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NxagaraJ~alls
MINUTES OF CORPORATE SERVICES COMMITTEE
Twelfth Meeting, Monday, November 16, 2009, Committee Room #2, 5:35 P.M.
PRESENT: Councillor Victor Pietrangelo, Chair; Mayor Ted Salci, Councillors Jim
Diodati, Shirley Fisher, Vince Kerrio, Bart Maves, Wayne Thomson,
Janice Wing and Carolynn loannoni
STAFF: Ken Todd, Ed Dujlovic, Ken Burden, Dean lorfida, Todd Harrison, Ken
Beaman, Trent Dark, Serge Felicetti, Steve Norris, Alex Herlovitch, Lee
Smith and Lisa Wall.
PRESS: Corey Larocque, Niagara Falls Review
MINUTES:
MOVED by Councillor Kerrio, seconded by Councillor Wing that the minutes of the
November 2, 2009 and November 9, 2009 meetings be adopted as recorded.
Motion: Carried
Action: Recommendation submitted to Council November 16, 2009.
2. REPORTS:
CPS-2009-08
Niagara Falls Humane Society
MOVED byCouncillorDiodati,seconded by CouncillorThomsonthat Council approve
the Dog Licensing Fees proposed and that the recommendations on a five-year
forgivable mortgage, Animal Control/Poundkeeper fees and the request for a
charitable grant be referred to budget deliberations.
Motion: Carried
Action: Recommendation submitted to Council November 16, 2009.
CD-2009-15
2010 Council Schedule
MOVED by Councillor Kerrio, seconded by Councillor laonnoni that the Committee
recommend that Council approve the 2010 Council schedule; and that staff ensure
Cogeco's availability for budget meetings and if they are not available that budget
meetings be scheduled on a Council night.
Motion: Carried
Action: Recommendation submitted to Council November 16, 2009.
-2-
FS-2009-09
Radio System
MOVED by Councillor Thomson, seconded by Councillor loannoni that Council
approve the expenditure of $2,167,778.97 for the replacement of the Niagara Falls
Fire Services radio system; and that the Mayor and Clerk be authorized to execute
all related agreements.
Motion: Carried
Action: Recommendation submitted to Council November 16, 2009.
3. ADJOURNMENT:
There being no further business, the meeting adjourned at 6:35 p.m.
A '---.~i
Niagara~'aIls
IS-2009802
November 30, 2009
REPORT TO: Councillor Victor Pietrangelo, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
SUBMITTED BY: Information Systems
SUBJECT: IS-2009-02
Phone System VoIP Upgrade at Service Centre
RECOMMENDATION
That the quotations for the purchase of a Voice over IP(VoIP) phone system be
awarded to Telus Communications Company in the amount of $30,585.91 and,
That staff be authorized to sign the necessary Purchase Order and related
documents associated with these purchases.
EXECUTIVE SUMMARY
Information Systems wishes to upgrade an aging phone system at the Service Centre to
provide a higher level of customer service and eliminate potential downtime.
BACKGROUND
The existing system at the Service Centre is more than ten years old and is dependent on
a data link to the main phone system at City Hall. The Service Centre operations perform
essential services forthe municipality and cannot afford atelecommunications outage. The
proposed VoIP phone system will be able to run independently in the case of a data link
interruption between the Service Centre and City Hall. With a VoIP system in place if the
data link were to be disrupted, the system would still be able to transfer calls internally as
well as take calls from the public. The process would be seamless to the public and there
would be no down time. The current system cannot provide this level of service.
Telus Communications Company supplies and maintains our existing phone systems at
City Hall, Fire Station 1, Transit, MacBain Centre and the Service Centre. Due to the fact
that the main phone system at City Hall is a proprietary Telus system and only a Telus
solution will integrate with the existing systems, staff has approached Telus as a sole
source for this upgrade. The City also has existing maintenance contracts with Telus
covering the maintenance and operation of the City wide phone system.
r November 30, 2009 - 2 - IS-2009-02
FINANCIALISTAFFING/LEGAL IMPLICATIONS
This phone system was purchased over a decade ago and has worked well during this
time, but the system is coming to the end of its useful life and must be replaced. The
system deficiencies are increasing and have impacted service delivery. The purchase of
a new system represents a capital asset purchase and will be financed from Special
Purpose Reserves dedicated to the replacement of Information Systems. Staff is
developing an asset management plan for all of the City's capital assets including all of the
technology assets. The plan as it relates to Information System assets will be brought to
Council for consideration some time in 2010.
The purchase of this system will result in some short term operating savings ($2,500
annually) once the system is installed due to the efficiencies in the conversion.
CITY'S STRATEGIC COMMITMENT
This will meet Council's strategic priority of continuing to monitorand improvethe efficiency
of the organization by providing better quality and continuity of service for Municipal Works
Operations staff and the residents of Niagara Falls.
Recommended by:
Sieve NoYfis
Director of~o~tems
Approved by:
Ken Burden, Executive Director, Corporate Services
Respectfully submitted:
Ken odd, Chief Administrative Officer
Niagara,Falls
F-2009-50
November 30, 2009
REPORT TO: Councillor Victor Pietrangelo, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
SUBMITTED BY: Finance
SUBJECT: F-2009-50
2008 Municipal Performance Measures
RECOMMENDATION
1) That this report be received for the information of City Council.
2) -That staff post the information on the City's website.
