2008/11/03 - `7' ~ ~ z .y 3 5e a ^a 3 s ~
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~~COMIVIUNIT~Y~SER~UICES~COMMIT~TEE~AGENDA~~~~'~~~:
y e .xs.. ~x ~>x~ r~.,.~~>~..:._, ~ ~
NINETEENTH MEETING
Monday, November 3, 2008
4:00 p.m.
City Hall, Committee Room #2A & B
1) Approval of the October 06, 2008, 2008 Community Services Minutes.
2) REPORTS: STAFF CONTACT:
a) TS-2008-49
Transit Strategic Business Plan
Draft Executive Summary Report
Phase 1, 2 and 3 Karl Dren
b) TS-2008-27
Kalar Road and McLeod Road - Parking & Traffic By-laws Karl Dren
c) TS-2008-54
Weinbrenner Road - Parking Review Karl Dren
d) TS-2008-55
Carlton Avenue - Disabled Parking Karl Dren
3) NEW BUSINESS:
4) ADJOURNMENT:
r~~`"~ h { s, k 3 `s ,'.Yx 3 ,-s- ai-; ,a . ?,t,-x,~ ~
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a) Resolution to go into Closed Meeting. I
,
Na~~gar~~'alIs
MINUTES OF COMMUNITY SERVICES COMMITTEE
Eighteenth Meeting, Monday, October 6, 2008, Committee Room 2, 5:00 P.M.
PRESENT: Mayor Ted Salci, Councillor Carolynn loannoni, Chair; Councillor Jim
Diodati, Shirley Fisher„ Vince Kerrio, Bart Maves, Wayne Thomson
Janice Wing and Victor Pietrangelo
STAFF: Ed Dujlovic, Ken Burden, Serge Felicetti Geoff Holman, Dean lorfida,
Ken Beaman, Lee Smith, Steve Hamilton, Alex Herlovitch, Trent Dark,
Marzenna Carrick, Todd Harrison and Lisa Wall.
PRESS: Corey Larocque, Niagara Falls Review
Lori Sherman, Niagara This Week
1. MINUTES
MOVED on the motion of Mayor Salci, seconded by Councillor Maves that the
minutes of the September 22, 2008 meeting be adopted as recorded.
Motion: Carried Unanimously
2. REPORTS
a) MW-2008-58
Weightman Bridge Structural Rehabilitation - Status Report
MOVED by Councillor Thomson, seconded by Councillor Fisher that;
1. Council approvethe approvethe proposed staging ofconstruction on Weightman
Bridge, allowing it to stay open to two lanes of traffic and one sidewalk for
pedestrians.
2. Council approve the postponement of construction of the proposed Bridge
Rehabilitation from 2009 to 2010
3. Council authorize the engagement of Rankin Construction Inc. to undertake the
proposed minor remedial repair works
Motion: Carried
Opposed: Councillor loannoni
Action: Recommendation submitted to Council October 6, 2008.
-z-
b) MW-2008-59
Weightman Bridge Watermain Relocation - Status Report
MOVED by Mayor Salci seconded by Councillor Wing that;
1. Council approve the implementation of the recommended preferred alternative
from the consultant (R.V. Anderson Associates Limited) investigation following
the Municipal Class EA process for the replacemenUrelocation of the existing
watermains on the Weightman Bridge.
2. Council approve the proposed scheduling and phasing of the construction of the
recommended new watermain loop into Chippawa along Stanley Avenue and
Lyons Creek Road.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
c) MW-2008-61
Building Canada Fund
MOVED by Mayor Salci seconded by Councillor Thomson that the City submit the
Museum Legacy Project for the Building Canada Fund and that the resolution be
approved.
Motion: Carried Unanimously
Conflict: Councillor Wing
Action: Recommendation submitted to Council October 6, 2008.
d) R-2008-31
Centennial Water Molecule Update
MOVED by Councillor Thomson seconded by Councillor Wing that staff look into
possibility of moving the Centennial Water Molecule back to City Hall.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
e) TS-2008-005
Portage Road between Church's Lane and Mountain Road Traffic Calming
Follow-up Review
MOVED by Councillor Thomson seconded by Councillor Pietrangelo that Council
receive this report for information.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
-3-
fl TS-2008-21
Woodbine Street - Traffic Calming Review
MOVED by Councillor Thomson seconded by Councillor Fisher that Council receive
this report for information.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
g) CAO-2008-05
People Mover Project Update
MOVED by Mayor Salci seconded by Councillor Thomson that the City continue to
dedicate the necessary resources to meet the June 30, 2009 Canada Strategic
Infrastructure Fund deadline for the People Mover Project.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
3. NEW BUSINESS
MOVED by Councillor Wing seconded by Mayor Salci that the City of Niagara Falls
support the Town of Niagara on the Lake in making an application to the Building
Canada Fund for the infrastructure renewal at the Niagara District Airport.
Motion: Carried Unanimously
Action: Recommendation submitted to Council October 6, 2008.
4. ADJOURNMENT:
MOVED by Councillor Maves seconded by Councillor Diodati that the Committee
adjourn to an In-Camera session at 5:36 p.m.
Motion: Carried Unanimously
November 3, 2008 TS-2008-49
Nia~ara~alls
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: TS-2008-49
Transit Strategic Business Plan
Draft Executive Summary Report - Phases 1, 2 and 3
RECOMMENDATION:
1) That the recommendations outlined in the Niagara Transit Needs, Opportunities,
Vision and Policy Options - Draft Executive Summary Report - Phases 1, 2, and 3
be adopted by Council.
BACKGROUND:
Further to Council Report TS-2008-09, the task of completing the 'Transit Strategic
Business Plan and Ridership Growth Strategy' is divided into five phases. To date, Phases
One, two and three , the `Data Collection and Public Outreach, Policy Framework, and
Needs Assessment' have been completed in draft form. Prior to progressing to Phases
four and five, `Long Term Revitalization Plan' and the 'Short Term Transit Improvement
Plan, Council's endorsement on the first three Phases as outlined in the Niagara Transit
Needs, Opportunities, Vision and Policy Options - Draft Executive Summary Report -
Phases 1, 2, and 3 is required. With the support of Council, the project team will work with
the consultants to prepare the Long and Short Term Plans to recommend the
implementation of a new direction for public transit in our community.
Phases 1, 2 and 3, which have required a substantial amount of research and data
collection to complete, will form the platform upon which the final two phases of
deliverables will be designed. Extensive discussions with the public, business leaders,
tourism sector, our customers, and staff have provided invaluable insight regarding
perceptions and opportunities for our system as we move forward. Comprehensive
ridership counts and analysis of ourfleet, facilities, fares, and service delivery models have
further identified strategies to review and implement in order to more efficiently and
effectively provide our transportation services throughout the community, including the
under serviced employment sector.
