENDATION
That Council appoints a member to service on the Rail Line Ad Hoc Committee
1) That the terms of reference be amended to allow up to 3 citizens and accepted; 2) That Mr Red
Iseppon be appointed as one of the citizen representatives; and 3) That Councillor Thomson be
appointed as the Council representative.
BACKGROUND•
Mandate
The Committee will be an Ad Hoc Committee of Council. Their mandate is to pursue the
rerouting of the CN trains that currently operate through the built up area of the City of
Niagara Falls. The objective to be achieved in rerouting of the trains is to reduce the traffic
delays experienced at the various level crossings for the traveling public and emergency
services The rerouting will also eliminate the need for the construction of the grade
separations in the urban area of the City of Niagara Falls
Term
As an Ad Hoc Committee, the committee's term is finite The committee will cease when
either the mandate of the committee is fulfilled or it becomes apparent that the goal of the
committee is cannot be achieved
Authority
The committee is an advisory committee to Council. It has no power in and of itself The
committee will make recommendations for Council's consideration The committee may
provide status reports at regular intervals to keep Council apprised
Working Together to Serve Our Corr:u:uuity Community Services Department
Municipal Works
September 22, 2008 - 2 - MW-2008-57
Membership
The Committee will include the Mayor, one member of Council and one member of the
public. The members of the Committee will be approved by Council. The Committee is
to be chaired by the Mayor
Staff Support
The City's Transportation Division will provide professional and administrative support for
the Committee.
Meeting Format
Meetings will be held at the call of the Chair The agendas and minutes will be prepared
by the staff representative from the Transportation Division. Meetings will be called on an
as required basis.
Work Program
The following list, although not exhaustive, lists the major tasks required in order to begin
the process of having the CN trains rerouted.
1 Meet with representatives from CN
2. As rail operations are governed by the Federal government meetings will have to
take place with staff from Transport Canada and the MP representing the City of
Niagara Falls.
3 The rerouting may involve a change in which bridge crossing is used over the
Niagara River Accordingly, the Committee will have to deal with the appropriate
Canadian and US government agencies responsible for border security
4 Rerouting of trains will involve the use of tracks owned by CP Rail and possibly
other rail companies. Hence meeting with those rail companies may be required
Recommended by
Ed Dujlovic, Executive Director of Community Services
M`%y/ Gt
Respectfully submitted
n MacDonald, Chief Administrative Officer
S:\REPORTS12008 ReportsSMW-20D8-57 -Rail Line Ad Hoc Committee -Terms of Reference.wpd
September 22, 2008 MW-2008-46
~TIl~~~m~~alIs
c~~u~D,t
Councillor Carolynn loannoni, Chair
-and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members
Re. MW-2008-46
2008 Loose Leaf Collection Program
RECOMMENDATION
1) That Council receive this report for information, and
2) That Council direct staff to investigate the delivery of this program.
BACKGROUND•
Municipal Works staff has finalized the schedule for the 2008 Leaf Collection program and
will be commencing the first pass starting the week of October 20, 2008 This service
targets some of the older residential areas where some of the City's more mature trees are
located The collection program is broken down into twelve (12) areas that will be visited
twice over an eight-week period
The success of the program is dependent upon a number of factors that are beyond the
control of City staff and as a result this service is supplementary and not intended to
replace the weekly curbside Leaf and Yard Waste services currently provided by the
Region of Niagara
This program was successful in the removal of approximately 400 tonnes of leaf and yard
waste over and above the bagged leaves collected by the Region
As you are aware, the Region of Niagara has recently modified their Leaf and Yard Waste
Collection Program as of September 1, 2008 and are no longer accepting organic waste
in clear, orange or green plastic bags. They are, however, encouraging the use of rigid
metal or plastic containers and/or Kraft paper bags designed for leaf and yard waste.