EXECUTIVE SUMMARY
The City of Niagara Falls is required to submit provincially determined benchmarks on an
annual basis. In addition, these measures are required to be publicly posted for City tax
payers to consider. The City has undertaken an inventory of capital assets owned by the
City to comply with PSAB 3150 which has resulted in changes to asset amounts which
makes comparability with prior years very difficult. The City's results are consistent with
previous years' results. During 2010, staff would like to develop performance measures
for each department to report for budgeting purposes based on the measures provided by
the Province but expanded to provide a more reflective approach to operational
performance.
BACKGROUND
The City of Niagara Falls is required to measure its performance and report the results to
the Province of Ontario annually. In addition, the City is required to provide these
measures to the taxpayers of the municipality.
ANALYSIS/RATIONALE
The performance measures used in the supporting documents are determined by the
Province and are not developed by local municipalities. Comparability between
municipalities is limited due to differences in accounting policies amongst municipalities.
The Municipal Performance Measurement Program is designed to indicate a municipality's
performance in selected core services areas according to their service responsibility.
These measures are developed by the Province of Ontario.
The results of the City's year 2008 Municipal Performance Measurement Program are
identified in the attachment. Each measure reports as follows:
• the name of the measure
• the year in which the measure relates
• a description and definition of the measure
November 30, 2009 - 2 - F-2009-50
The results of the City's year 2008 Municipal Performance Measurement Program are
identified in the attachment. Each measure reports as follows:
• the name of the measure
• the year in which the measure relates
• a description and definition of the measure
• how the measure was calculated
• the result of the measure
FINANCIAL IMPLICATIONS
Public presentation of the Provinces MPMP results is one of a series of requirements for
payment of the OMPF funding. The measures are not used as an evaluation tool for any
grant programs of the province and/or federal government, thus these have no financial
considerations.
CITY'S STRATEGIC COMMITMENT
Performance Measures are instruments that provide information for decision making and
while not explicitly identified in Council strategic commitments, measures do not provide
outcome results that speak to effectiveness of services. The provincially (mandated)
performance measures are limited inapplicability, but staff recognize the significant value
of establishing useful measures for each division. Staff will commit to developing internal
performance measures that compliment the Province's measures for use in the preparation
of the 2011 budget.
LIST OF ATTACHMENTS
2008 Municipal Performance Measures
Recommended by:
Approved by:
Respectfully submitted:
~a
Todd Harris n, Dri?re~,c ~ roof Financial Services
K. E. Burden, Executive Director, Corporate Services
Ken Tod ,Chief Administrative Officer
TH/Iw
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2008
Municipal
Performance
Measures
Prepared by: Finance Department
Date: November 16, 2009
NiagaraJ?atts 2008 Municipal Performance Measures
Table of Contents
1
2
3
4
Overview
City of Niagara Falls Statistics
Operation or Core Areas Being Measured
General Government
4.1 General Government-
s Protection
5.1 Fire Services-(LT)
6 Roadways
6.1 Paved (Hard Top) Roads - LT
6.2 Unpaved (Loose Top) Roadways - LT
6.3 Winter Control - LT
6.4 Adequacy of Roads - LT
6.5 Effective Snow and Ice Control far Winter Roads
7.1 Conventional Transit -Operating Costs - LT 8
7.2 Conventional Transit Ridership - LT 8
8 Wasterwater 9
8.1 Wastenvater Collection - LT 9
8.2 Wastenvater Main Backups - LT 9
9 Stormwater 10
9.1 Urban Storm Water Management- LT 10
9.2 Rural Storm Water Management-LT 10
10 Drinking Water 11
10.1 Distribution of Drinking Water-LT 11
10.2 Boil Water Advisory Issued - UT 11
10.3 Water Main Breaks-LT 12
11 Solid Waste 12
11.1 Solid Waste Diversion (Recycling)-Shared 12
12 Parks and Recreation 13
12.1 Parks - LT 13
12.2 Recreation Programs - LT 13
12.3 Recreation Facilities-LT 14
12.4 Subtotal: Recreation Programs & Recreation Facilities - LT 14
12.5 Subtotal: Parks, Recreation Programs and Facilities - LT 15
12.6 Participant Hours for Recreation Programs - LT 15
12.7 Hectares of Open Space - LT 16
12.8 Trails - LT 16
12.9 Indoor Recreation Facilities - LT 17
12.10 Outdoor Recreation Facility Space - LT 17
4
4
~'~`
Niagara,}?alts 2008 Municipal Performance Measures
13 Library Services 18
13.1 Library Services per Person - LT 18
13.2 Library Services per Use - LT 18
13.3 Library Uses per Person - LT 19
13.4 Electronic Library Usage - LT 19
13.5 Nan-electronic Library Usage - LT 20
14 Landuse Planning 20
14.1 Location of New Residential Development-Shared 20
14.2 Preservation of ggricultural Land in Reporting Year-Shared 21
14.3 Preservation of Agricultural Land Relative to base Year- Shared 21
14.4 Number of Hectares Re-designated during Reporting Year-Shared 22
14.5 Number of Hectares Re-designated since Jan. 1, 2000 -Shared 22
14.6 Size of Settlement Area 23
14.7 Change in Size of Settlement Area 23
~~
NiagaraJ?alts 2008 Municipal Performance Measures
1 Overview
The Municipal Performance Measurement Program (MPMP) is a program developed by the Ontario Ministry of
Affairs and Housing requiring Ontario Municipalities to measure and report to the Ministry and taxpayers annually
service delivery performance.
MPMP is intended to enhance discussion about municipal service delivery and may be used as a starting point to
investigate and identify best practice measures such as those identified by the Ontario Centre for Municipal Best
Practices (OCMBP). MPMP data may be used by municipalities in budget discussions because trend data provides
information on progress towards service objectives and information on how operating costs relate to service level
decisions.
