2002/11/25COMMUNITY SERVICES COMMITTEE AGENDA
1)
b)
3)
a)
b)
c)
d)
e)
f)
g)
4)
THIRTEEN MEETING
Monday, November 25, 2002
From 4:30 p.m. to 6:00 p.m.
City Hall, Committee Room #2A & B
Approval of the 2002 11 18 Community Services Committee Minutes
DEPUTATION
MW-2002-158 -Brookfield Court Subdivision Storm Sewer
Cost Sharing Proposal Supplementary Information
R-2002-64 - Armoury
Brian Smylski
Correspondence:
Sherman Zavitz
Board of Museums
Niagara Falls Art Gallery
REPORTS
BBS-2002-I 8 - By-Law Enforcement
BBS-2002-15 - Property Standards Level of Services
MW-2002-152 - Removal of Cul de sacs
MW-2002-155 - McLeod Road Drainage - Private Property
MW-2002-157 - Request to Region to Implement
Set Fines on Regional Roads
R-2002-71 - Proposed Arena Feasibility Study
R-2002-72 - QEW/Mountain Road Municipal Welcome
Sign Irrigation Proposal
NEW BUSINESS
STAFF CONTACT
Ed Dujlovic
Adele Kon
Ed Dujlovic
Ed Dujlovic
Ed Dujlovic
Ed Dujlovic
Ed Dujlovic
Adele Kon
Adele Kon
5) ADJOURNMENT
MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING,
Monday, November 18, 2002, CITY HALL, ROOM 2 at 5:30 P.M.
PRESENT: Chairman Victor Pietrangelo, Mayor Wayne Thomson, Alderman Paisley
Janvary-Pool, Alderman Shirley Fisher, Alderman Selina Volpatti, Alderman Janice
Wing, Alderman Carolynn Ioannoni, Alderman Art Federow, Alderman Judy Orr,
Alderman Kim Craitor Alderman, Norm Puttick, Alderman Wayne Campbell,
Alderman Ken Feren
STAFF:
John MacDonald, Tony Ravenda, Adele Kon, Ed Dujlovic, Dean Iorfida,
Pat Burke, Ken Burden, Sue Forcier, Paul Pingue
ABSENT: Ray Kallio
PRESS: Corey Larocque, Niagara Falls Review
GUEST:
Residents of Clare Crescent, Rick Himes of Delcan, Jeremy Kramer of Falls
Management, Bill Miller representing Slo-Pitch National
1)
MINUTES
IT WAS MOVED BY ALDERMAN FERN, seconded by Mayor Thomson that the
minutes of the October 21, 2002, meeting be approved.
Motion: Carried
Action: Recommendation submitted to Council 2002 11 18
2)
DEPUTATION
R-2002-67 - Construction of Slo-Pitch Complex
IT WAS MOVED BY ALDERMAN VOLPATTI, seconded by Alderman Fisher
that the cost of ($530,000) to construct four "A" calibre ~lo-Pltch diamonds and a
parking lot in Chippawa Willoughby Community Park be referred to the 2003
Capital Construction Budget.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
Community Services Committee -2- November 18, 2002
b)
c)
d)
e)
Casino Niagara Exterior Sign Package
IT WAS MOVED BY ALDERMAN FEREN, seconded by Mayor Thomson that
the information be referred to staff.
Conflict:
Motion:
Action:
Alderman Orr
Carried
Recommendation submitted to Council 2002 11 18
MW-2002-139 - Dorchester Road Environmental Assessment - Update
After a brief presentation by Delcan, the Committee having several concerns that
were not addressed by the presentation made the following motion.
IT WAS MOVED BY MAYOR THOMSON, seconded by Alderman Campbell
that a third PIC be held with bike lanes on Dorchester Road to review impact
with residents.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
BBS-2002-14 - Tender for Demolition of Unsafe Building at 5972 Grey Avenue
IT WAS MOVED BY ALDERMAN FEREN, seconded by Alderman Volpatti that
the Director of Building and By-law Services be authorized to call for tenders for
the demolition of the unsafe dwelling at 5972 Grey Avenue.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
BBS-2002-16 - Embassy Suites Fallsview Boulevard Sign Variance
IT WAS MOVED BY ALDERMAN FEREN, seconded by Alderman Volpatti that
the variance to By-law 6661, as amended for three proposed wall signs be
approved.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
Community Services Committee -3- November 18, 2002
MW-2002-149 - Brookfield Court Subdivision Storm Sewer Cost Sharing
Proposal
Mr. John Clarke of 6255 Clare Crescent advised Committee that he was representing
himself as well as his neighbours. The residents of Clare Crescent do not understand why
the storm sewer cannot go down the Ontario Hydro property as originally planned? Mr.
Clarke also feels the developer should bear the cost of installing the storm sewers 100%
and the City should not be using the taxpayer's money to fund any portion of this
development. The last time anyone was flooded on Clare Crescent was 1972, it was
certainly not on the horizon for Clare Crescent to have the sewers decombined until this
development came in. That if the storm sewer is to come down Clare Crescent that the
road be fully restored and not just patched.
Alderman Feren questioned staff if the sewers will need to be decombined at some point
Ed Dujlovic advised Committee that the City is in the process on trying to replace all
combined sewers in the City. When an opportunity such as a new development comes
into the area, staff takes the opportunity to cost share, such as with the Weins Subdivision
to separate that area. The funding comes from the Expansion and Renewal Fund which
the City has gathered from developers over a number of years for this type of work.
There is an overall benefit to the residents in the area by reducing the amount of
extraneous flows going through the sewers and being treated at the Sewage Treatment
Plant. This is a good opportunity to get the work done, and that is why staff
recommended to cost share with the developer for the City's share of pipe that we are
installing, as this is something the City has done in the past.
Alderman Puttick advised Committee that the Expansion and Renewal Fund would better
serve other areas of the City currently experiencing flooding problems. Alderman Puttick
believes the developer should pay 100% of the cost incurred and use the Expansion and
Renewal Funds to help other areas of the City. Brookfield Court Subdivision was
presented at a Planning Meeting and it was never suggested that the storm sewers would
go down Clare Crescent. It was suggested that the storm sewers go down the Ontario
Hydro property.
Mayor Thomson moved for deferral until the November 25, 2002 meeting to ensure that
Committee and Residents are informed of all the issues involved and that the following
questions are answered.
Why it is impossible to go down the Ontario Hydro property?
What are the cost involved?
That the residents and Committee understand what staff is attempting to do.
Where the monies are coming from?
What we are going to accomplish here and is this out of the ordinary. This is part of our
policy to try and get rid of combined sewers and this is an opportunity that may not come
again.
Community Services Committee -4- November 18, 2002
g)
h)
i)
IT WAS MOVED BY MAYOR THOMSON, seconded by Alderman Fisher that
report MW-2002-149 be deferred until the November 25, 2002 meeting.
Opposed:
Motion:
Action:
Alderman Wing
Carried
Recommendation submitted to Council 2002 11 18
MW-2002-150 - Grey Avenue Traffic Review, Environmental Assessment
Review Consultant Engagement.