This decision is consistent with a recent City Council resolution on September 8, 2008
directing staff to play a leadership role in educating residents to reduce and strive to
eliminate their use of plastic bags
Working Together to Serve Orer Community Community Services Department
Municipal Works
September 22, 2008 - 2 - MW-2008-46
It should be noted, however; that we have experienced challenges with the Loose Leaf
Collection Program in the past related to the following;
• the onset of cold and/or wet weather affects the efficiency and effectiveness of the
vacuum equipment,
• planning the start of the collection program to match the time at which the majority
of the leaves have fallen to the ground,
• informing residents as to when the collection equipment will be completing work in
their immediate area,
• leaves being placed on the roadways and blocking catch basins and drainage
outlets,
• confusing information regarding the City's program versus the Region's program,
• requests to extend this service to other areas of the City
Given the fact that this program is expected to be provided by residents next month and
the recent changes to the Region's program, staff is recommending that the City provide
this service for one more year and that staff be directed to investigate feasibility of
continuing the service
For the information of Council, funding in the amount of $122,000 is included in the 2008
Operating Budget for this program which includes approximately $77,000 in labor and
$45,000 in vehicle costs.
Recommended by
Geoff Holma , Dir ctor of Municipal Works
Approved by•
Ed Dujlovic, Executive Director of Community Services
Respectfully submitted 2 ai,
n MacDonald, Chief A ministrative Officer
S:\REPORTS12008 ReportslMW-2008-46 -Loose Leaf Collection Program.wpd
I '
'Don t Ler Your Leaves 4o fio Nlashe~
Niagara,Falls
2008 Leaf Collection Program µo~„zn,NPO ~ °
m 'Q,p 5y oQrt
Loose Leaf Pick-Up - Only in the shaded areas of the map
NOT GUARANTEED -WEATHER DEPENDENT ~a 8
The equipment leaf collection program is one of the biggest challenges for your Municipal ~ ~J ~ > 't°
Works Department. The challenge consists of staying in advance of Mother Natures blend of m ~ R
falling leaves in large volumes and possible freezing temperatures and snow. If we experience
cold or snow, leaves will not be picked up. Only the shaded areas of the map may receive
two pick-ups. Leaf collection i ill begin in Area 1 and continue through to Area 12. G THpRO1°RO ~E~GERa""E s
First Pass Oct. 20`" to Nov. 14`h & Second Pass Nov. 17`" to Dec. 12`h ~ 55
i ~ ~ SRICGE ST
This method of pick-up is meant for large quantities of leaves only If you live in the shaded °
areas, but only have a small amount of leaves, please put them out for container pick-up ~ .wRRS°n sT o M°RRiscR sT ~
instead. Rake leaves close to the road. but not on the road. If you miss the loose leaf ~ y`r~Y W"Y I '
collection crews cannot return! In this case please use the container/bag pick-up. ,fo
/SRO hWY RGSERTS~ST ~
Areal N Leader Lane E River Roatl BF~yE~+
S Highway 420 W Vdoda Ave 4~ FERRY ST
Container
Area 2 N Highway 420 E River Road wRGr 94~NE I_ ?
S McLeod Road W Stanley Ave ~ ~ ~x'+i~ 2 Piekupis
Area 3 N Lundy's Lane E Stanley Ave \ ~ r
~ Guaranteed
S Dunn Street W Dorchester Road ~ ?j ~ z
N Mountain Road E Dorchester Road z ~ Gunn sT
Area 4 z
° uu
S ThorddstoneRoad W QEw ~ 10~~ ,,Pkh
N Mountain Road E Portage Road ~ °
Area 5 S Thordd Bone Road W Ddrehester Road ¢crEGG-RG z HyO,a
Area 6 N Mo i main Road E Stanley Ave 12 o pGRr~Oe x° ~qt4}
S Thordd Stone Roed W Portage Road a
N Lu nldy's Lane E Dorchester Road
Area 7
S McLeod Road W 4L=VJ ~ \
Area S N Thordd Stone Road E Drummond Road ~ x`77
S Lundy's Lane W Beaverdams Roed
AFea 9 N Thadd Bone Road E Stanley Ave
S Ferry Street W Drummond Road ~
Area 10 N Durin Street E Stanley Ave ~
S Mcleod Roatl W Dorchester Road yyd+a
Area 11 Vllage of Chippawa.