MPMP indicates a municipality's performance in selected core service areas. Currently there are 54 pertormance
measurements in 12 core service areas. Since different levels of government are responsible for the delivery of
services, the level of govemment which delivers a service will be the body responsible for reporting. For example,
municipalities are responsible for reporting only the information relating to the local roads for which they are
responsible.
MPMP inGudes both efficiency and effectiveness pertormance objective. Efficiency measures provide information on
the cost of delivering services while effectiveness measures provide information on the performance relative to a
goal. Together these two measures provide a picture of what is spent in a core service area and what is achieved.
Local circumstances such as geography, micro-climate conditions, municipality type and population affect results and
need to be taken into consideration when comparing the date with other municipalities. Municipalities may compare
their results with other similar municipalities; however, results may also be affected by significant differences in
service delivery.
Core services selected for the progam must meet the following criteria:
• Reflect major expenditure areas for municipalities;
• Reflect areas of provincial-municipal interest;
• Reflect high interest and value to the public;
• Use data that is relatively easy to collect; and
• Falls under municipal responsibility.
MPMP will assist the City of Niagara Falls to provide better services to its citizens.
The four main benefits of a pertormance measurement are enhanced accountability, Innovation, improved performance
and cost effectiveness.
• Accountability- Performance measurement demonstrates accountability to taxpayers, how they are being
served and the value they are receiving for their tax dollars. Accountability is strengthened by setting targets
within each of the wre service areas.
• Improved Performance -Performance measurement identifies ways to provide efficient and effective services
to the citizens.
• Productivity and Creativity -Performance measurement can be used to stimulate staff creativity and
productivity.
• Improved Budget Process -Performance measurement can be used to assist municipalities in developing
their budgets. It can also be used as a monitoring tool to determine if expected service levels are being
achieved.
• Notes
1. Lower Tier Responsibility of Service = LT
2. Upper Tier Responsibility of Service = UT
3. Shared Responsibility of Service = Shared
4. One Megalitre = 1,000,0001itres
Page 1
Ntag 2008 Municipal Performance Measures
2 City of Niagara Falls Statistics
The measures in MPMP indicate a municipality's pertormance in selected core service areas. Over time and with
feedback from municipalities and others, the Province may add additional measures. Currently there are 54
performance measurements in 12 core service areas. As noted earlier the municipality will only include in its report
those services for which it is responsible. The core service areas for pertormance measurement include:
1. General Government
2. Fire Services
3. Police Services
4. Roadways
5. Transit
6. Wastewater
7. Storm Water
S. Drinking Water
9. Solid Waste Management
10. Parks and Recreation
11. Library Services
12. Land-Use Planning
Page 2
3 Operation or Core Areas Being Measured
Nfag 2008 Municipal Performance Measures
4 General Government
4.1 Generel Government- (LT)
Operating Costs for Governance and Corporate Management
Total Municipal Operating Costs
Effrciencv Measure -Operating Cosls for governance and wrporate management as a percentage of total municipal
operating costs.
Definition -Operating Costs for General Government support include expenditures for Counral, CAO and Executive
Directors.
Total Municipal Operating Costs include total rests for General Purposes, Wastewater, Libraries, Museums and Transit.
Obiective-Efficient municipal government.
Page 3
Niagar_` aJ~plls 2008 Municipal Performance Measures
5 Protection
5.1 Fire Service - (LT)
Operatino Costs for Fire Services
Total Property Assessmenf/1,000
Aerating Costs for Fire Services per
Definition -Operating Costs for Fire Services include administration, equipment, fire-fighting force, fre halls, fire
prevention and inspection.
Total Property Assessment means the total assessed value of taxable properties determined by the Municipal Property
Assessment Corporation (MPAC).
Objective-Efficient Fire Services.
Page 4
__~~
NiagaraJ{alIs 2008 Municipal Performance Measures
6 Roadways
6.1 Paved (Hard Top) Roads - LT
Ooeratinc Costs for Paved (hard tool Roads
Total Paved Lane Kilometers
Efficiency Measure -Operating Costs for paved (hard top) roads per lane kilometer.
Definition -Paved (hard top) roads are defined as roads with an asphalt surtace, concrete surtace, composite pavement,
Portland cement or surface treatment. A lane kilometer is a continuous land of road that conveys traffic in one direction.
Maintenance includes heavelhase/utility cut repair, cold mix patching, hot mix patching, shoulder maintenance, surtace
maintenance, surface sweeping and surface flushing.
Obiecfive-Efficient maintenance of paved roads.
Page 5
~~
NiagaraJ?pIIs 2008 Municipal Performance Measures
6.2 Unpaved (Loose Top) Roadways- LT
__ _.... Calculation _. __ 7 .....2007 __.~ 2008 l.I.
Ooeratinp Costs for Unpaved (loose tool Roads --829.484 .. 618.141 ~,
Total unpaved lane kilometers 34* 34
EfFciencv Measure -Operating Costs for unpaved (loose top) roads per lane kilometer
Definifion -Unpaved (loose top) roads are defined as roads with gravel, stone or other loose traveling surface. A lane
kilometer is a continuous lane of road that conveys traffic in one direction.
Objective- Effcient maintenance of unpaved roads.
6.3 Winter Control - LT
Operating Costs for winter maintenance per lane km
Total lane km maintained
EfYiciencv Measure -Operating Costs for Winter Maintenance of Roadways per lane kilometer maintained in winter.
Definition -Winter maintenance of roadways indude sanding, salting, snow plowing, and snow removal.
Objective -Efficient maintenance of roadways.