IT WAS MOVED BY MAYOR T THOMSON, seconded Alderman Feren that the
consulting firm SRM Associates be engaged to conduct the Environmental
Assessment review of the Grey Avenue traffic management problems in
accordance with their proposal dated November 6, 2002.
Opposed:
Motion:
Action:
Alderman Wing
Alderman Vopatti
Carried
Recommendation submitted to Council 2002 11 18
lVIW-2002-153 - Beaver Valley Subdivision Phase 2, Clearance of Draft Plan #7,
Cost Sharing Green Avenue Extension.
IT WAS MOVED BY ALDERMAN FEREN, seconded Alderman Volpatti that the
developer of the Beaver Valley Subdivision - Phase 2 be required to modify the
entrance at the intersection of Beaver Valley Way and Beaverdams Road to
accommodate traffic coming from the undeveloped lands to the west instead of
having to construct a new roadway across the CN Rail line and extending Green
Avenue.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
R-2002-68 - Chippawa Outdoor Swimming Pool
IT WAS MOVED BY ALDERMAN FEREN, seconded Alderman Volpatti that the
additional cost to construct the swimming pool be referred to the 2003 Capital
Construction Budget.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
Community Services Committee -§- November 18, 2002
J)
R-2002-69 - Request for a Fence Encroachment Andrew & Mary Morgan - 6397
Jupiter Boulevard
That Council approve the entering into an encroachment agreement with
Andrew and Mary Morgan to allow the extension of a fence along Haulage Road
Trail.
Motion:
Action:
Carried
Recommendation submitted to Council 2002 11 18
3) NEW BUSINESS
4) ADJOURNMENT
MEETING WAS ADJOURNED, MOVED BY Alderman Federow, seconded by
Alderman Campbell at 6:50 p.m.
Niagara Falls
Community Services Department
Municipal Works
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city.niagarafalls.on.ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 356-2354
edujlovi@city.niagarafalls.on.ca
MW-2002-158
Ed Dujlovic
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re:
MW-2002-158 - Brookfield Court Subdivision
Storm Sewer Cost Sharing Proposal
Supplementary Information
RECOMMENDATION:
That the City of Niagara Falls adopt the recommendation outlined in report MW-2002-149
conditional upon:
a) that the City's portion of the cost be funded from the current Expansion and Renewal Fund
b) that the project includes the full restoration of the roadway
BACKGROUND:
On November 18, 2002, the Community Services Committee deferred a decision regarding report
MW-2002-149 so that additional information and explanation of the alternatives could be provided.
In particular, the Committee sought additional details on the following:
Why is it impossible to go down the Hydro Corridor?
The original drainage outlet contemplated during the planning process was to construct a storm
sewer that served the proposed 13 lots which would outlet through the proposed walkway between
lot four and five to an existing drainage swale that ran parallel to the Hydro Canal. This swale
eventually drains into a large diameter collector sewer that outlets directly into the Hydro Canal.
The developer's consultants prepared engineering designs showing how this alignment would work
and sought the feedback of Ontario Power Generating (OPG) regarding any conditions of approval.
OPG responded with the following conditions:
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November 25, 2002 - 2 - MW-2002-158
i)
Outlet into the swale was not permitted and the developer would be required to construct a
piped storm sewer down to the outlet (approximately 310 meters)
ii)
The City of Niagara Falls would be responsible for routine inspection, repair, replacement
and maintenance of this pipe and assume responsibility for any erosion damage caused by
this proposal.
iii)
Work in this area would be restricted and fully inspected by OPG and the fencing secured
during construction.
iv)
An easement would be required in favour of the City of Niagara Falls to cover future
maintenance rights and access to the storm sewer. The easement documents which would
be borne by the developer would include the costs of:
an appraisal of the land
market value payment to OPG for this encumbrance
survey costs for the Reference Plan; and
administrative costs
Each of these conditions can be achieved by the developer however, staff is concerned about the
obligations for the ongoing maintenance and liability imposed by OPG that will be transferred to the
City of Niagara Falls once the project is completed and assumed. Staff suggested to the developer
that they examine other alternatives that would provide a more mutually beneficial solution and not
expose the City to any unnecessary liability.
The developer's consultant investigated a number of options with staff but concluded that the best
solution involved the construction of a proper storm sewer from the entrance of the subdivision along
Clare Crescent to the existing outlet sewer at Coach Drive. Presently there are no storm sewers in this
area and surface drainage is collected into the combined sewer (sanitary sewage and storm water).
~Fhat are the costs involved?
The estimated costs of construction and engineering for the 338 meter of storm sewer on Clare
Crescent is $88,000 including full road restoration. The estimated cost of construction and
engineering for the 310 meters of storm sewer along the Hydro Canal is approximately $50,000
however, the appraisal, easement and administration costs would bring the total cost close to $55,000.
If the storm sewer were to be constructed on Clare Crescent, it would be consistent with past practice
and cost effective to disconnect the existing catch basins which currently discharge into the combined
sewer. These catch basins on Clare Crescent collect surface drainage from the roofs and front yards
of the abutting homes which was permitted at the time this subdivision was developed, but is not
permitted today. As you know, the inflow and infiltration of storm water and groundwater into the
sewer system results in reduced capacity and increased sewage treatment costs. The Ministry of the
Environment has continually pressured the City of Niagara Falls to reduce its combined sewer
overflows (CSO's) and encouraged sewer separation projects wherever possible.
November 25, 2002
- 3 - MW-2002-158
The drainage areas served by this storm sewer project include the area of the new subdivision and the
areas of the homes on Clare Crescent. These areas coincidentally are the same (1.70 ha). Given the
mutual benefit gained by this storm sewer proposal the developer has proposed the sharing of costs
using the Benefitting Area Formula.
There are alternative methods that have been used by the City to calculate similar cost sharing
arrangements in the past.
Benefitting Area Formula - this method calculates the share on the basis of the benefitting
drainage area served. In this case both drainage areas are approximately 1.70 ha which means
the costs would be split equally or $44,000 each.
b)
Opportunity Cost Formula - this method recognizes the cost of the next best alternative and
allocates the share on the basis of what the developer would otherwise have to pay. In this
case, the developer would have otherwise had to pay $55,000 which, when applied to the
preferred solution represents 63% of the total $88,000 cost.
c)
Contributing Area Formula - this method calculates the share on the basis of the flows
entering each pipe which increases incrementally as you move downstream toward the outlet.
Using this method, the calculation is closer to a 75% - 25% split which makes the developer
share approximately $66,000.
How would the City's share be financed?
Discussion on this matter was omitted in the original report however the City has three options,
a)
b)
c)
Property tax-based revenues (2003 Capital Budget)
Flooding relief account (2003 Sanitary Sewer Budget)
Expansion and Renewal Fund (current)
Of the three options, option C, has the least amount of impact on the 2003 Budget and uses funds that
have been collected from developers prior to the new Development Charges Act, that have not been
earmarked, for specific projects but have been used in the past to finance projects of this nature.