Leaf Collection Hotline - 356-7521 ext. 5800
Area 12 N McLeod Road E Chippewa Parkway Check the Hotline for the area crews are working in.
S Stanley Avenue W QEW i
Area designatio s have been determined by leaf volumes. 1~
September 22,2008 MW-2008-53
~Il~~~I~~t~a1~S
cnnao~
- - - Councillor Garolynn-loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members.
Re: MW-2008-53
Revisions to Contract 2008-205-08
2008 New Sidewalk Program
RECOMMENDATION
1 That staff be directed to proceed with the proposed modifications as stated below
2. That the unit prices submitted by Sacco Construction Ltd be accepted and ratified
at the Council meeting later this evening
3 That the Mayor and City Clerk be authorized to execute the necessary agreement.
BACKGROUND•
On January 28, 2008 Council approved the 2008 New Sidewalk Program (MW- 2008-03)
at the following locations:
SIDEWALK LIST
Paddock Trail Drive crossing the Hydro Right-of-Way
Warden Avenue from Bonnie Street to Margaret Street
Windermere Road from Isaac Street to Camrose Street
Windsor Crescent from existing sidewalk to Royal Manor Drive
Wentworth Avenue from Murray Street to Symmes Street
Staff informed the residents in the affected areas by way of written letter and have received
a considerable amount of feedback. In compiling this feedback, staff has determined that
modifications should be made to two locations from the list shown above
f
W
ol'king TogetJteY to Serve OuY Cotlt lttt771ity j Community Services Department
Municipal Works
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~pVJlX~ui~UYbIJ:lJ w•s-0'^"atiY"a°~~eR~..O '1
September 22,2008 - 2 - MW-2008-53
Wentworth Avenue.
• five out of eight residents responded negatively regarding the proposed construction
of a new sidewalk.
• based on this negative feedback, staff has notified all residents that Wentworth
Avenue_has_been_removed-from-this_year's-program.-- - - - - - -
Windsor Crescent:
• three out of four residents in the affected area requested the proposed sidewalk be
moved to the opposite side of the road
• staff has revised the original design to show the proposed sidewalk on the east side
of the east leg of Windsor Crescent.
As a result of these changes staff has established a need for additional streets requiring
new sidewalk at the following locations:
Kolar Road
• due to safety concerns and based on numerous calls from residents at 4300 & 4336
Kolar Road, sidewalk was identified as being required in front of these properties.
• it was determined that funds previously secured through the Marisa Subdivision are
available to finance this missing sidewalk link.
McLeod Road:
• Mr John Dancevic of 8943 McLeod Road has requested the City to extend the
existing sidewalk westerly from 8903 McLeod Road to coincide with his proposed lot
improvements at the corner of Garner and McLeod
• staff has determined that a transfer of land between Mr Dancevic and the City is
required prior to the construction of the sidewalk extension.
Union Avenue:
• Union Avenue between Kitchener Street and Hunter Street was officially closed off
as a result of the adjacent redevelopment creating missing sidewalks links on
Kitchener Street and Hunter Avenue.
As a result of these changes and to expedite the construction in a timely manner, the 2008
New Sidewalk Construction Program was tendered on Tuesday, September 2, 2008 with
the following results:
The Tender Opening Committee, in the presence of the City Clerk, Mr Dean lorfida,
opened tenders on Tuesday, September 16, 2008 at 1.30 p.m. forthe above noted contract.
September 22,2008 - 3 - MW-2008-53
Tender documents were picked up by five (5) Contractors and three (3) bids were received
Listed below is a summary of the totaled tendered prices, excluding GST, received from the
Contractor
1 Sacco Construction Niagara Falls $ 45,874 00
2. Alfidome Construction Ltd. Niagara Falls $ 48,249 00
3. Steed & Evans Niagara Falls $ 57,151 00
The lowest tender was received from Sacco Construction in the amount of $45,874 00
This contractor has previously performed similar type projects for the City We are of the
opinion that this contractor is capable of successfully undertaking this project.
The engineer's estimate for this contract was $ 50,000 00
Project Costs.