Page 6
Niagarafialts 2008 Municipal Performance Measures
6.4 Adequacy of Roads - LT
Calculation _.. ,`.,.'._"", -.-_..._.. Ji _--`2007.._-~ 2008_ ~[
Number of paved lane kilometers where the condition is rated as oood to very oood i ~~--~-~-
Total number of paved lane kilometers ~ 814 ~ 699
1 095 1 059
Etficiencv Measure -Percentage of Paved Lane Kilometers where the condition is rated Good to Very Good.
Definition -The Ministry recommends that municipalities use the Pavement Condition Index (PCq or the Roads
Inventory Management System (RIMS)
i Obiective- Provide a paved road system that has a pavement condition that meets municipal objectives. ,
6.5 Effective Snow and Ice Control for Winter Roads - LT
Number of winter events where the response met or exceeded locally determined ~: --- TT -- ; 11
municioal service levels for road maintenance
Total number of winter events ~', yy 11
EFFCiencv Measure- Percentage of Winter Events where the response met or exceeded locally determined municipal
service levels for road maintenance standards.
Defnifion -A winter response is a series of winter control activities performed in response to a winter event. A winter
event is a weather condition affecting roads such as snow fall, wind blown snow, sleet, freezing rain, frost, black ice.
Obiecfive-Provide an appropriate winter storm event response.
Page 7
_~~
NiagaraJ?alts 2008 Municipal Performance Measures
7 Transit
7.1 Conventional Transit -Operating Costs - LT
Ooeratino Costs for conventional transit g 778,167 6.633.179
Total number of regular service passenger trips on conventional 1,358,225 1,414,064
transit in service area
E(iciencv Measure- Conventional Transit operating costs per regular service passenger trips.
Definition -Operation and maintenance of local conventional transit per regular service passenger trips, defined as all
passenger trips where the fare system is applicable, incuding regular fare, reduced fare, free trips, passes and tickets.
Transfers are not counted as passenger trips.
Obiecfive -Efficient Conventional transit services.
7.2 Conventional Transit Ridership - LT
Total number of regular service passenger trips on 1.358.225
conventional transit in the service area 82 184
EiFciencv Measure -Number of Conventional Transit Passenger Trips per person in the service area.
Definition -Regular passenger trips are defined as all passenger trips where the fare system is applicable, including
regular fare, reduced fare, free trips, passes and tickets. Tmnsfers are not counted as passenger trips.
Objective-Maximum utilization of transit services.
Page 8
Niagarajwlls 2008 Municipal Performance Measures
8 Wastewater
8.1 Wastewater Collection - LT
Ooerating Costs for Wastewater Collection
Total km of Wastewater Mains
Efficiency Measure- Operating Costs for the collection of wastewater per kilometer of wastewater main.
Definition -Operating costs for wastewater collection include expenditures far repair and maintenance of collection,
pipes, catch basins, pumps and overflow outlets, inspection and monitoring, cleaning and flushing.
Objective- Effcient municipal wastewater collection.
8.2 Wastewater Main Backups - LT
Total number of backed uo wastewater mains
Kilometers of wastewater mains/100
Effectiveness Measure -Number of wastewater main backups per 100 kilometers of wastewater main in a year.
Definition -backed up wastewater main occurs when the inflows to the wastewater collection pipe exceed the pipe
capaaty, forcing the inflows to back-up/flood.
Objective- Municipal sewage management practices prevent environmental and human health hazards.
Page 9
~~
NfagaraJ~{Its 2008 Municipal Performance Measures
9 Stormwater
9.1 Urban Storm Water Management - LT
___-- Calculaticn - -_- - ~ -- 2007 ~~~ 2008
~- ~'
p Ooeratino Costs for Urban Storm Water Manaaement -402.589 148.721
Total km of Urban Drainage System plus (0.005 km times no. of catch basins) ~e~ ~; ,,,F Ii
Efficiency Measure -Operating Costs for urban storm water management (separate storm water system -collection
treatment, disposal) per kilometer of drainage system.
Definition -Operating costs for urban storm water management include expenditures for maintaining catch basins,
maintenance holes, monitoring and inspection, sewer cleaning, storm pump station and wetland maintenance.
Obiecfive -Efficient urban and rural storm water management.
9.2 Rural Storm Water Management - LT
Ooeratinc Costs for Rural Storm Water Manaoement
Total km of rural drainage system, plus (0.005 km time no. of catch basins)
__. _. _..
Effeciencv Measure- Operating costs for rural storm water management (separate storm system-collection, treatment &
disposal) per kilometer of drainage system.
Definition -Operating costs for rural storm water management include expenditures for administration, catch basins,
maintenance holes, culverts, ditching, vegetation maintenance and other rural storm water management expenditures.
Obfecfive-Efficient urban and rural storm water management.
Page 10
_~~
NiagaraJ?p11s 2008 Municipal Performance Measures
10 Drinking Water
10.1 Distribution of Drinking Water-LT
Ooera0na Costs for the Distribution of Drinking Water
Total km of water distribution pipe
Efficiency Measure- Operating Costs for the distribution of drinking water per total km of water distribution pipe.
Definition - Operating costs for the distribution of drinking water include repair and maintenance to water distribution
pipe, valves, pumps and meters, flushing mains, testing water facility.
Obiecfive -Efficient distribution vests of drinking water.
10.2 Boil Water Advisory Issued - UT
3 Calculation jE - 2007 -~ 2008
Summation of: number of boil water days times the number of connections affected ~ 0 0
Total connec8ons in the service area ~ 27,081 ~ 27,081
Effectiveness Measure -Weighted number of days a Boil Water Advisory issued by the Medical Officer of Health,
applicable to a municipal water supply was in effect.