In fact, in the case of a similar infilling development, the Wiens Subdivision, the City contributed
approximately $214,566 toward the extension of storm sewers which will facilitate future separation
efforts in the area without having to disturb the newly constructed roadways. In short, Municipal
Works have supported this proposal because it provides the City with an effective solution that will
avoid the duplication of sewers, allow the separation of sewers to occur sooner in this area, and
achieve this result at a much reduced cost.
Staff has offered to meet with those residents who expressed concerns at the last meeting. However,
they have respectfully declined. A sketch of the original and proposed storm sewers is attached for
your reference.
November 25, 2002 - 4 - MW-2002-158
Prepared by:
Manager of Development
Ed Dujlovic, P.Eng.
Director of Municipal Works
Attach.
Respectfully submitted:
John MacDonald
Chief Administrative Officer
The Cily of
Niagara FallsI
Canada
Community Services Department
Municipal Works
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city.niagarafalls.on.ca
MW-2002-149
Ed Dujlovic
Director
Tel.:
Fax:
E-maih
(905) 356-7521
(905) 356-2354
edujlovi~.citv n a.qarafalls.on.
November 18, 2002
Alderman VictOr Pietrangelo, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members: Re:
MW-2002'149
Brookfield Court Subdivision
Storm Sewer Cost Sharing Proposal
RECOMMENDATION:
That the City of Niagara Falls enter into a cost sharing agreement with the developer of the
Brookfield Court Subdivision for the construction of a new storm sewer that will serve as the
outlet for this project and allow the City to separate storm drainage from the existing combined
sewer located on Clare Crescent.
BACKGROUND:
Municipal Works staff, in their technical review of the engineering for the Brookfield Court Plan of
Subdivision, has examined a number of alternatives to provide a storm outlet to the new
development and have recently been requested to consider an option that would involve a cost
sharing solution with the developer.
The Bmokfield Court project is located on 1.712 hectares (4.23 acres) site situated on the north side
of Clare Crescent, between Brookfield Avenue and the Hydro Canal. The 13-lot subdivision received
Draft Plan approval earlier this Spring subject to satisfying a number of conditions. The issue of
securing a suitable storm drainage outlet has been problematic despite its proximity to the adjacent
Hydro Canal. Efforts by the developers' consultants to negotiate easement and access rights through
the Hydro property could not be achieved in a timely or cost-effective manner. In addition, the
conditions and responsibilities imposed by O.P.G would be transferred to the City once the outlet
subdivision was completed and assumed.
Municipal Works staff is now reviewing an alternative that would require the construction of
approximately 338 m of storm sewers that would collect the flows from the new development and
convey them southerly along Clare Crescent into the existing storm sewer outlet at Coach Drive
Most of Clare Crescent is not currently serviced with an adequate storm sewer and surface drainage
from the roadway and front yards are directed into the combined sewer. By extending the new storm
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l onsulung Inc.
1372761 Ontario Inc.
7111 Loring Crescent
Niagara Falls, ON
L2J 3S8
(905) 356°0215
E Mail: siorfidal{~ogeco.ca
November 12, 2002
Geoff Holman
Manager of Development
4310 Queen Street
Niagara Falls, Ontario
L2E 6X5
Re: Storm Sewer on Clare Cres.
Cost Sharing between the City and
Brookfield Court Subdivision
Further to our discussions of November 11, 2002 please accept this letter as our
agreement on the following items:
1)The Storm sewer outlet for the Brookfield Crt. Subdivision will be the existing 48"
diam. storm sewer at Coach drive.
2)The city and the developer will share equally in the construction costs of the new
storm sewer on Clare Cms. from the new street coming from the subdivision (Cuviello
Court) to Coach Drive.(est. size- 450 mm diam)
3) The developer will include in the drainage area of the subdivision storm sewer the rear
yards of the homes on Brookfield Ave. and approx. 1 acre area to the north of the
subdivision.
4)The City and the developer will share equally in the engineering fees for the storm
sewer on Clare Cres.
5)The Engineering Design will be carded out by V&S Engineering Group.
6) The city will pay 100% of the cost to re-connect the existing catchbasins into the new
storm sewer
Attached is a cost estimate of the new storm sewer. Thank you for your help in this matter.
Yours truly
S~da for Joe Cuviello
Community ~rvic.~ Department
Parks, Recreation & Culture
~P.O. Box 1023
~Niagara Falls, ON L2E 6X5
web site: www. city.niagamfalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-7404
E-mail: akon~icity, niagarafalls, on.ca
R-Z00Z-64
Adele Kon
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
arid Mouthers of the CommtlRity Services Committee
City of Niagara Falls, Oatario
Members:
Re: R-2002-64 - Armoury
REOOIIIIIIENDATION:
· ' ~ ' ' . ]_)'IRAq' ~ c'rTY PURCBASE ~ ARHOURY FOR $2.00;
2)1]~h~T Tm~ ROOF REPAIRS AT A COST OF $90,000 BE REFERRED
· 0 ~ ~2003
BACKGROUND: ])TRAT A (~[~]:~'I'ER BF~ m~:D TJq¥OL~ YAR.[OUS
At the Suly 15, 2002, Committee of the Whole Meeting, Council was provided with a copy of the
Bus,ess Plan for the Armoury. The Plan was prepared by David Schram & Associates in
association with C.N. Watson & Associates Ltd. The prime purpose of the Business Plan was to
address potential uses of the building and their associated costs in order to assist Council in making
an informed decision as to how the City should proceed with the acquisition and reuse of the
Summary of Business Phn
The Plan recommended that the Annoury be converted to an Arts Centre to include:
1. a new home for the Niagara District Art Collection and the Niagara Fails Art Gallery;
2. an art gallery space to house the Afnflchteh Art Collection; and
3. a military museum.
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November 25, 2002 - 2 - R-2002-64
A capital cost estimate for the above uses was provided:
Environmental Clean-up
Building Code Upgrades
Tenant Ready Functional Renovations
Exterior Repairs
Total:
$ 272,000
150,000
735,000
643,900
$1,800,900
Due to the significant costs required to renovate the Armoury, the Business Plan stated that "the net
real estate value is effectively nil and its value relates more to the historical importance of the
property."
The Plan also outlined the estimated annual operating costs for the building. If it is to be an Arts
Centre and provide space for several organizations (house the Afrukhteh Art Collection, the Niagara
Falls Art Gallery and the Military Museum) it is estimated that the City would incur an annual
operating cost of approximately $90,000. This cost takes into consideration the fact that the
Niagara Falls Art Gallery would provide some of its existing staff to operate the Armoury. The
Business Plan also states, that in comparison with other Ontario municipalities, "this level of support
is consistent with that provided to support and sustain the arts' community." It was also the opinion
of the Consultants that the Niagara Falls Art Gallery has the staff and the expertise to provide this
service to the City.