The introduction of new technologies and practices to better serve our current customers,
as well as market the .benefits of the service to potential new custo ers,-witl-require
Community Services Department
t„
Working Tagether to Serve Our Community Transportaeon seNices
i m _ _
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' ' . 'hsJWVWS.+YUihsXGU4el.l,•!d'rl 0 '1
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November3,2008 -2- TS-2008-49
additional resources. Upon receiving the presentation from IBI Group Consultants at the
Community Services Committee meeting, Council members are encouraged to express
any questions, concerns or ideas which may be of assistance to the continued
development of the final two phases of deliverables of the overall Strategic Plan. The
direction of Council, with respect to endorsing the enhanced levels of service presented
will enable the consultants and the project team to better identify the associated resources
required to implement the improvements.
Although this report outlines potential costing for enhanced transit services, the actual
costs will be finalized as part of the final two phases of the Strategic Business Plan.
However, it is important to recognize that Status Quo (Base Line) will result in a significant
required investment in transit infrastructure. In addition, the adoption of this report does
not commit any funding to this project at this point, as actual funding approvals will be
considered during budget deliberations.
Therefore, to ensure the initiative continues to progress toward a final implementation
report, it is recommended that Council adopt the recommendations outlined in the draft
report.
Recommended by:
Karl Dren, Director of Transportation Services
Approved by: ~ ~
4
Ed Dujlovic, Executive Director of Community Services
Res tfully s mitted:
~
Joh cDonald, Chief Administra ive Officer
D. Stuart
55General Htlministralion\GA 1 01 Reporlsl200B Communily Servicesl~ 1 Nov 31T5-2008-09 Trensi~ S[ralegic Plan - Needs antl Opportunitieswptl
Niagara,Fw~I1s
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VISION AND
POLICY OPTIONS
DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
OCTOBER 19, 2008
IBI
GROUP
IBI GROUP DRAFT E%ECUTIVE SUMMARY REPORT- PHASES 1, 2 AND 3
TABLE OF CONTENTS
1. I NTRO DUCTI ON .............................................................................................................1
1.1 Study Purpose ...............................................................................................................................................1
1.2 StudyApproach ............................................................................................................................................2
1.3 Background ...................................................................................................................................................3
2. NEEDS AND OPPORTUNITIES .......................................................................................5
2.1 Key Pindings ..................................................................................................................................................5
2.2 Needs ..............................................................................................................................................................6
2.3 Opportunities ................................................................................................................................................7
2.4 Next Steps ......................................................................................................................................................7
3. VALUE OF TRANSIT TO THE COMMUNITY ....................................................................9
4. SERVICE POLICY STRATEGY .....................................................................................11
4.1 Current Situation ........................................................................................................................................11
4.2 Re~investmentLevels ................................................................................................................................13
4.2.1 BASE LINE ...........................................................................................................13
4.3.2 SHORT TERM IMPROVEMENT PLAN 74
4.3.3 LONG TERM REVITALIZATION PLAN ......................................................................15
4.3 Conclusion ...................................................................................................................................................75
LIST OF EXHIBITS
Exhibit 1: Niagara Transit Fare Structure ................................................................................3
Exhibit 2: Niagara TransiYs Municipal Transit Services 12
Exhibit 3: Investment Levels - Base Line 16
Exhibit 4: Investment Levels - Short Term Plan to 2012 16
Ocrober 19, P008 Page i.
IBI GROUP DRAfT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TR4NSIT NEE~S, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
1. INTRODUCTION
With a growing population of 82,000 people and 13.5 million tourists annually, Niagara Falls is
experiencing growth and development that is placing unprecedented demands both on the Ciry's
public transit services. In addition, residential and employment growth outside of the city is creating
the need for improved transit services between Niagara Falls and the neighbouring municipalities of
Fort Erie, Welland, St Catharines, Thorold and Niagara-on-the-Lake.
~
In 2007, the City made important governance and
organizational changes affecting its public transit _ ` ;,a-
services. The Greater Niagara Transit Commission, the ~
ciTy-appointed body formedy responsible for the -
management and operation of transit services in the '
City, was phased out. The transit services were brought
under the direct control of City council as a part of the
Transportation Services Division within the Community
Services Department. In preparation for and as a result
of this change, Council commissioned a comprehensive
review of the level and quality of its conventional and
specialized transit services, scope of operations and ;;=r.~,
infrastructure requirements in order to defne a future
direction and the required resources to increase ~{jp~'
ridership and the transit modal split, improve `,~-c-~
productivity and cost-effectiveness, and reduce
greenhouse gas emissions.
The Needs and Opportunities report presents the . j
results of Phases 1 and 3 of the study including the
resul[s of extensive stakeholder consultation and
identifes the transit needs of the community, the transit
department and the opportunities for improving the
qualiry and effectiveness of the transit services, improving the management and operation of the
services and the resources needed to move forvvard. The Phase 2 report provided Vision, Goals
and Objectives and policy options for transit investment into the future as the basis for preparing the
Long TermTransit Strategy and the Short Term Business Plan forming Phases 4 and 5 of the
study.
1.1 Study Purpose
City Council authorized this study to achieve the following:
• Determine public attitudes and needs by undertaking a comprehensive public outreach
prograrr~~
. Review and update Transit's policy framework as related to vision, mission, service
and financial goals and objectives, service and accessibility standards, transit
supportive policies.
. Review markets, services, operations and infrastructure to determine unmet and
under-served needs and the strategies that the conventional and specialized transit
services will need to provide over the short and long terms based on the outreach
program and TransiYs updated policy framework.
IBI
GROUP
October 79, 2008
IBI GROUP DRAFT EXECUTNE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
• Review Transit's operating functions and infrastructure with a view to recommending
best practices and staffing levels that can improve the performance of the transit
services;
• Review Transportation Demand Management strategies with a view to developing
techniques to reduce automobile travel and improve transit travel through transit
priority and other measures;
• Review and analyze the out-of-town bus maintenance operation;
• Develop a Long Term Transit Strategic Plan that will provide the direction for planning
and operating the transit senices up to the year 2018;
• Prepare a Short Term Transit Improvement Plan to guide the restructuring of Niagara
Transit over the next five years. The Short Term Plan will include six plans: a Service
Plan, an Operations Plan, a Managemenf Plan, an Infrastr~ture Plan, a Financial
Plan, and an lmplementation Plan covering the actions required to implement the
various plans over the short and long terms.
The goal is to design transit services for Niagara Falls that can both increase ridership and can also
be operated e~ciently and effectively over the next ten years. Based on the findings of this study,
a Business Plan will be prepared for re-structuring the transit services to better meet the current and
future needs of the Ciry.
1.2 Study Approach
The approach to this study has involved the following activities:
• Extensive consultations with all of the City's transit stakeholder groups including users
and non-users, employees at all levels, business leaders, hospitality sector, students,
municipal representatives and inter-municipal and Regional representatives;
• A review of transit demand, population demographics and future population and growth
trends as well as changes in development patterns;
• A review of transit operations and system pertormance to identiTy service deficiencies,
needs and opportunities for improvement;
• A Peer Review of similar size systems;
• A review of the organization structure and staffing;
• A review and assessment of the fleet and facilities resources (transit garage and
terminals);
• Stop by stop on/off ridership counts for all transit services;
• A review of various reports and management documents related to the operation and
management of the transit system.