Definition -Weighted number of days a boil water advisory is in effect for a municipal water supply weighted by the
number of connections affected.
Objective -Water is safe and meets local needs.
Page 11
Nfagara~?rrlts 2008 Municipal Performance Measures
10.3 Water Main Breaks - LT
Calculation I ---2007 -~~ 2008 ~'..
_ I _~
Number of water main breaks in a vear ~ -
Total km of water distdbution pipeN 00 4 35 4.41 I'..
Effecfiveness Measure- Number of water main breaks per 100 kilometers of water distributon pipe in a year
DefinlSon -Reports in water main breaks per 100 km of water distribution pipe.
Objective- Improve system reliability.
11 Solid Waste
11.1 Solid Waster Diversion (Recycling) -Shared
Calculation _ ~ 2007 _ _} 2008
_.
" Onera0na Costs for Solid Waste Diversion ~ ~`
Total Households ~ 141.307 174.388 €
6 33 871 33,871
Efficiency Measure- Opera0ng costs for solid waste diversion per household.
Definition -Results for this measure may be affected by rural and urban mix; scope of diversion program and materials
diverted; solid waste diversion rate, including level of public participation; pick-up services and frequency of pick-up.
Obfecfive -Efficient solid waste diversion services.
Page 12
Niag 2008 Municipal Performance Measures
12 Parks and Recreation
12.1 Parks - LT
Operating Costs for Parks
Total Population
Efficiency Measure-Operating costs for parks per person.
Definition -Operating costs for parks include expenditures for administration, Boards of Park Management, allotment
(community gardens), flower gardens and Floral displays, horticultural areas, natural areas, parks and parkettes,
playgrounds, public squares, sports fields, skateboard parks and outdoor skating rinks.
Obiective -Efficient operation of parks.
12.2 Recreation Programs - LT
Operating Costs for Recreation Procrams
Total Population
EKciencv Measure-Operating costs for recreation programs per person.
Definition -A recreation program involves some form of activity taking place in a municipality owned or leased facility or
area. Recreation programs include both registered programs and unregistered drop-in programs.
Objective -Efficient operation of recreation programs.
Page 13
NiagaraJ!a1/s 2008 Municipal Performance Measures
12.3 Recreation Facilities - LT
Ooeretina Costs for Recreation Facilities
Total Population
E~ciencv Measure - Opeating costs for recreation facilities per person.
Definition -Operating costs for recreation facilities include expenditures for administration, arenas, community centres
and halls, gymnasiums, flfness centres, lawn bowling greens, skating rinks (excluding outdoor natural rinks), stadiums,
swimminglwading pools, tennis courts, tourist camps and youth centres.
Obiecfive-Efficient operation of recreation facilities.
12.4 Subtotal: Recreation Programs & Recreation Facilities- LT
Calculation -- -- ~~ 2007-~ 2008 ~'
_. __ _ _ __ _. J _ J'
Ooeratino Casts for Recreation Proamms & Facilities ~ 4.844.973 4.759.551
Total Population 82,184 ~ ~ 82,184
Eficiencv Measure- Operating costs for recreation programs and recreation facilities per person (subtotal).
Definifion -This measure is based on the sum of expenditures for recreation programs and recreation facilities reported
and results are influenced by the number and type of parks and recreation facilities, the extent of recreation programming
and volunteer involvement.
ObiecSve-Efficient operation of parks, recreation programs and recreation facilities.
Page 14
_~~
NiagaraJ{gl~s 2008 Municipal Performance Measures
12.5 Subtotal: Parks, Recreation Programs and Facilities - LT
Calculation ~~ - ~ -2007 -(i 2008 ~`
-- --- -- --- _- ... _. .w...._._ _
Operating Costs for Parks. Recreation Programs & Facilities -~ ~E
9.164 215 8 703.100 [
Total Population 82,184 ~ 82,184 Ii
Efficiency Measure - Operating costs for recreation programs and recreation facilities per person (subtotal)
Definition -This measure is based on the sum of expenditures for recreation programs and recreation facilities reported
and results are influenced by the number and type of parks and recreation facilities, the extent of recreation programming
and volunteer involvement.
Obieciive-Efficient operation of parks, recreation programs and recreation facilities.
12.6 Participant Hours for Recreation Programs - LT
_ ) ~
Operating Costs for Total Participant Hours for Recreation Programs , _ 230.822 --- 396.635
Total Population/1,000 persons ~ 82,184 ~ 82,184
Effecfiveness Measure- Total participant hours for recreation progmms per 1,000 persons (registered, drop-in and
permitted progmms).
DeFnitlon -Results are influenced by a number of factors including whether a municipality has a system in place for
recording each type of programming, volunteer level and availability of facilities for programs, including reciprocal
agreements with sdiool boards.
Obiective-Recreation programs serve needs of residents.
Page 15
NiagaraJ~alts 2008 Municipal Performance Measures
12.7 Hectares of Open Space - LT
Total Hectares of open space lmunicioality owned)
Total Population11,000
Efficiency Measure -Hectares of Open Space per 1,000 persons (municipally owned).
Definition -This measure standardizes the number of hectares of open space by dividing hectares by total
populationl1,000. Results may be influenced by types of open space, such as parks, natural areas, managed forests, etc.
Objective -Open space is adequate for population.
12.8 Treils - LT
Total kilometers of trails (municipally owned & third party)
Total Populationl1,000
Eli`ectiveness Measure- Total kilometers of trails per 1,000 persons (owned by municipality and third parties).