If the City was to use the building primarily to house the Afrukhteh Art Collection, the estimated
cost would increase at least four times to approximately $320,000 on an annual basis. The
increased cost of this primarily single use is the additional staff that would be required to operate and
oversee the operation of the building.
Following discussion of the Business Plan, Council directed staff:
to obtain an independent engineering report that would indicate how many years the
building could stay in a 'mothed-balled' condition before damage was sustained to the
structure;
· to meet with the potential groups listed in the Business Plan in order to reach some kind
of compromise to share the building; and
· to pursue Terms of Reference for a feasibility study which will be required for potential
grants.
Summary of Engineering Report
According to the Engineering Report prepared by Trow Consulting Engineers Ltd., the building
could sit in its current state for many years as long as a new roof ($90,000) was installed and
minimal heat was maintained within the facility during the winter months. A copy of the Executive
Summary is attached. The report also indicates that the total capital cost to renovate the facility
would be $1,823,000. This does not include the cost required to furnish, equipment and prepare the
November 25, 2002 - 3 - R-2002-64
interior for its ultimate use. The Capital cost estimate is higher than that shown in the Business Plan.
Outcome of Meeting with Groups
Staff provided the four groups listed in the Business Plan with copies of the Plan and also held
meetings with representatives of the respective organizations in order to try to achieve a level of
compromise in the use of the building.
The Niagara Falls Art Gallery indicated that they were more than willing to: share the building;
manage the facility; assume responsibility for the Dr. Afrukhteh art collection on behalf of the City
and provide assistance to the Military Museum. Brian Smylski, Director Curator, Niagara Falls Art
Gallery has requested to appear before Council to speak on this matter.
Dr. Afrukhteh does not wish to establish a partnership with the Niagara Falls Art Gallery. His
preference would be to establish a separate Board to govern his collection and the facility. If the City
agrees with his request, he will provide additional donations (Persian Art Collection, Children Art
Collect and his Chinese Art Collection) over time, as indicated in his attached letter. The doctor has
also indicated that he would agree to a small space being provided for the Military Museum group.
The representatives of the Military Museum indicated that they would minimally require the entire
first floor and part of the basement for storage. Their feeling is that the second floor could be used
for office space and/or an art gallery. However, their preference would be to have the entire
building. They have also strongly expressed their opinion that the Armoury is a Military building
and should remain as such. This group is not incorporated and currently does not have any funds.
They believe that as a Military Museum, they would qualify for various government grants. The
representatives have also indicated that they could use the building as is and would also be willing
to manage the entire facility. In addition, they also informed staff that they would have no problem
filling the entire first floor with Military displays. Staff has requested a listing of the artifacts that
the group currently owns. However, to date the listing has not been received.
Cultural Spaces Canada
Staff has previously informed Council that the Armoury met the criteria for a grant through the
Federal Culture Spaces Program. However, since the writing of the last Council report, staff was
advised that due to popularity of the grant program, all funding has been fully committed. At this
time, it is uncertain if any additional funds will be provided for this heritage program.
Options Available for Council's Consideration
As outlined in previous reports, Council may wish to consider the following options:
Return the unsigned Offer to Purchase the Armoury to the Government of Canada and
indicate that the City is no longer interested in acquiring the building. The building would
then be placed on the real estate market for sale.
Sign the Offer to Purchase the Armoury, and in 2003 install a new roof at a cost of $90,000
keep the building in a 'moth-balled' state until funds are available for restoration/renovation.
November 25, 2002 - 4 - R-2002-64
Decide to Use the building as a City Arts Centre as recommended in the Business Plan and
proceed with the preparation of Terms of Reference for a Feasibility Study at an approximate
cost of $50,000.
Renovate the building for a City Arts Centre, as outlined in the Engineering Report at a cost
in the first year of $1,211,000. The total cost spread over five years would be $1,823,000,
exclusive of equipment/furnishings and interior renovations for specific tenant use. The
annual operating cost is estimated at $90,000.
Decide to use the building primarily for Dr. Afmkhteh's collection with a small space for the
Military Museum. In addition to the capital costs ($1,823,000), funds would also be required
for tenant readiness and furnishings/equipment, and approximately $320,000 operating costs
would be required thereafter on an annual basis.
Note: Options 1, 2,3 & 4 would jeopardize Dr. Afmkhteh's donation(s).
~Recommended by: /~
Director of Parks, Recreation & Culture
Respectfully submitted:
dministrative Officer
AK/das
Attachments
S:\Council\Counci12002~R-2002-64 Annoury.wpd
ANFAGAM
AFRUKHTEH NIAGARA FINE ART GALLERY AND MUSEUM
C/O 103 - 6453 MORRISON STRET
NIAGARA FALLS, ONTARIO L2E 7HI
TEL: 905-356-4555
FAX: 905-356-1758
Ivl~. A. KON
D~E~ OF PARKS, RECREATION, AND CULTURE
~ CITY OF NIAGARA FA~J~S
7~65 LUNDYS LANE
NIAGAA FLLA, ON
L2H
AUGUST 1 STI',22002
DEAR MRS. KON:
RE: ANFAGAM DONATION
'rKANK YOU VERY MUCH FOR SUtI~YING ME WITH "BUSINSESS PLAN FOR THE
REUSE OF vIUrORIA STRRi~ ARMOURY CITY OF NIAGARA FA!.I.S" AND THE
OPPOR'IIJNITY TO DISCUSS THE PROPOSALS WITH YOU.
IN THE NAME OF NFAGAM I UNDERTAKE AND PROPOSE THE FOLLOI~GS SUBJECr
TO ADDITION, DEDUCTION, DELETION AND NECEESSARY CHANGES UNTIL IT IS
P']NA!.{~:{I) BY THE LAWYERS OF THE CITY OF THE NIAGAR FAI .t.S, ONTARIO, AND
TIlE LAWYER REPRESENTING THE ANFAGAM.
PHASE 1:
1. I DONATE 400 PAINTINGS WHICH ARE ALREADY CATALOGUED.
2. THE CITY WllJ. Ag,SIGN THE AROURY BUll.DING TO THE ANFAGAM.
3. THE PAINTINGS AND THE BUILDING BECOMES THE PROPERTY OF THE CiTY OF
NIAGARA FA~-I-S, ONTARIO.
4. THE CITY WILL RESTORE THE BUILDING FOR A WORLD -RECOGNIZABLE ART
CENTRE UNDER THE TI'll.,E OF A.N.F.A.G.A.M.
IT IS ~ AND IT I~ DESIRABt.R THE BUll.DING RESTORATION BE FINISHED
BY THE END OF THE YEAR 2004, AND THE FIRST EXIBITION BE SCHEDUI.RD FOR
JUNE 2O05.
PHASE H:
An'rEP. PHASE ONE IS COlVIPLETED I SHALL DONATE ~ PERSIAN ART COLLECTION
I'NCLUDnq'G HAND WRITTEN MAN-tJ'SC~S AND ART-MUSEUM CAR.PETS TO THE
ESTABLISHED MUSEUM.