Meetings with the Study Steering Committee and senior staff have been held monthly to review the
study progress and receive and review interim reports.
Ocfober 19. 2008 Page 2
IBI GROUP DRAFT EXECl1TIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
1.3 Background
In 2007, the Ciry of Niagara Falls phased out the Commission and brought the operation of Niagara
Transit in house as part of the Community Services Department, Transportation Services Division.
Today, the transit operation includes:
• 58 employees (73 during the summer);
. 15 routes;
• 26 buses for the conventional transit service ("Niagara TransiP') and 6 vehicles
for the specialized, Chair-A-Van, transit service;
• operates 73,270 revenue-hours per year; and
. provided some 1,006,000 rides in 2007 (excludes inter-municipal and post-
secondary services).
Niagara Transit ridership consists of three key market segments: internal "city" users, external
"inter-municipal" college and universiry students, and seasonal tourist-oriented (Falls Shuttle) users.
Niagara Transit aiso provides extensive services to out-of-town intercity, charter and tour bus
operators consisting of vehicle storage, fuelling, vehicle servicing and maintenance.
In September 2008, Niagara Transit commenced a new inter-municipal service belween Niagara
Falls and Fort Erie in co-operation with the Town of Fort Erie.
The current fare structure for the conventional and specialized transit services is as follows:
Exhibit 1: Niagara Transit Fare Structure
Fort Eriel Falls Shuttle
Fare Category Cash Tickets Monthly Brock/ High
(10) Pass Niagara School Day
College Cash Pass
AdulGS $225 $22.00 $65.00 $3.75 N/A $3.50 $6.00
Seniors $2.00 $19.50 $50.00 $3.75 N/A $3.50 $6.00
Student $2.00 $19.50 $50.00 $280.00 $180.00 $3.50 $6.00
(Semester) (Semester)
Children Age 6- 12 $1.00 N/A N/A N/A N/A $1.00 $1.00
Children < Age 5 Free
Free transfers belween regular city routes are provided. Transfer are valid for a continuous one-
way trip and stopovers are not permitted. Tickets and passes are sold at 19 outlets around the city.
The Brock University and Niagara College services are intended for university/college students
although non-students can use the services with the payment of applicable fares which include
travel on regular (in-city) routes with free transfers. For the Falls Shuttles, the day pass entitles
October J9. Y008 Page 3.
IBI GROUP DRAfT EXECIJTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
users to transfer free to and from the regular city routes. However, this does not apply to the cash
fares. The fare structure was last up-dated on September 1, 2007.
Full time universi[y/college students receive as part of their tuition package a pass which allows
them unlimited travel on the inter-municipal routes to Brock University and Niagara College and all
Niagara Transit routes for the current school year. The pass also allows them to use St. Catharines
Transit and Welland Transit services.
Octo6er 19. 2008 Page 4.
IBI GROUP DRAFT EXECUTNE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRAN5IT NEE~S, OPPORTUNITIES, VI SION AND POLICY OPTIONS
2. NEEDS AND OPPORTUNITIES
The following is a summary of the key fndings, needs and opportunities for improving the transit
services from Phases 1, 2 and 3 as well as next steps in the study process.
2.1 Key Findings
1. Transit staff are dedicated and competent. Historically, transit has focussed on minimizing net
ciry costs by pursuing niche Vansit services such as out-of-town bus services, the Falls Shuttle
and the university/college routes. However, this focus has occurred at the expense of the core
transit services;
2. Compared to its peer group, the City's conventional service (Niagara Transit) is not as effective
as most of its peers in terms of market penetration and modal split. Service levels are below
those of comparable municipalities where service frequencies are rypically 30 minutes
compared to 60 minutes in Niagara Falls. For the service level (revenue vehicle-hours)
provided, ridership should be much higher when compared to the peers;
3. The conventional transit system is under-utilized and does not meet the needs or travel patterns
of the community. The conventional transit service is regarded by stakeholders as ineffective,
inconvenient and marginalized. Stakeholders believe transit is important and should be
improved;
4. Financially, the transit operation is as efficient as its peers. The average fares collected by
Niagara Transit are lower than its peers, which is indicative of lower fare rates in Niagara and
will need to be reviewed as part of the overall strategic plan;
5. The primary transit market has been transiEcaptive persons working in the tourism sector or
those with no access to alternative transportation sources. One of transit's traditional markets,
high school students, has largely been un-served along with the employment sector;
6. Travel between Niagara Falls and the surrounding communities is an important travel pattern
and is expected to increase as Niagara Falls grows and the tourism industry expands;
7. The local hotel shuttle bus services and cost structure are tailored to the needs of the hotels
and are unlikely candidates for contracting out to or to be served by Niagara Transit;
8. The servicing of out-of-town buses appears to be a profitable activiry, though more work is
required to understand the allocation of costs. Pending the outcome of this more detailed
review, more aggressive marketing of the service may be warranted to meet competition and
build an expanded client base. Nohvithstanding this, additional maintenance area space and
work stations are required to properly serve the current out-of-town bus servicing market;
9. The organization of the Niagara Transit section of the Transportation Division is functionally
appropriate. Further assessment is required to understand opportunities and constraints for
transit within the overall context of the entire Transportation Services Division as well as
synergies with other Divisions in the City;
10. Transit budgeting practices should be revised to better identiTy costs for each of the primary
services provided by Niagara Transit, namely, out-of-town bus servicing, Falls Shuttle and the
university/college services subject to rie recommendations of the transit service and business
plans;
October 19. Y008 Page 5
IBI GROUP ~RAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
11. The average age of the conventional bus fleet is 11 years, which is high by industry standards.
Continued renewal of the transit fleet is required. Future fleet requirements will also depend on
the recommended service expansion plan;
12. Marketing and customer information for Niagara Transit services has been improving but
additional effort in this area are needed to raise the prof le of transit in the community, to build
ridership and to better penetrate the high school and tourism markets;
13. The transit garage and administration building has numerous design and structural deficiencies,
is under-sized for current operations and will not meet future needs for vehicle servicing,
employee space and vehicle storage. All key building elements are in poor physical condition.