Definition -Trails provide an important resource and opportunity for recreation, leisure and physical activity. The total
kilometers of trails Include the length of all trails that fall under municipal responsibility or control. Trails may support a
range of non-motorized and motorized recreational uses. Examples are walking/hiking, bicycling, ridinglequestrian, and
snowmabiling.
Objective-Trails provide recreation opportunities.
Page 16
Niagara){a17s 2008 Municipal Performance Measures
12.9 Indoor Recreation Facilities - LT
Scuare metres of indoor recreation facilities (municioally owned)
Total Popula0on/1,000
Effectiveness Measure- Square meters of indoor recreational facility space per 1,OD0 persons (municipally owned).
Definificn -Indoor recreation facilities include built or endorsed sVUdures used for the purposes of community recreation
and leisure.
Objective -Ensure recreation facility space is adequate for population.
12.10 Outdoor Recreation Facility Space - LT
Square metres of outdoor recreation facility space with controlled access and
82,184
Erfcfencv Measure -Square metres of outdoor recreation facility space per 1,000 persons.
Definition -Outdoor recreational facilities include city owned outdoor recreational facilities.
O6iecfive-Ensure recreation facility space is adequate for population.
Page 17
NiagaraJ?a11s 2008 Municipal Performance Measures
13 Library Services
13.1 Library Services per Person - LT
Ooemtino Costs for Library Services
Total Population
EfFciencv Measure- Operating costs for library services per person.
Definiffon -Operating costs for library services include expenditures for salaries, wages and employment benefits,
materials, contracted services, rents and financial expenses, interfunctional adjustments and allocation for program
support.
ObfecKve-Efficient Library Services
13.2 Library Services per Use - LT
Ooeratinp Costs for Library Services
Total Library Uses far Your Municipality
Efficiency Measure-Operating costs for Library Services per use.
', Definificn -This measure applies to a single-tier or lower-tier which is not a member of a union public library. Service
'.. delivery must involve a library board and the board has no service delivery contrail with other municipalities.
'. Total library uses includes total annual circulation, library materials use, electronic information use, reference and library
visits. -
', Obfecfive-Efficient Library Services.
Page 18
~~
NiagaraJ~l~s 2008 Municipal Performance Measures
13.3 Library Uses per Person - LT
_. _. _.)
Total Library Uses ~~ ~ 5.476.372
Total Population 82,184
Effectiveness Measure -Library Uses per person.
Definition -Library uses include annual circulation, program attendance, library materials in use, number of people using
computer workstations, number of time electronic databases are accessed by library users, number of standard reference
transactions, number of electronic reference transactions, number of visits to library made in person and number of
electronic visits to the library.
Objective-Increased use of library services.
73.4 Electronic Library Usage - LT
Electronic library uses a percentage of total library uses
Effecfiveness Measure -Electronic Library uses as a percentage of total library uses.
Definition -Electronic library uses are based on the Annual Survey of Public Librades conducted by the Ministry of
Culture. Electronic library uses include the number of people using computer workstations, the number of times electronic
databases are accessed by library users, the number of electronic reference transactions, and the number of electronic
visits to the library.
Objective -Increased use of library services.
Page 19
NiagaraJ!t{I~ 2008 Municipal Pertormance Measures
13.5 Nonelectronic Library Usage - LT
Non-electronic library uses as a percentage of total library uses
Effectiveness Measure-Non-electronic library uses as a percentage of total library uses
Definition -Non-electronic uses are based on the Annual Survey of Public Libraries conducted by the Ministry of Culture
Non-electronic library uses include annual circulation, program attendance, library materials in use, the number of
standard reference transactions and the number of visits to library made in person.
Objective -Increased use of library services.
Cafcufation -Since the measure is a percentage, the sum of electronic library uses and non-electronic library uses
cannot exceed 100%
14 Landuse Planning
14.1 Location of New Residential Development -Shared
Number of new lots, blocks, and/or units with final "'--"~----~- -~ _ -
aooroval which are located within settlement areas. 276 309
Total number of new lots, blocks and/or new units with final approval which are 282 309
Effectiveness Measure- Percentage of new lots, blocks, and/or units with final approval which are located within
settlement areas.
Objective -New lot creation is occurring in settlement areas.
Page 20
~'ag 2008 Municipal Pertormance Measures
14.2 Preservation of Agricultural Land in Reporting Year-Shared
Hectares of land designated for agricultural purposes in ------
he Official Plan as of December 31~' of the reoortina vear g 542 9 542
Hectares of land designated for agricultural purposes 9,542 9,542
Effectiveness Measure -Percentage of land designation for agricultural purposes which was not re-designated for other
uses during the reporting year.
Definition -Results for this measure may be influenced by changes to the Official Plan or adoption of a new Official Plan;
whether agricultural land is interpreted as land bearing any designation intended to preserve agdcultural land; demand for
new development; Geographic Information System (GIS) leads to changes in the number of hectares.
Obiecfive -Preservation of Agricultural Land.
14.3 Preservation of Agricultural Land Relative to Base Year-Shared
Hectares of land designated for agrialtural purposes in the "'
Official Plan as of December 31n of the reoortina vear g 542 9 542
Hectares of land designated fora ricultural purposes in the
.,~ ~.,~- - '--.. .~_~.~_. _----- 9542 9548
Effectiveness Measure- Percentage of land designated for agricultural purposes which was not re-designated for other
uses relative to the base year of 2000.
Definition -Results for this measure may be influenced by changes to the Offcial Plan or adoption of a new Official Plan;
whether agricultural land is interpreted as land bearing any designation intended to preserve agricultural land; demand for
new development; Geographic Information System (GIS) leads to changes in the number of hectares.
Obiecfive -Preservation of Agriwltural land.