PHASE III
IF THE SI~ACE PERMITS I SHALL DONATE THE CHILDREN ART COLLECTION INCLUDING
PAINTINGS, STATUES, AND HAND WOOD CARVED WONDERLAND, CARVED BY THE
NIAGARA-ON-THE-LAKE ARTIST.
PHASE IV:
~I~ACE PlJRlVlITI2N(3 I SHALL DONATE MY EXTENSIVE CHINESE ART COLLECTION AND
THE ARTIFACTS.
COMMENTS:
A T~41PIg)I~Y ~ TO BE ESTABLISHED COMPOSED OF MI~ W. THOMSON,
THE MAYOR, DIRCTOR OF PARKS AND RECREATIION & CULTURE, MRS. A. KON, AND
J~IIS COMMITTEE WILL BE RESOLVED JUST AFTER THE FIRST EXHIBmON.
AS THE TIME OF THE MAYOR, ~ W. THOMSON IS MOSTLY OCCUPIED A DELEGATE
I~I~[~*~TINC} MR. TIiOMSON WILL BE HONOURED.
THE ABOVE COMM]TI~ WILL APPROVE OR DISAPPROVE THE BUDGETS, IN GENERAL.
THIS ~ WILL CHOSE THE NAME OF ONE OF THE THI~F~ WELL REFERENCED
T~S COMMrrrEE WmL A~ROV~ ~ SALARY F T~E CUP~TOR~
~ SH~LL SUPERVISE AND RECOMMEND TO THE COMMrrTEE THE MERrr OF THE WORKS
DONE AT THE MUSEU~
VERY SINCERELY YOURS,
September 25, 2002
City of Niagara Falls
7565 Lundy's Lane
Niagara Falls, ON
L2Y 1G9
Travaux publics et
.. d'e..xperts - conseils en irnmobilief
R~ion de I'Ontario
4900, rue Yonge
Toronto (Ontario)
M2N 6.6,6 Your File
Attention: Adele Kon
Director of Parks, Recreation & Culture
Dear Ms. Kon:
Re= NIAGARA FALLS ARMOURY - 5049 VICTORIA AVENUE - NIAGARA FALLS
ONTARIO ·
Please find enclosed an Offer to Purchase in quadruplicate for the
purchase of the Niagara Falls Armoury by the City from Her Majesty
the Queen in right of Canada. Would you have the document signed
by the appropriate City official,return 3 copies to this office
retaining a copy for your files.
In the meantime should you have any questions regard the purchase
do not hesitate to give men a call.
Trusting this meets your approval.
Y~'~ truly
Brian Atkinson
Senior Real Estate Advisor
Real Property Consulting Group
Public Works and Government Services Canada
Canadg
OFFER TO PURCHASE
Public Works and Government
Services, Canada
File No. 9075-N018/16
I/We THE CORPORATION OF THE CITY OF NIAGARA FALLS. (hereinafter referred to as the
"Purchaser"), hereby offer~ to purchase the property located at 5049 VICTORIA AVENUE. NIAGARA
FALLS. ONTARIO. CANADA and more particularly described in Schedule "A" attached hereto (hereinafter
referred to asthe "Propet~y") from Her Majesty the Queen in Right of Canada as represented by the Minister
of Public Works and Government Services (hereinafter referred to as ~Her Majesty"), for the price of
- TWO - Canadian Dollars ($2.00) and encloses its certified cheque or money order payable to the
Receiver General for Canada in the amount of TWO Canadian Dollars ($ 2.00 ), to he deposited upon
acceptance of this Offer without payment of interest and to be held as a deposit pending completion of the
purchase or other termination of this Offer as may be specified herein and the balance of the purchase price
to be paid by certified cheque payable to the Receiver General for Canada on closing. Upon completion of
the purchase, the said deposit shall be applied to the purchase price. The purchase price stated herein is
exclusive of ~my goods and services tax (GST) payable by the Purchaser pursuant to the Excise Tax Act. The
Purchaser hereby agrees to pay Her Majesty or otherwise as required by law, any such GST and, in the case
where the Purchaser is required by law to remit the GST directly to the Department of National Revenue, to
provide Her Majesty with evidence of the Purchaser's registration pursuant to said Act and evidence of such
payment.
A)
This Offer to Purchase (hereinafter referred to as the "Offer") is made upon the following terms and
coMiaous, tamely:
This Offer shall remain irrevocable by the Purchaser and open for acceptance by Her Majesty
for thirty (30) business days following the date of this Offer.
(2) Her Majesty may, in Her discretion, accept this Offer.
(3)
Acceptance of this Offer, and notices required under the Agreement constituted by such
acceptance, shall he in writing and shall he given by delivering same or mailing same by
prepaid registered mail to the Purchaser at Clerk~ Office, City of Niagara Falls. City Hall.
4310 O~_~,~en Street. Niagara Falls. Ontario L2E 6X5 and if delivered or sent by facsimile,
shall be respectively deemed to have been received by the Purchaser at the time of delivery
or facsimile and, if mailed, shall he deemed to have been received by the Purchaser on the
fourth (4th.) day after the posting thereof.
The Purchaser hereby declares that it has inspected the Property or caused it to be inspected
on its behalf and has entered into this Agreement in reliance on such inspection and not in
reliance on any representation, whether oral, written or implied, by whomsoever made. The
Purchaser agrees to accept possession of the Property in its condition existing at the time this
Offer is made. This Agreement contains the entire understanding between the parties and
there is no warranty, collateral agreement, condition or representation affecting the Property
or this Agreement.
(~)
The Purchaser agrees to accept Her Majesty's title to the Property (mines and minerals
excepted) provided that the ti, fie is good and free from all encumbrances, except as to any
municipal By-Laws, registered or unregistered rights-of-way and/or easements, registered
restrictions or covenants that run with the land, and subject to any restrictions and
reservations in the original grant from the Crown. The Purchaser is not to call for the
production of any title instrument, abstract, survey or other evidence of title except such as
are in the ready possession of Her Majesty.
(6) The Purchaser acknowledges and agrees that:
(a)
the Canadian Environmental Assessment Act (hereinafter referred to as "CEAA')
requires Her Majesty to ensure that an environmental assesgment is conducted for any
sale of Her MajeSty's real property if a Purchaser's proposed use of property
involves one or more projects, as defined by CEAA;
(h)
this Offer shall not be accepted until the environmental assessment has been
completed and Her Majesty has determined that the prbject proposed by the
Purchaser of the Property is not likely to cause significant adverse environmental
effects; and ...2
(7)
(8)
(9)
(c)
in conducting the environmental assessment, Her Majesty is relying upon the truth
aaa accuracy of each representation and wa~anty of the Purchaser contained in
Schedule "B~ attached hereto.
The Purchaser covenants and agrees to provide Her Majesty, within five days from the date
of this Offer, with such additional information, plans, maps and documents that Her Majesty
may reasonably require to enable the environmental assessment to be conducted.