Bringing the building up to code, modifying and resolving the design defciencies would cost
approximately $2 M to $3 M. Further, expansion of the building is not practical given both its
design layout and positioning on the existing property. A new faciliry is required to meet future
needs;
14. The downtown transit and interciry bus terminal is in generally good condition and is well
connected to intercity bus and rail services. However, as the primary hub, its location misses
several key markets. Improvements to the Niagara Square and Wal-Mart terminals, subject to
the Short Term service plan, are required;
15. The fare collection system has reached the end of its economic life and needs to be rep~aced.
Use of smart cards to provide Flexibility to meet various travel needs should be considered; and
16. There is limited use of Intelligent Transportation systems.
2.2 Needs
The priority needs for improving the effectiveness, efficiency and quality of Niagara Transit services
provided to the community are:
1. The transit route nelwork requires r~structuring and service levels improved to 30 minute
frequencies from 60 minute. The Fatls Shuttle service needs to be integrated with the regular
route network far improved connectivity;
2. Enhanced inter-municipal links to surrounding communities are needed to facilitate access to
employment, education and healthcare services;
3. The Key transit markets in future include students (high school and post-secondary), people
working in the hospitality and tourism sectors and seniors;
4. As complimentary public transit services, there should be improved links and integration
belween the Niagara Parks Commission Peoplemover service and Niagara Transit in terms of
route connections and fares;
5. The transit facility (garage) is beyond its economic life and is no longer suitable for the present
and future needs of the City's transit operation;
6. The design and structural defciencies of the maintenance area will further limit any
opportunities to service and promote to the out-of-town bus servicing market;
7. A total of eight buses will need to be purchased over the next 3 years to renew the vehicle fleet.
Vehicles required for service expansion would be additional;
Octoder 19. 2008 Page &
IBI GROUP DRAFT EXECUTNE SUMMARY REPORT - PHASES 1, 2 AN~ 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
8. The marketing and communications activities of Niagara Transit need to be expanded with
emphasis placed on renewing the corporate image of the City's transit services and communily
outreach;
9. The fare collection system requires replacing and should include smart card technology; and
10. Staffing needs will depend on the recommended transit growth strategy. Areas of review will
include staff resources for the operations and maintenance functions, supervision and service
monitoring, as well as for marketing and communications.
2.3 Opportunities
There are a number of opportunities to improve and enhance public transit in Niagara Falls. These
include:
1. The growth of Niagara Falls as both a year-round tourism centre and a residential and
employment growth centre for the Region of Niagara wll accentuate the need for
improved public transit services;
2. The planned People Mover project. This presents an opportunity to enhance the level
and quality of transit service provided to the important tourisUhotel/casino market and to
provide a high quality service integrated with Niagara Transit service;
3. Greater integration of the Niagara Parks Commission service and Niagara Transit
services in terms of connections, transfers and fare integration would simpfify and
enhance the use of public transit wilhin the City and the park and reduce automobile use
which is one of the key objectives for enhancing public transit use;
4. The university/college services provide a basis for improving the inter-municipal links.
Expand inter-municipal links to St. Catharines, Welland, Fort Erie and Niagara-on-the-
Lake;
5. Adopt a pro-active marketing and communications plan to promote public transit in the
community and to work with the tourism industry; and
6. Adopt information technology systems to improve management and control of the transit
system, passenger information and potentially transit priority;
7. Adopt transit supportive policies with respect to parking, planning, increased densities,
improved subdivision design to provide greater transit use.
2.4 Next Steps
The next steps in the Strategic Study plan process will be:
1. Presentation of the results of Needs and Opportunities assessment from Phases 1, 2 and 3 of
the study as a progress report to Ciry Council;
2. Provide Council with the future 10-Year Strategic and 5-Year Business Plan direction for
Niagara Transit and the associated level of future investment in transit for comment;
3. Prepare the Long Term Transit Strategic Plan and Short Term Transit Business Plan for review
by the Study Steering Committee; and
Ocfober 19. 2008 Page 7
IBI GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
4. Presentation of Final Business Plan to City Council in December 2008.
October 19. 2008 Page d
I81 GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES t, 2 AN~ 3
Cily of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
3. VALUE OF TRANSIT TO THE COMMUNITY
In determining a future strategy for public transit in Niagara Falls, it is helpful to review the benefits
of public transit to a community.
Public transit provides a wide range of benefts to individuals, businesses and urban areas as a
whole. The Canadian Urban Transit Association and the Federation of Canadian Municipalities
have published a series of Issues Papers which summarize the benefits of public transit pertaining
to health, the natural environment, socio-cultural environment (quality of life).
These benefits include:
• Economic activity and spending through transit industry supply chains,
operations, research and new product development
• Increased labour mobility for numerous economic sectors, particularly
downtown businesses
• Increased personal mobility for people who choose not to drive or otherwise
cannot reach work, shopping, health care or other services by car
e Public health and safety benefits including those derived from cleaner air and
fewer traffic accidents and the corresponding health care requirements.
An additional beneft is the property impact of enhanced land accessibility that increases residential
and commercial values. Another is a reduction in traffic delays and congestion costs.
For Niagara Falls specifically, the benefits of an improved public transit service would be:
• Support for the City's growth plan by:
• Attracting and retaining businesses
• Attracting and retaining residents
• Serving new areas
• Supporting local business and the tourism industry by providing access for
residents in the region to work opportunities in Niagara Falls
• Mobility options for the ageing population
• Reduction in the cost of living by reducing reliance on the automobile
• Reduction in pollution (GHG's)
Financial support for public transit by a municipaliry should be viewed as an "investment" in the
community, in the infrastructure and should be viewed as an on-going commitment. At the same
time, the service is valuable to those using it and it is appropriate that users contribute to the cost
providing the service in addition to general support by the community.
Council has increasingly recognized the importance and benefit of public transit and has adopted a
number ot policies in support of transit. These include:
Ocfober 19. 2008 Page 9.
IBI GROUP DRAFT EXECUTNE SUMMARY REPORT - PHASES 1, 2 AND 3
Ciry of Niagara Falls
NIAGARA TR4NSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
• Anti-idling by-law
• Sustainable development principles
. Transit-supportive planning guidelines
• Increased densities and in-fill developments
• Supported the Provincial policies on development and reduction in auto use
Staff is also in the process of up-dating the Transportation Master Plan with an emphasis on
alternative modes of transportation (Transportation Demand Management) to lessen dependence
on the automobile.
Octoberl9. YOOH Page 10.
IBI GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AN~ 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
4. SERVICE POLICY STRATEGY
On a go-forward basis, a new future strategic direction for public transit in the City is required. This
section outlines the proposed strategic direction and role of the City's public transit services and
level of investment it should make for the Long Term (10 Year) Strategic Plan for transit to 2018
and the Short Term Business Plan (5 years) to 2013. At the same time, the required minimum
investment in transit, as the Starting Pointfor moving forward, is outlined. The qualitative
information presented herein is preliminary and is subject to refnement as the future Plans are
prepared in detail in the next phase of this study. It is also subject to receipt of the 2007 audited
financial statements for Transit.
4.1 Current Situation
The City's transit service policies have historically emphasized minimizing the level of financial
investment in public transit. As a result, there are lwo separate fixed route municipal transit
services operated in the city:
• Municipal Local services, consisting of a set ot 12 year-round fixed-route transit
services oriented to the City's population and employment centres; and
. Municipal Shuttle services, consisting of 3 seasonal fxed routes shuttling
people to the tourist areas of the City.