Page 21
_~~
i•IiagaraJ?a11s 2008 Municipal Pertormance Measures
14.4 Number of Hectares Re-designated During Reporting Year-Shared
Effectiveness Measure - Number of hectares of land originally designated for agricultural purposes which was re-
designed for other uses during the reporting year.
Definffion -This measure provides the number of hectares that were re-designed during the reporting year and
supplements the measure -percentage of land designated for agricultural purposes which was not re-designated for
other uses during the reporting year.
Obiecfive -Preservation of agricultural Land.
14.5 Number of Hectares Redesignated since January 1, 2000 -Shared
, Calculation E 2007 ~~~~~ 2008 ~~!
Effectiveness Measure- Number of hectares of land originally designated for agricultural purposes which was re-
designated for other uses since January 1, 2000.
Definition -This measure provides the cumulative number of hectares that were re-designated since January 1, 2000
i and supplements the measure -percentage of land designated for agricultural purposes which was not redesignated for
other uses relative to the base year 2000.
Obiective-Preservation of ggricultural land.
Page 22
~~
NiagaraJ~dt~s 2008 Municipal Performance Measures
74.6 Size of Settlement Area
Calculation - I~ -2007 --~' 2008
--~- ----- ._ mr._... _ _ _....._...___ ` ---- ._ ....__ _,.
Hectares of land in the settlement area as of December 31, 2007 I - --- --, ~ -- ,
`: Effectiveness Measure- Hectares of land in the settlement area as of December 31°~ of the reporting year
Definition -
Obiectfve -
14.7 Change in Size of Settlement Area
Hectares of land in fhe settlement area as of December 31, 2007 less the number
of hectares of land in the settlement area as of January 1.2004
Effectiveness Measure -Hectares of land in the settlement area as of December 31" of the reporting year.
Definition -
Obiecfive-
Page 23
Niagara,FaIls
F-2009-58
November 30, 2009
REPORT TO: Councillor Victor Pietrangelo, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
SUBMITTED BY: Finance
SUBJECT: F-2009-58
Third Quarter Review Capital Budget Report
RECOMMENDATION
That this report be received for the information of City Council.
EXECUTIVE SUMMARY
The City's Finance department has initiated a series of reports to provide more information
on the Corporation's fiscal performance throughout the year. This report is new and
identifies the status of the capital projects included and approved in the 2009 Capital
Budget. Similar, the information is provided on new capital projects added to various
irifrastructure grant programs.
The information provided will form the foundation for the development of the 2010 Capital
Budget.
BACKGROUND
The City's Finance department has implemented new reports that identifies the status of
capital works projects approved in 2009 Capital Budget.
ANALYSIS/RATIONALE
The capital projects included in the 2009 Budget have been summarized in a series of
charts attached to this report. The summary sheets identify the project, the amount
spent up to September 30, 2009, the status and the expected completion date.
Additional information has been included as necessary from the expected department
head.
The individual status are listed on the summary sheets. Some projects, notably
Baldwin and Mulhern Watermain Replacement have been deferred and will be
reconsidered in the development of the 2010 budget. The funding allocated for these
projects have been held in reserve until such time that the 2010 budget and 2009 year
end are developed.
November 30, 2009 - 2 - F-2009-50
Projects such as Drummond Road Reconstruction have been initiated since the
approval of the 2009 Capital Budget due to the award of funding by senior levels of
government through the infrastructure projects. These projects have been identified in
the attached summaries.
Some projects notably the Garner Pumping Stations are completed and require final
funding. The funding option will be provided in a future report.
FINANCIAL IMPLICATIONS
Approved projects deferred will need to be evaluated in the development of the 2010
Capital Budget as funding has been identified forthese projects. If the project is not going
forward in 2010, these funding sources should be redeployed to projects of a higher
priority. This will be determined in the development of the 2010 Capital Budget
development.
LIST OF ATTACHMENTS
Third Quarter Review Summary -Fire
Third Quarter Review Summary -Municipal Works
Third Quarter Review Summary -Transportation
Third Quarter Review Summary -Parks, Recreation & Culture
Recommended by:
Approved by:
Respectfully submitted:
Todd
K. E. Burden, Executive Director, Corporate Services
of Financial Services
Ken Todd, Chief Administrative Officer
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Niagara,FaIls
FS-2009-10
November 30, 2009
REPORT TO: Councillor Victor Pietrangelo, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
SUBMITTED BY: Fire Services
SUBJECT: FS-2009-10
Fire Communications Dispatch Centre Renovations and
Infrastructure Requirements
RECOMMENDATION
1) That Council approve the expenditure of up to $500,000 for the replacement of the
Fire Communications Dispatch Centre and the infrastructure work required for the
implementation of the radio system.
2) That Council authorize the use of sole source proponents, if appropriate, in
accordance with present Corporate policy
2) That the Mayor and Clerk be authorized to execute all related agreements.
EXECUTIVE SUMMARY
Staff received authorization from Council on November 16, 2009 to replace the Niagara
Falls Fire Services radio system.
The scope of work required to support the implementation of the new radio system was
unknown until the recent completion and approval of the final design of the radio system.
The implementation of the new radio system requires the relocation and construction of a
new communications centre. In addition, a number of infrastructure upgrades and
improvements are needed as part of the transition to the new system.
The cost for the construction of the new communication centre has been estimated by
Raimondo and Associates Architects Inc. at $250,000. The cost of the infrastructure work
has been estimated by Lapp Hancock and Associates and Glentel at $250,000.00
BACKGROUND
Members of the radio sub-committee, Lapp Hancock and Associates, Glentel and
Raimondo and Associates Architects Inc. evaluated possible locations for the new
communications centre. All parties concurred with the selection of the location forthe new
communications centre at the Morrison Street fire hall.