The Purchaser acknowledges, represents and warrants to Her Majesty that each representation
and warranty contained in Schedule "B~ attached hereto is true as of the date of this Offer and
shall continue to be true on the Closing Date. The Purchaser further acknowledges that Her
Majesty is relying upon the truth and accuracy of the information provided herein and that
each representation and' warranty provided, that the information, representations and
warranties contained in and made in accordance with the Offer to Purchase are true and that
the information of such representations and warranties shall continue to be valid and true up
to and including the Closing Date herein.
The Purchaser acknowledges that Her Majesty has advised that the Property is recognized as
being of Architectural and Historical significance and the Purchaser agrees as follows:
(a)
to conserve, protect and maintain the heritage features and characteristics of the
Property (as del'reed hereunder) at all times and to ensure that the building is kept in
as good a state of repair as a prudent owner would keep it;
not to alter, remove or change the hereinafter defmed heritage features and
characteristics of the building in any manner; and
(c) not to demolish any part of the building.
Heritage Features and Characteristics:
The following features and characteristics are directly associated with or contribute to the
heritage significance of the building and shall be protected and maintained.
The intent of the design of this building is to evoke a midieval appearance but with a much
more simplified version. The use of materials and design elements are downplayed when
compared to other armouries of an earlier period. This use of materials and design elements
in combination contribute to thc heritage character of the building. They include the
following:
- The slight projecting comer towers and turreqs. There is a variation in design between three
of the corner towers and the fourth. This variation should be respected and there should be
no attempt in the furore to have all four corners identical in appearance.
- The use of materials in a simple or practical fashion, which reflects the functional aspect of
the building:
- rough-faced stone at the basement level.
- pressed brick walls.
- stone courses and horizontal stone banding.
- the crenellated parapet with stone detail.
- brick corbelling at the upper levels.~
- stone detailing on sills, lintels, coping.
- Original detailing such as the wide troop door with gothic arch set within a pedimented
frame surround and, the pilasters which add relief to the fiat appearance of the brick facades.
- The fenestration pattern, and type of windows: the upper levels of the facades have cross
widows with stone detailing. The cross windows reflect the midieval period.
- The drill hall and its location on the upper floor.
- The large unobstructed space of the drill hall floor.
- The pattern of stone work and the contrast of stone to brick. This distinction between the
brick and stone is presently obscured by paint layer on the exterior facade.
- The footprint of the building and the fact that all four facades are fairly equal in the quality
of the design and detailing. The front facade is only slightly more articulated than the other
three facades.
...3
B)
00)
The Purchaser acknowledges that the exterior of the Property requires considerable remedial
work with an estimated cost of $559,808.00 as set out in the Report of Keith Blades,
Consultant in the Conservation of Historic Buildings Incorporated, dated March 2002, a copy
of which has been provide by Her Majesty to the Purchaser. The Purchaser covenant to
undertake the remedial work to the exterior of the Property at its own cost and in accordance
with the said Report so that the exterior of the Property is restored as closely as possible to
its original facade.
(11)
The Purchaser acknowledges that the interior of the building has potential environmental
concerns that were identified in a Phase I Property Transfer Assessment prepared by Franz
Environmental Inc., dated July 18, 2001 a copy of which was supplied to the Purchaser. The
Purchaser agrees to accept the property in its present condition and will make no claim on
Her Majesty to remediate any of the environmental concerns.
This Offer, when accepted by Her Majesty, shall constitute a binding Agreement of Purchase and
Sale, upon the following covenants and agreements, namely:
(1)
The Purchase shall be completed on or before the ( th.) day of ,
2003 (hereinafter referred to as the ~Closing Date") and on which date possession of the
Property shall be delivered. The balance of the purchase price, subject to adjusunents if
required, shall be paid by ce~ified cheque made payable to the Receiver General for Canada
on the Closing Date. Any tender of documents or money may be made on the Purchaser or
Her Majesty or on the solicitor for either party. The type of instrument which will be used
as the Crown grant for the Property shall be determined by the Minister of Justice and shall
be prepared by and at the expense of Her Majesty and delivered upon receipt of the balance
of monies.
(2)
The Purchaser is to be allowed fifteen (15) business days from the date it is notified of
acceptance of the Offer by Her Majesty to examine the title to the Property at its own
expeme. IL within that time, any valid objection to the title is made in writing to Her Majesty
which She shall be unable or unwilling to remove and which the Purchaser will not waive,
the Offer shall, notwithstanding any intermediate acts or negotiations in respect of such
objection, be null and void, and the deposit shall be returned by Her Majesty, without interest
or penalty, and Her Majesty shall not be liable for any costs or damages, but otherwise the
Purchaser shall be conclusively deemed to have accepted the rifle of Her Majesty to the
Property.
(3)
If, on the Closing Date, Her Majesty is for any reason beyond Her control unable to grant
or convey the Property, this Agreement shall terminate and the Purchaser shall be entitled to
a return of the deposit, without interest, but shall have no claim against Her Majesty for costs
or damages of any kind, except for reasonable legal expenses incurred.
(4)
If the Purchaser does not complete the purchase on the Closing Date due to its own neglect
or default, Her Majesty may serve a written notice on the Purchaser to perform this
Agreement. If the Purchaser fails to perform this Agreement after the receipt of the written
notice, the deposit may be retained by Her Majesty and Her Majesty shall apply such del~osit
towards any loss Her Majesty may suffer, and Her Majesty may re-sell the Property.
The m-sale of the Property may be effected either at public auction, public tender or by
private contract, and the deficiency, if any, occasioned thereby together with all losses,
damages and expenses of Her Majesty including the cost of any environmental assessment
shall be paid by the Purchaser if a claim for such payment is made by Her Majesty, but any
increase in the price obtained at the re-sale shall belong to Her Majesty.
(5)
(6)
The Properly shall be at the risk of Her Majesty to bm not including the Closing Date and
thereafter the Property shall be at the risk of the Purchaser. In the event of damage to the
Property before the Closing Date, this Agreement may, at the option of the Purchaser, be
terminated whereupon the Purchaser shall be entitled to a return of the deposit, without
interest, but the Purchaser shall have no claim against Her Majesty for costs or damages of
any kind.
Words importing the singular number may include the plural ahd words denoting the
masculine gender may include the feminine, if the context so requires.
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
In the event that the legal description of the Property is not satisfactory for registration
purposes, the Purchaser at its own expense shall obtain and supply Her Majesty with a
registerable legal description. The Purchaser shall not call for or demand from Her Majesty
any survey, plot plan or building location plan not within the ready possession of Her
Majesty. The Purchaser shall be responsible for the payment of all fees, levies, or taxes in
connection with the registration of its own documents and the Crown grant.
This Agreement shall be binding upon the parties hereto and their respective heirs, executors,
administrators and permitted assigns.
The Purchaser shall not assign this Agreement in whole or in part without the prior written
consent of Her Majesty. Her Majesty shall not provide Her consent unless, at Her absolute
and unfettered discretion, She is fully satisfied that the assignee is properly under contract to
assume the Purchaser's obligations in the Property.