In addition, the City provides Inter-Municipal service, consisting of one route to Brock University
and two routes to the Niagara College campuses in Welland and Niagara-on-the-Lake, for post-
secondary students and one route behveen Niagara Falls and Fort Erie. The inter-municipal service
levels, determined by the University, College and the Town of Fort E~ie, are on the basis of no cost
to the municipal taxpayer. The municipal transit services are complemented by a specialized transit
service, Chair-A-Van, operated under contract by St. John's Ambulance.
The municipal transit services are determined by Ciry policy. The pertormance of these services
beiween 1997 and 2007 (Exhibit 1) have these characteristics:
. Net operating costs were close to $2.0 million or $25 per capita prior to 2003,
and have been growing since 2003 and are now at $3.5 million or $40 per
capita, net of all revenue sources including the out-of-town bus garage
operation. Excluding this operation, the net City cost would be approximately
$4.0 million or $45 per capita.
• Transit service levels have remained relatively static for the past 10 years which
has not created any new incentive increase transit use.
• Ridership on the city ("municipal") routes has dropped only marginally from
1,022,000 revenue passengers in 1997 to 1,006,000 revenue passengers in
2007 or about 1.5%. The small drop in ridership is due to the following:
• Static demands from the adult and seniors market. In spite of the
reduction in revenue vehicle hours since 1997, annual adult and seniors
ridership has remained at the 836,000 passenger trip level since 1997.
This is indicative of the captivity of the market and its need to use transit
even if the level of service has been reduced.
Ocrober19.1008 Page 11.
IBI ~ROUP~DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
• The shuttle routes actually carried 137,000 fewer passenger trips in 2007
because of a drop in tourism and the lack of service in the winter which
affects workers.
• Declining demands from the student market not attending the post-
secondary schools outside of Niagara Falls (the post secondary school
demands are served by the inter-municipal transit services provided by
Niagara Transit for Brock University, Niagara College and Fort Erie). The
annual local student market on the municipal transit system was about
170,000 passenger trips in 2007, down from 186,000 passenger trips in
1997. Student ridership should be double the current figure when
compared to Niagara Transit's peers.
• Based on the public outreach program, peer review, and performance analysis
of the municipal transit services, there are large demands for transit services
that are not being met by the municipal transit system because of the level
service that is being provided.
• In 2007, the transit system had a market share of 12 passengers per capita or a
modal split of 2.8%, which had been relatively static for some time.
Modal split is the percentage of all trips made by everyone in the city each day taken on public
transit The number of individual people who use transit each day or throughout the year is
higher. Surveys in other cities have shown that as much as 25% of the population may use
transit at some point during the year. For a city with a general public and tourist population
over 100,000, the market share should be higher and the modal split closer to the 4% similar to
many cities in Niagara Fall's peer group. To achieve this market share level, municipal transit
must become a more attractive mode of travel for people who work, shop and go to school.
Exhibit 2: Niagara Transit's Municipal Transit Services
City Revenue Passen ers Revenue Vehicle Hours Net Net Cost
Population Regular Shuttle All Regular Shuttle All Operating Per
Routes Routes Routes Routes Routes Routes Cost Ca ita
1997 78,901 743,703 278,000 1,021,703 43,897 33,083 76,980 $1,934,722 $24.52
1998 79,295 778,219 268,000 1,046,219 46,504 30,213 76,717 $1,809,021 $22.81
1999 79,692 792,801 268,000 1,060,801 45,522 30,775 76,297 $1,732,413 $21.74
2000 80,090 813,158 268,098 1,081,256 46,546 30,775 77,321 $1,860,271 $2323
2001 81,965 814,041 269,540 1,083,581 45,072 29,475 74,547 $2,020,028 $24.64
2002 82,624 798,269 225,636 1,026,905 45,377 29,475 74,852 $2,098,811 $25.40
2003 83,285 833,029 150,163 983,192 46,799 15,282 62,081 $2,449,334 $29.41
2004 83,951 785,348 192,274 977,622 47,341 8,431 55,772 $2,967,345 $35.35
2005 84,623 852,452 181,690 1,034,142 45,110 8,431 53,541 $2,503,366 $33.13
2006 85,471 887,138 151,994 1,039,132 55,403 8,239 63,642 $3,659,547 $42.82
2007 85 642 865 326 140 850 1 006 176 59 121 8 239 67 360 $3 458 904 $40.39
. . . . - - - - - - -
Octoberl9. 200B Page 12
IBI GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
Ciry of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
4.2 Re-investment Levels
At a minimum, the City will need to continue to renew the capital infrastructure of its transit services
as well as continue to provide the current level of financial support towards the annual operating
cost just to maintain existing service levels. This represents the "Base Line" of investment.
Unless the municipality decides to discontinue transit service altogether, the Base Line level of re-
investment in its transit service is unavoidable.
Going forward, to improve transit services toward the level of its Peers, two investment levels are
involved:
1. Short Term Improvement Plan - modest service improvements and associated
investment level increase over the Base Line; and
2. Long Term Investment Plan - with substantial service improvements and associated
investment increase over the Short Term Improvement Plan.
These investment levels do not include the inter-munrcipal seivice, which would continue on a iull
cost-recovery or cost-shared basis with outside partners (universify/college, neighbouring
munrcipalitiesJ with limited added cost to the municipalify.
The investment leveis are described below.
4.2.7 BASE LINE
This investment level represents the Base Line or a continuation of the current service policy for
transit (Status Quo). This approach has attempted to be "everything to everybody" and has
resulted in unproductive services, too much service for the demand in some cases and not enough
service for the demand in other cases.
- Rather than cutting unproductive services and reducing the circuitous nature of the
routes in the suburban areas of the City, existing municipal services are "stretched"
to provide limited improvements to local and shuttle services in the City, and
extensive improvements to the inter-municipal services provided the
University/College outside the City at full cost recovery. While this has resulted in
increases to post-secondary student ridership, local student and adult ridership has
not increased and has remained relatively static over the past ten years.
- Under this level, the stretching of the municipal services would be continued to
make limited and selective improvements to the local and shuttle services without
increasing the net costs to taxpayers.
- If this approach is continued, there are indications ridership will continue its slow
decline and will reach the 1.0 million revenue passenger or 11.5 passenger trips
per capita level by 2012. This represents a modal split of 2.5% versus 2.8% now.
A 8ase Line investment level would have a municipa! investment (net operating cosf) similar to
current levels of approximately $45 per capita or $4.0 millron in present dollars over the next five
years. This assumes that the present services, fare rates and unit operating costs (costs per hour)
are kept close to their current levels and gradual decline in ridership and fare revenues. Net
revenues from the garage operation are excluded.
Ocfober i9. Y008 Page 13.