November 30, 2009 - 2 - FS-2009-t0
The sites identified for the new radio communications system: Embassy Suites Hotel,
Cogeco Tower in Fonthill and the Morrison Street Fire Hall, all require alterations,
modifications and upgrades to ensure the sites are compatible and capable of supporting
the new radio system.
ANALYSISIRATIONALE
Communications Centre
The implementation of the new radio system requires relocating the current
communications centre. The location selected for the new communications centre will
allow the City to demonstrate due diligence in complying with the requirements set out for
public safety communication centres in the Ministry of Labour Section 21 Guidance Note
2-3 "Radio Communications", attached.
Infrastructure Requirements
The new radio system requires the use of three (3) primary sites for the transmitting and
receiving of radio signals. The three (3) sites require a number of infrastructure upgrades,
alterations and improvements to be completed priorto the implementation ofthe new radio
system. The work includes, but is not limited to: installing primary and back-up power
supplies; Industry Canada licensing of new sites; mounting transmit and receive antennas;
grounding cables; relocation of relevant cabling between the old communications centre
and the proposed new communications centre; and, construction of a climate control
shelter for equipment and tower inspections.
FINANCIAL IMPLICATIONS
This project was approved in the 2008 Capital Budget. The approved total expenditures
amount forthis project was $3,086,069. The cost ofthe agreement staff is recommending
that Council approve is within the budget allocated for this project. A summary of costs
incurred to date is shown below:
The amount approved and allocated for the project: $ 3,086,069
The proposed cost for the communications centre: $ 250,000
The proposed cost for the infrastructure requirements $ 250,000
The total costs incurred plus this contract: $ 2,744,338
Available funds:
$ 341,731
While the contract costs will be the largest component of the capital budget, a number of
future expenditures may be associated with the project. Staff believes that the available
funds of $341,731 for-the project will be adequate for these expenditures, which could
include, but are not limited to: additional system interconnections such as microwave links
and dedicated phone circuits; associated equipment like portable and mobile radios,
pagers, repeaters; back up location and, financing costs during implementation.
November 30, 2009 - 3 - FS-2009-10
The funding for this project will be fully derived from a debenture issue planned for 2010.
Niagara Falls Fire Services will be presenting future reports to Council for recommendation
to proceed with these additional projects related to the Radio System.
LIST OF ATTACHMENTS
Recommendation Report FS-2009-09 -Radio System
Ministry of Labour Section 21 Guidance Note "Radio Communications"
Map of Fire Station 1 /) n ,
Recommended by:
Respectfully submitted:
Lee Smith, Fire
Chief Administrative Officer
J. Jessop:tc
~7 Ontario Fire Service
V Ontario Section 21 Advisory
Committee
Ministry of Labour Ministere du Travail
FIRE FIGHTERS GUIDANCE NOTE #2-3 (16)
ISSUE: RAD10 COMMUNICATIONS
Firefighters should have a method of two way communication that provides contact with
the Officer in Charge and with firefighters located outside the hazard zone, without
removing the face piece of their self-contained breathing apparatus.
Coroner's Jury Recommendations into fatalities of firefighters emphasize the need for
effective communication devices and procedures as a critical component in emergency
operations. Communications devices and procedures should be used in conjunction
with entry control and incident command systems and common plain text language
should be used.
Desirable features when purchasing new communication devices should include:
• Compliance with the NFPA 1221-2002 Standard and APCO 16 and 25 Public
Safety System Standards.
• For radios that may be used in potentially flammable and explosive atmospheres,
compliance with CAN/CSA-C222 No. 157-92 or Factory Mutual Standards. The
Section 21 Committee encourages fire departments to conduct a risk analysis on
their need for intrinsically safe radios using the APCO Public Safety Standard.
• Multiple frequency operation to enable communication independent of normal
dispatch channels.
• Safeguards against accidental shut off.
• Durability (i.e. resistance from damage due to water, chemicals, temperature
extremes,-rough handling).
• Ease of operation (i.e. controls that may be operated with gloved hands).
• A reliable maintenance and repair program.
• Where possible, radios should be checked in local area with other emergency
services to prevent cross channelling at scenes (i.e. police, ambulance).
• Repeaters maybe of use in areas where portable radios will not reach desired
personnel (i.e. Dispatch, Incident Command or Firefighters away from their.
units).
&iio binmunications Page 1 of 2
Effective: 6gst 2002
Revised: January 2007
Ontario Fire Service
~ Ontario Section 21 Advisory
Committee
Ministry of Labour Ministere du Travail
• Hands free units may be of assistance in certain aspects of the fire fighting roles
that require both hands to operate equipment.
• Simplex Channels (talk around) should be a capability of the radio system.
Once a radio has been chosen for specific duties, the appropriate training in regard to
the capabilities of issued radios, is required.
i ratio i3mmunications Page 2 of 2
Effective: Agst 2002
Revised: January 2007
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The City of Niagara Falls, Ontario
Resolution
No.
Moved by
Seconded by
WHEREAS all meetings of Council are to be open to the public; and
WHEREAS the only fime 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 30, 2009, Niagara Fa11s Council will go
into a closed meeting to consider a matters that fall under the subject matter of 239(2)(a) of the
Municipal Act, 2001, security ofthe property ofthe municipality, and 239(2)(d), labour relations or
employee negotiations.
AND The Seal of the Corporation be hereto affixed.
DEAN IORFIDA R. T. (TED) SALCI
CITY CLERK MAYOR