This Agreement contains the entire understanding between the parties and there is no
warranty, collateral agreement, conditions or misrepresentation affecting the Property or this
Agreement.
The Purchaser shall be responsible for the payment of all utility charges and costs from the
Closing Date. The statement of adjustments, as prepared by Her Majesty, shall be forwarded
to the Purchaser on or before the Closing Date. Her Majesty shall be responsible for paying
all such charges, taxes, assessments, costs, utilities, local improvement charges, ctc. as She
would normally pay, up to but not including the Closing Date.
The existing service contracts for the Property shall terminate on the Closing Date and the
Purchaser shall be responsible on the Closing Date for arranging such service contracts as it
may require.
No member of the House of Commons shall be admitted to any share or part of this
Agreement or to any benefit to arise therefrom.
The Purchaser hereby acknowledges that it is purchasing the Property in its existing condition
and that the Property is known to contain asbestos-containing materials (ACM's). The
Purchaser further hereby acknowledges that after the Closing Date, environmental liability,
responsibility and continuing maintenance shall be the sole responsibility of the Purchaser.
The Purchaser shall satisfy itself, at its cost, as to the extent of Hazardous Materials (as
defined hereunder) in and upon the Property and the cost of any removals and disposals of
contaminants which may be necessary under provincial requirements for the Purchaser to
secure occupancy for its intended use of the Property. The Purchaser covenants, agrees and
guarantees that, should the removal and disposal of Hazardous Materials be required, said
removal and disposal shall be made by and at the expense and risk of the Purchaser after
Closing and in accordance with all applicable federal and provincial legislation and municipal
By-Laws.
The Purchaser covenants and agrees to indemnify and save harmless Her Majesty from and
against all claims, demands, loss, costs, damages, actions, suits, or other proceedings by
whomsoever made, sustained, brought or prosecuted in any manner based upon, occasioned
by or attributable to any injury or damage to persons and property arising or resulting from
any act or omission of the Purchaser in complying with its covenants contained in this clause
or its failure to do so.
"Hazardous Materials" shall mean any noxious substances, urea formaldehyde foam
insulation, asbestos, PCB's or any contaminants, whether organic or inorganic or hazardous
materials, as defined in the Environmental Protection Act, and which are environmentally
unsafe and/or require special recovery, treatment or disposal procedures under draft or
established guidelines, regulations or laws of any government or authority having jurisdiction.
(15) Scl~lules "A' and "B' form pan of this Offer to Purchase.
In Witne~ Whereof is hereunto set the hand and seal of the Purchaser this
of ,2002, being the date of this Offer.
Signed, Sealed and Delivered
in the presence of:
day
Purchaser, for
Title to be taken as follows:
Wime~
In Consid, ration Of the deposit, the purchase price and the covenants of the Purchaser contained in this
Offer, H~r Majlmy the Queen in Right of Canada, as represented by the Minister of Public Works and
Governmmt Services, hereby accepts this Offer.
This day of ,2002, being the Acceptance Date.
The Minister of Public Works and Government
Services Canada
Ms. Claudia Slmra, Regional 'Manager
Realty S~rvices Division (Ontario Region)
Real Prol~rty Consulting Group
4900 Yo~e SU-eet, 10th. Floor
North York, Ontario M2N 6A6
tel. (416) 512-5540
fax'. (416) 512-554'/
Witness
... Schedule "A'
6
OFFER TO PURCHASE
SCHEDULE "A"
LEGAL DESCRIPTION
Part of l~ock 5, Plan 35 for the Town of Niagara Falls now in the City of Niagara Falls, Regional
Municipality of Niagara, Province of Ontario.
...schedu~ "B"
?
OFFER TO PURCHASE
SCHEDULE "B"
Represe~ation and warranty to be completed at the time of the Offer to Purchase is submitted.
1. The Purchaser represents and warrants to Her Majesty that:
the Purchaser proposes to continue the existing land use of the property as an
office/institutional building.
Yes No
the Purchaser proposes to change the land usc to one of the following:
Residential Yes No
Retail Yes No
Other Yes No
Please specify:
The Purchaser represents and warrants to Her Majesty that:
the Purchaser does not propose any construction/renovation or any other undertaking in
relation to the erection, installation, creation or establishment of any physical work in, on
or over the Property:
Yes No Unknown at this time
OR
the Purchaser proposes to [describe proposed activity - i.e. build, construct, renovate, erect,
establish, install, or otherwise create or bring into existence] the following physical work~
in, on or over the Property:
provide particulars of each proposed physical work in the following manner including:
a description of each proposed physical work sufficient to enable it to be assessed for its
environmental effects, and which description, depending on the nature of thc physical work
and on its site, should include:
name of propommt and contact person
brief discussion of the size, scope and phasing of activity, and any approvals required ]
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
Executive Summary
Trow Consulting Engineers Ltd. (Trow) has completed a Building Condition Survey of the
site located at 5049 Victoria Street, Niagara Falls, Ontario (See Photograph No. 1-1). The
site is comprised of one large main building containing the former military armoury. One
smaller building at the west end of the property which was not accessible at the time of
review. The land surrounding the buildings consists of asphalt paved areas as well as
landscaped and non-landscaped ari3as.
We have documented deficiencies observed during our site review and have summarized
repair and replacement costs (in table format) at the end of each section. A master summary
table of costs is included with the executive summary.
The information presented in this report provides an assessment of the current condition of
the building, within the terms of reference and limitations outlined in section 1. We have
been requested to make recommendations and opinions based solely on a visual sampling of
existing components. Test cuts, coring, design review, quantity surveys, destructive testing,
or instrument testing was carried out only where specifically mentioned in the report.
Consequently, further investigation or additional testing may change our current
recommendations and opinions.
Roofing Systems
The roof system on the building was constructed with a rubberized membrane system. This
particular roof consists of a sloped 6" tongue and grove wooden slat base for drainage,
vapour retarder to prevent the movement of moisture through the roof system, rigid insulation
for heat loss prevention and a rubberized membrane to protect the roof from the
environmental elements. The membrane has been set in place with the use of an adhesive. A
sealant has been injected into the joints between the strips of rolled membrane. In addition to
the installation of the roof system, a painted coating was applied to the surface of the
membrane.
During our review, we noted numerous soft areas in the roof. These soft areas typically
reflect the presence of wet roof insulation. Roof insulation, once wet significantly reduces its
ability to prevent heat lose, thus increasing the cost of heating. It will als0 shorten the life
expectancy of the roof, thereby leading to premature roof replacement costs.
Typically, the parapet detail for this type of roof system will terminate at the roof parapet
wall and be fastened with a mechanical fastening strip. A secondary sheet of membrane will
then be bonded to the main roof, by means of an adhesive. The secondary sheet will then be
carried up and over the parapet wall, to prevent any water penetration into the roof system.