Awarded Contract (excluding GST) $ 45,874 00
Total $ 45,874.00
Funding:
New Sidewalk Construction $ 220,292.00
Total $ 220,292.00
The funding for this contract was provided from the 2008 New Sidewalk Program budget
(Account No. G/L#12-3-310006-030000).
This project is scheduled to commence construction September 29, 2008 and all work is to
carry through until November 21, 2008
Council's concurrence with this recommendation wo Id be appreciated
V
Recommended by
Geoff Holm n, Dire or of Municipal Works
Approved by' 1
Ed Dujlovic, E/ utive irector o Community Services
Respectfully submitted `~'G ~L,
o n MacDonald, Chief Admi istrative Officer
C. McLeod
C:INoveIllGroupWisel.lMW-2008-53_Revisions to 2008 New Sidewalk Program.wpd
September 22, 2008 TS-2008-48
~ll~~~]Y'~l~'~d~IS
cnvnDn
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls Ontario
Members
Re. TS-2008-48
Feasibility of Reopening Main Street
Environmental Assessment
RECOMMENDATION
For the information of Committee and consideration in the 2009 budget.
BACKGROUND•
This report is further to a motion executed at Committee's June 9, 2008 meeting for Staff
to investigate the feasibility of reopening Main Street at Stanley Avenue.
Evaluating the reopening of Main Street would require the initiation of an Environmental
Assessment that would identify and evaluate alternatives including a do-nothing scenario
through a technical assessment and public input. Environmental assessments must take
into account all feasible alternatives rather than just focusing on one option. In fact, an
Environmental Assessment commences with the identification of a problem statement or
opportunity by which the study will be based upon, before formulating alternative solutions
Stakeholder and public input along with input from technical review agencies remains an
integral component of all environmental assessments in establishing a preferred solution.
Alternatives are evaluated through an evaluation matrix, with no assumption of a
predisposed outcome. Thus, the preferred alternative may range between a "do nothing"
scenario to geometric road work revisions
The original Main Street Environmenta{ Assessment study was initiated to rectify several
operational and safety deficiencies at the Stanley Avenue and Main Street intersection
including:
• insufficient capacity to handle future growth,
• lack of left turn lanes on Stanley Avenue,
• complexity of operations with six approach legs;
• severe intersection skew angle and sight distance issues;
• mix of signal control for Main Street and stop controls on the Dixon Street
approaches; and,~~
Community Services Department
,s:" i Transportation Services
Working Together to Serve Oztr Cotszmtuzity
September 22, 2008 - 2 - TS-2008-48
• an exclusive pedestrian phase was required across the whole intersection This
meant that all vehicular traffic faced a red signal indication while pedestrians
were afforded their own crossing time diagonally across the intersection.
The preferred alternative of the previous Environmental Assessment consisted of
geometric changes at intersections. Also included, was the installation of additional signs
along Main Street for redirection to specific businesses and th_e renaming of_Main_Street. _ _
Construction and signage have been completed, however, the renaming of Main Street has
yet to be undertaken. Should another Environmental Assessment be carried out the
renaming of Main Street may be premature
The Region of Niagara is not supportive of reopening the intersection of Main Street and
Stanley Avenue to allow full movements, and has no desire to reexamine the intersection
at this time Therefore, should the city wish to reexamine the traffic operations through the
initiation of an Environmental Assessment the cost would be borne entirely by the City A
cost estimate received from Totten Sims Hubicki for the Environmental Assessment is
$65,611 00 This estimate includes five combined meetings with stakeholders and public
agencies. However, it is foreseen that additional meetings will be required with individual
stakeholders similar to the initial Environmental Assessment. Therefore, a more realistic
estimate is considered to be $70,000 00 This cost does not include work for Part II
Orders.
The above information has been provided to Committee fortheir consideration The above
project may be considered in the 2009 Budget.
Recommended by
Karl Dren, Director of Transportation Services
S
Approved by ~
Ed ujlovic, xecutive Director of Co ~ unity Services
Respectfully submitted: 1
J n MacDonald, Chief Administrative Officer
T.1General AdministrationVGA 1.01 Reportsl2008 Community Services109 Sep 22US-2008-48 Main Street EA Reopening.wpd