IBI GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES i, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTI ONS
These conditions apply to the municipal transit service and do not include the Chair-A-Van service,
the inter-municipal services to the University/College which operate at full cost recovery. The costs
are exclusive of provincial gas tax funding which can be applied to either operating or capital
expenditures.
The Base Line Infrastructure investment is estimated to be: two additional buses plus a new garage
and at least one terminal. Estimated costs would be: 8 replacement buses -$3,600,000 + 2 for
minor service changes -$900,000; garage (for 34 buses) -$7.0 million; terminal -$800,000; new
fareboxes -$550,000; general ITS improvements -$340,000. Total $9.7 million.
4.3.2 SHORT TERM IMPROVEMENT PLAN
This Plan for reinvesting in transit would result in improvements to all municipal services in
the short term (5 Years) to 2013. tt would build upon the strong points of the existing route
network by integrating the separate local and shuttle city services as follows:
- Restructure routes into a"tiered" grid/feeder concept. Grid or base routes would be
focussed on the central area operating all day 7 days a week in the City's main
corridors (Lundy's Lane/Ferry Street, Stanley Ave.IPortage Rd. Dorchester Road).
Feeder or local routes would circulate the suburban areas, employment districts,
and tourist areas feeding the grid routes at the main transit centres (Main and
Ferry, Niagara Square, Wal-Mart). The routes would cover the growing under
served south and west sectors of the city.
- Provides 30-minute frequencies on all routes, and standardized operating times
with most routes operating between 530am and 1230am or later Monday-
Saturday and 7:OOam and 7:OOpm on Sundays and Holidays.
- Provides more direct and frequent service to the main attractors in the City; the
Lundy's Lane/Ferry corridor, the Hospital, the main malls, the Casinos, the tourist
attractions along Clifton Hill and the Niagara Parkway. The intent is to provide
better service to the City's growing non-student and employment sector markets.
The existing Falls Shuttle services would be integrated into the regular fixed route
nelwork.
- Provides inter-municipal transit services between Niagara Fails and St. Catharines,
Niagara-on-the-Lake, Welland and Fort Erie, if the services can be provided on a
fuli cost recovery basis and can be integrated with the Niagara Transit routes.
- Goal is to increase ridership to 1.4 million revenue passengers and the modal split
to 4% within five years as compared to 1.0 million revenue passengers today.
The Short Terrn Improvemenf Level would require a municipal investment (net operafing cost) close
to $53 per capita or $4.7 million rn present dollars over the next five years as compared to $4.0
million under the Base Line cottdition, a 20% investment increase. This assumes that the present
fare rates and unit operating costs (costs per hour) are kept close to their present levels and that
ridership increases approximately 40%.
Infrastructure investment for this Plan over the Base Line is estimated to be: 4 additional buses -
$1.8 million; incremental increase in garage size at time of construction -$0.5 million (for 4 buses);
terminals -$800,000; 4 additional fareboxes and up-graded system for smart cards -$350,000;
general ITS improvements -$40,000. Total -$3.6 million.
Octoberl9. 2008 Page 14.
IBI GROUP ~RAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AND 3
City of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
4.3.3 LONG TERM REVITALIZATION PLAN
This plan represents the long term objective for transit in the City providing substantially improved
transit services to bring the services and ridership to the levels being provided by the Niagara Falis'
peer cities with universities/colleges and tourist attractions - North Bay, Peterborough, Kingston and
St. Catharines. It would build on the routing concepts of the Short Term Improvement Plan and
would be an aggressive approach to ridership growth.
- Provides 15-minute peak frequencies on the base routes in the route nelwork.
- Provides bus rapid transit (BRT) services in the Lundy's Lane/Ferry corridor to the
downtown, the main tourist attractions and the Casinos.
- Provides more reliable services in all corridors through improved schedule
adherence techniques
- Provides transit services in and to Niagara-on-the-Lake and Fort Erie on a cost-
recovery basis with the services fully integrated with the Niagara Transit routes.
- Goai is to increase the ridership to 2 million revenue passengers annually and the
modal split to 5.0%.
The Long Terrn Revitalization Plan could increase net operating costs up to 40% depending on the
extent that Niagara TransiYs operating functions can be improved to reduce costs. A Long Term
RevitaJization Plan could require an annual municipal operating investment (net operating cost) of
approximateJy $61 per capita or $5.5 million in present doRars.
Infrastructure investment for this Plan Over the Short Term Pian is estimated to be: 6 additional
buses -$2.7 million; incremental increase in garage size -$500,000 million (6 buses); terminals -
$1.6 million for a new central off-street central area terminal; road, intersection and traffic control
improvements (Transit Priority Measures) to speed-up the buses -$2 million; additional fareboxes -
$300,000; general ITS improvements -$120,000. Total $7.2 million.
4.3 Conclusion
To bring transit service levels in Niagara Falls up to those of its peers, the long term goal would be
the Long Term Revitalization Plan for implementation by 2018.
In the Short Term to 2013, the Short Term Improvement Plan would address basic deficiencies in
the City's transit services and would integrate the lwo separate municipal transit services to
increase transit ridership to an estimated 2.0 million trips by 2018 and the percentage of all travel
taken (modal split) on public transit in Niagara Falls to 5.0%. Importantly, this plan also recognizes
the difficulties Niagara Transit has had in attracting and holding "choice" adult riders in the past and
the need to make relatively aggressive changes to the transit system to address this situation. The
inter-municipal services would continue and could be expanded to other municipalities if there is full
cost-recovery. The following exhibits summarize the Base Line and Short Term Investment Levels
outlined above.
October 19. 2008 Page 15.
IBI GROUP DRAFT EXECUTIVE SUMMARY REPORT - PHASES 1, 2 AN~ 3
City of Niagara Fails
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
Exhibit 3: Investment Levels - Base Line
Year 2009 2010 2011 2012 2013
Ridership(incl.lnter-municipal) 1,350,000 1,325,000 1,300,000 1,275,000 1,250,000
Fare Revenue $2,300,000 $2,275,000 $2,250,000 $2,225,000 $2,200,000
Net Operating Cost (not $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,OOD,000
including Garage Operation)
Annual Debt Servicing Cost *$81,354 *$304,581 *$900,093 *$1,079,081
Capital
Garage($7.0 M) $500,000 $4,000,000 $2,500,000
Buses (2 + g _ $3.6 M) $1,800,000 $1,800,000 $900,000
Terminafs ($0.8M) $800,000 $800,000
Farebox/Smart Card ($0.55M) $550,000
ITS ($0.34 M) $340,000
Total Capital $2,350,000 $3,440,000 $5,700,000 $2,SOO,OOD
Prov. Gas Tax $1,141,000 $1,141,000 $1,141,000 $1,141,000
MTO Bus Replacement $600,000 $600,000
Subsidy (33%)
NET CITY CAPITAL COST $609,000 $1,699,000 $4,559,000 $1,359,000
* Annual debt service cost is based on 10-year debt issued at 5.25% rate of interest
Ocfober19.2008 Page i6.
~
IBI GROUP ~RAFT EXECl1TIVE SUMMARY REPORT - PHASES 1, 2 AND 3
Ciry of Niagara Falls
NIAGARA TRANSIT NEEDS, OPPORTUNITIES, VI SION AND POLICY OPTIONS
F~chibit 4: Investment Levels - Short Term Plan to 2013
Year 2009 2010 2011 2012 2073
Ridership 1,358,000 1,450,000 1,550,000 1,650,000 1, 750,000
Fare Revenue $2,300,000 2,475,000 2,650,000 2,825,000 3,000,000
Net Operating Cost (not $4,000,000 $4,175,000 $4,350,000 $4,525,000 $4,700,000
including garage operation)
Annual DebtServicing Cost *$231,046 *$459,488 *$1,055,000 *$1,351,129
Capital
Garage ($7.5 M) $500,000 $4,500,000 $2,500,000
Buses (14 - $6.3 M) $1,800,000 $1,500,000 $1,800,000 $900,000
Terminals ($1.6 M) $800,000 $800,000
FareboxlSmart Card ($0.9M) $900,000
ITS ($0.38 M) $380,000
Total Capital $3,500,000 $3,480,000 $6,300,000 $3,400,000
Prov. Gas Tax $1,141,000 $1,141,000 1,141,000 $1,141,000
MTO Bus Replacement $600,000 $600,000
Subsidy (33%)
NET CITY CAPITAL COST $1,759,000 $1,739,000 $5,175,000 $2,259,000
* Annual debt service cost is based on 1D-year debt issued at 525% rate of interest
Octa6er 19. 2008 Page 17.
November 3, 2008 TS-2008-27
.
Nia ara alls
~ cnn,,o~,
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: TS-2008-27
Kalar Road and McLeod Road
Parking & Traffic By-laws
RECOMMENDATIONS:
1. That various parking, stopping and standing prohibitions be installed upon
completion of road reconstruction on Kalar Road (from a point 205 metres south
of McLeod Road to a point 140 metres north of Forestview Boulevard/Rideau
Street) and McLeod Road (from a point 325 metres west of Kalar Road to a point
250 metres east of Kalar Road);
2. That a"no stopping" restriction be posted on both sides of Rideau Street from
Kalar Road to a point 38 metres east of Kalar Road;
3. That the legal speed limit on McLeod Road between Montrose Road and
Parkside Road be reduced from 60 km/h to 50 km/h;
4. That Parking and Traffic By-law 89-2000 be updated to remove the stop sign
references upon installation of the traffic signals at:
i. Kalar Road and Forestview Boulevard/Rideau Street;
ii. Kalar Road and Coventry Road; and,
iii. Kalar Road and McLeod Road.
BACKGROUND:
Kalar Road and McLeod Road are scheduled to be reconstructed this year to four basic
lanes with cycling lane facilities and turning lanes at major intersections. An urban cross-
section consisting of a curb and gutter, boulevard, sidewalks, and bike lanes will be
provided on both sides. Traffic signals will be instailed at Kalar Road and Forestview
Boulevard/Rideau Street, Kalar Road and Coventry Road (currently an intersection
pedestrian signal) and Kalar Road and McLeod Road. These improvements are being
carried out to accommodate future traffic growth which is expected with continuing
residential development in-th`e subdivisions west of Kalar Road and proposed residential
Communiry Services Department
Working Together to Serve Our Communify I Transportation Services
.F:' I
i
`3' 'fY
~
. .o-`f.r.e .
+~8 " ~p i~ ~ ~ . • • .
November 3, 2008 TS-2008-27
-z-
developments south of McLeod Road.
The project limits for the reconstruction of Kalar Road will include the section from a point
205 metres south of McLeod Road to a point 140 metres north of Forestview
Boulevard/Rideau Street. For McLeod Road, construction will encompass the section from
a point 325 metres west of Kalar Road to a point 250 metres east of Kalar Road.
Currently, parking is available for most of the study area, except for the frontage of
Loretto/Kate Durdan elementary school which contains a stopping prohibition during school
hours.
The property owners and residents abutting the project area were solicited for input with
respect to the on-street parking. The following are the results obtained through the
questionnaires:
Kalar Road McLeod Road
Number of Questionnaires Delivered 304 72
Number of Questionnaires Returned 19 3
Response Rate 6% 4%
Number in Favour of Maintaining On-Street Parking 9 0
Number in Favour of Restricting On-Street Parking 10 3
There is no discernable pattern amongst the respondents.
To ensure unimpeded traffic mobility and keep the bike lanes free of parked vehicles, Staff
is recommending that the study area consist of a"no parking" restriction with the exception
of "no standing" restrictions at transit stops and "no stopping" restrictions generally within
60 metres of signalized nodes and in front of the two elementary schools.
McLeod Road currently contains a rural two-lane cross-section with a 60 km/h speed limit.
Its urbanization to four lanes with bike facilities would function better at 50 km/h and be
consistent with other segments of the City that has similar cross-sectional elements. Staff
is recommending that the portion of McLeod Road between Montrose Road and Parkside
Road be reduced to 50 km/h. Kalar Road is posted as 50 km/h, north of McLeod Road.
The stop signs for the three above-referenced intersections will need to be removed when
they become signalized. As such, the references in the By-law will be amended
accordingly.
November 3, 2008 TS-2008-27
-3-
The appropriate signing will be installed/removed when the road construction project is
close to being concluded. The reconstruction project is expected to be completed by
year's end.
Recommended by: ~
arl Dren, Director of Transportation Services
~
Approved by: ~
Ed Dujlovi , Executive Director of Community Services
~ ~
Respectfully submitted:
John cDonald, Chief Adminis rative Officer
J. Gru6ich
S:1General AdministrationlGA 1.01 Report5~2008 Community Services111 Nov 31TS-2008-27 Kalar Road and McLeod Roatl - Parking
Review.wpd
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November 3, 2008 TS-2008-54
./~G~~~~~~ '
Niagara~alls
c~n~ue
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: TS-2008-54
Weinbrenner Road - Parking Review
RECOMMENDATIONS:
1. That a"no parking" restriction be installed on the north side of Weinbrenner Road
from a point 40 metres east of Campbell Avenue to a point 40 metres west of
Campbell Avenue, and;
2. That a"no parking" restriction be installed on the south side of Weinbrenner Road
between a point 32 metres east of Campbell Avenue and a point 30 metres west of
Campbell Avenue.
BACKGROUND:
In reply to a request, Staff has investigated the parking situation on Weinbrenner Road
near Campbell Avenue. The concern in this area stem from motorists parking within the
intersection of Weinbrenner Road at Campbell Avenue, and as a result restricts visibility.
Weinbrenner Road is a two-lane collector roadway. Each lane is 3.5 metres wide with a
1.5 metre bike lane on each side. Curb extensions were constructed on Weinbrenner
Road at and extending from Campbell Avenue. These devices reduce the road pavement
width to reduce vehicle speeds, reduce crossing distance for pedestrians and prevent
parking close to an intersection.
Light standards are present on both sides providing illumination during nighttime hours.
Sidewalks are present on both sides east of Campbell Avenue, but only on the south side
west of Campbell Avenue. A walkway to the Patrick Cummings Sports Complex extends
north of Weinbrenner Road, about 15 metres west of Campbell Avenue. Currently, there
are no parking restrictions on Weinbrenner Road in the study area.
Observations reveal that motorists are parking in close proximity to, and within the
intersection of Weinbrenner Road at Campbell Avenue. As a result, roadway width is
reduced, and boulevard deterioration is evident. A collision review was conducted for the
Community Services Department
Working Together to Serve Our Community Transportation Services
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November 3, 2008 - 2- TS-2008-54
previous three-year period revealing that a collision problem does not exist at the
intersection, nor on the mid-block sections of Weinbrenner Road. A visibility review was
conducted at the intersection to determine whether sight lines are adequate for motorists
entering Weinbrenner Road from Campbell Avenue. The results indicate sight lines are
well above required criteria when vehicles are not parked on Weinbrenner Road. However,
should several vehicles park on the north side of Weinbrenner Road in close proximity to
Campbell Avenue visibility may be reduced below standard visibility requirements. In
addition, vehicles parked within the extended curbs further reduce the road width and
restrict simultaneous eastbound and westbound movements. This could cause delays to
emergency personnel. As Weinbrenner Road is a transit route, City bus drivers would also
be affected.
A questionnaire was delivered to all residents within 40 metres of the intersection for their
input regarding the existing parking situation. Of the six questionnaires delivered, three
were returned, of which two were returned in favour of implementing restrictions.
Additionally, the Transit Services Staff indicated that a parking restriction would benefit
transit operators on Weinbrenner Road.
Based on the above information, it is recommended that a parking restriction be
implemented on the north side of Weinbrenner Road between a point 40 metres east of
Campbell Avenue to a point 40 metres west of Campbell Avenue. This restriction will
encompass the side frontages of the two corner lots. In addition, a"no parking" restriction
is also recommended to be installed on the south side of Weinbrenner Road between a
point 32 metres east of Campbell Avenue and a point 30 metres west of Campbell Avenue.
This restriction will extend from the utility pole to the east to a point 10 metres west of the
park walkway. These parking restrictions will ensure that adequate clearance widths are
maintained at the intersection, and that driver sight lines are provided forthem to see other
drivers and also pedestrians using the walkway.
Recommended by: i/~ ~
Karl Dren, Dire r of Transportation Services
Approved by:
Ed Du~ ovic, Executive Director of Community Services
~
Respectfully submitted: ~
Joh acDonald, Chief Administr tive Officer
Bart Skiba
S:1Gene~al Adminis[rationlGA 1.01 RepoAS12008 Community ServicesU 1 Nov 31T5-200854 Weinbrenner Road - Parking Review.wptl
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November 3, 2008 TS-2008-55
Niagara~alls
c,,~ar~n
Councillor Carolynn loannoni, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: TS-2008-55
Carlton Avenue - Disabled Parking
RECOMMENDATION:
That two (2) disabled parking spaces be provided on the west side of Carlton Avenue from
a point 28 metres north of Culp Street to a point 40 metres north of Culp Street.
BACKGROUND:
The Boys and Girls Club has requested that the City to investigate the placement of two
(2) disabled parking stalls on Carlton Avenue or to provide two new designated spaces on
the property, perpendicular to the east building face. The Boys and Girls Club
administrator has raised an issue with the lack of accessible parking during the day.
The Boys and Girls Club is located on the northwest corner of Carlton Avenue and Culp
Street. The area is primarily residential with Princess Margaret elementary school and
A.G. Bridges neighbourhood park located on the south side of Culp Street. At this time,
there is a"no parking, 8:30 a.m. to 4:30 p.m." restriction on Carlton Avenue abutting the
Boys and Girls Club. Beyond 4:30 p.m., motorists may use this area for parking. The
remainder of the mid-block contains a permit parking zone on both sides for area residents.
Carlton Avenue is a local road that is 7.5 metres wide. The road cross-section contains
an asphalt boulevard and a concrete sidewalk on both sides. Sidewalks are provided
along the perimeter of the club. The daytime parking restriction on Carlton Avenue has
been in place since 1991, and was installed to mitigate parking congestion created by
motorists picking up or dropping off their children to the nearby elementary school.
A cursory review identified that a new curb cut and driveway to the south of the main
entrance would allow motorists to reverse out of the parking stalls directly onto the
roadway. This activity is not encouraged for nonresidential properties. The building is 6.6
metres from the property line. Thus, there is not enough space to place two disabled stalls
side-by-side and parallel with the road. Furthermore, there is not an opportunity to place
any parking stalls on the north side of the building as the driveway must remain clear of
obstruction. Placing disatiled parking within the west parking lot would reqwire patrons-to -
walk 125 metres to-the entrance.
~Community Services Departmenl
I Transportation Services
d,;~?
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November 3, 2008 -Z- TS-2008-55
A dedicated parking zone for disabled persons can be provided on Carlton Avenue,
abutting the site near the main doors. This type of parking control has been implemented
in other areas in the City, notably on Portage Road adjacent to the hospital. Therefore, it
is recommended that a 12-metre disabled parking zone, sufficient for two vehicles, be
implemented on the west side of Carlton Avenue, immediately south of the main entrance
to the Boys and Girls Club. This parking zone will only be valid throughout the day to
vehicles which display a valid disabled parking permit on the dashboard. The Executive
Director of the Boys and Girls Club is satisfied with this recommendation.
Recommended by: ~
Karl Dren, Director of Transportation Services
Approved by: ~ ~s
Ed D~lovic, Ex utive Director of Community Services
~ 6'
Respectfully submitted: n-
Joh acDonald, Chief Administrative c r
J. Grubich
S:1Gene~al Adminisiration\GA 1.01 Reports12008 Community Services\11 Nov 3\TS-2008-55 Carlton Avenue - Disabled Parking.wpd
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The City of Niagara Falls, Ontario
Resolution
No.
Moved by
Seconded by
WHEI2EAS all meeYings 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 if the subject
matter falls under one of the exceptions under s. 239(2) of the Municipal Act, 2001.
THEREFORE BE IT RESOLVED THAT on November 3, 2008, Niagara Falls Council will go
into a closed meeting to consider matters that fall under the subject matter of 239(2)(~ of the
Municipal Act, 2001, to receive advice that is subject to solicitor-client privilege, and 239(2)(c) a
proposed or pending acquisition or disposition of land by the municipality.
AND The Seal of the Corporation be hereto affixed.
DEAN IORFIDA R. T. (TED) SALCI
CITY CLERK MAYOR