The parapet detail on the armoury roof does not follow this procedure. Instead of using two
separate sheets of membrane to complete the parapet wall detail; the main roof sheet has been
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
adhered and terminated on the back side of the parapet wall. Unfortunately, this will cause
the membrane to pull away from the wall, thereby exposing the roof insulation.
Given the age, condition and fact that roof leaks have been reported, it is our opinion that a
full roof replacement program including the flashing systems should be considered. We
believe further testing of the roof should be conducted, not only to better assess the extent of
the damage to the roof but also to more definitively assess the as constructed condition of the
underlying roof~material.
Specific field observations and recommendations are listed in Sections 2.3 and 2.4.
Exterior Walls
The exterior wall system of the armoury is comprised of an exposed portion of the stone
masonry block foundation wall, painted and unpainted structural brick masonry, windows,
man doors and exterior sealants.
The top portion of the armoury foundation walls is constructed of large cut stone masonry
and is exposed for approximately 1.0 to 1.5m. The stone masonry is painted white and
appears to be an un-insulated structural masonry wall system.
The exterior'masonry is divided into two areas of painted and unpainted brick. The majority
of the brick is painted white, while the top 25 to 30 courses of brick is not painted. The
masonry was found to be in generally good to fair condition at the time of our review. We
did note areas of spalling occurring in the brick, throughout the perimeter of the building.
We also observed areas where the masonry and mortar had been previously repaired but was
not repainted.
A single chimney penetrates through the roof of the armoury. The exposed clay brick surface
was covered in efflorescence staining and the facing of the brick was evident of spalling and
areas of delamination occurring.
Considering the age and use of the buildings, the exterior walls were found to be in good to
fair condition. Some localized repairs and rehabilitation of the exterior walls will be required
over the next few years, along with rehabilitation to the chimney.
Specific field observations and recommendations are listed in Sections 3.2 and 3.3.
Windows and Doors
The windows throughout the building consisted of a single glazed wooden framed window
system. Two different types of windows were present, fixed glazing sections as well as fixed
with an operable section of glazing. The vertically operable sliders are hung windows and
were located on the bottom half of the window frames. The movement of the windows was
assisted by the use of mechanical counter balances built into the walls. It is are
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
~1~
Trow
understanding that these windows are from the time of original construction which is
approximately 91 years.
Typically, the window frames were found to be dented, scratched and in numerous areas the
windowsills were rotten. However, of the windows that we checked, the operation of the
window and counterbalances appeared to be in good working order.
The attic roof hatch consisted of a square plywood cap that fit over the roof penetration.
Although this ply wood cap was 0ashed to protect against the exterior elements, it was not
insulated. The roof hatch was difficult to open, due to the orientation of the opening relative
to the ladder access.
For a building not considered to be a heritage facility, we normally would recommend that all
windows within the building be replaced within the next few years. Give the age of the
glazing and wooden elements it is our opinion that the rehabilitation would not be an
effective choice. It would also be our recommendation that the replacement of the windows
include an up grade to a double glazed window. The introduction of a double glazed window
would greatly increase the overall building efficiency thus reducing the annual maintenance
cost of heating.
We understand that this building has to abide with heritage regulations, and that these
regulations prevents the removal and replacement of the window systems. In the event
window replacement is not carried out, a report has been issued by Keith Blades of The
Conservation Of Historic Buildings Incorporated dated February 2002, that outlines the
rehabilitation of the window systems. In the February report an allowance has been made to
repair and upgrade the existing windows at a cost of $30,000 which may require a portion of
the scaffold cost at $120,448. If this is the case our allowance for replacement can be ignored
and the above mentioned costs be reviewed.
We would recommend the replacement of the front and rear wooden double doors, however,
if the heritage regulations will not allow this then they should be rehabilitated. These doors
have numerous areas of minor surface damage and the way they are construct does not
restrict heat loss as well as a newer insulated door would. By increasing the efficiency of the
doors a significant cost savings would be gained by lower heating costs.
Replacement of the roof hatch is recommended. The use of an insulated air tight roof hatch
would also add to the increased efficiency of the building. For increased safety, the use of
hydraulic arms to carry the weight of the roof hatch as well as orientating the roof hatch to
open in such a way as to have the ladder facing the hatch opening, should be considered.
Specific field observations and recommendations are listed in Sections 4.2 and 4.3.
III
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
Structural Components
The building is comprised of a number of different elements: slab on grade, interior and
exterior walls, floor systems and roof systems.
The basement floor is a concrete slab on grade.
The foundation walls have been built with a solid limestone block and mortar system. The
wall thickness ~ft the basement level is in the order of 24". Above the foundation walls is a
two storey wall systems constructed of brick masonry.
The floor systems throughout the building consist of rough cut wood beams and joists in the
order of 93A'' x 2". Secured to these boards is a tongue and grove system of wood decking 6"
in width. Where extra reinforcement was required groups of I beam supports were used
which transfer the loads directly to the column supports in the basement.
The roof system is of the same construction as the floors in the building. The roof however,
has been modified to allow for drainage paths for water removal. This has been
accomplished with the use a wooden frames and roof sheathing in the attic area to the slope
the roof sheathing. The roof sheathing consisted of 6" wide tongue and grove decking.
Above the structural partition of the roof, provisions for the drainage of the roof has been
constructed of 6" wide tongue and grove slatted wood boards nailed to a sloped wood
framework.
During our review, we did not observe any indications of any building elements in structural
distress. Based on our visual observation, the structural component appear to be in good
condition. We have not presented an allowance for any structural items in the next 5 years,
and therefore have not presented a table.
Specific field observations and recommendations are listed in Sections 5.3 and 5.4.
Electrical Systems
In general, the electrical equipment appears to be in fair to good condition. With proper
preventative maintenance, the electrical equipment should remain serviceable for several
more years.
There are several minor items that are listed in the report and in table Table 6-1, that will cost
in the range of $500.00 to correct. We recommend that this be done to ensure personnel
safety and the integrity of the equipment.
Mechanical Systems
In general, the condition of the mechanical systems at 5049 Victoria Street, Niagara Falls,
Ontario could be described as fair. The equipment appears to be functioning as intended.
iv
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
In our opinion, the mechanical systems in this building have been reasonably maintained in
the past years. While we consider that most of the mechanical systems could remain in
service in their current state, it is recommended that some corrective measures be addressed.
Fire and Life Safety Systems
The building was formerly an armoury building which has been unoccupied for around five
years. According to information provided, the building was built circa 1911. It appears to
have some of th'e essential fire and life safety measures in place, including, egress design, a
fire alarm system and a standpipe system installed in the building. As there is no definite
future occupancy known at the moment, assessment, based on a general condition regarding
the fire and life safety of a building, is made without reference to a specific occupancy.
The major concern for the building is the code requirement regarding fire separation for the
exits stairwells. The floor assemblies may also be required to be upgraded to the appropriate
fire rating to comply with the requirements of the new occupancy. Exit configuration for the
basement is required to be re-arranged should the existing floor layout be retained. Detail
descriptions of the deficiencies and recommendations for their corrections have been made in
the body of the report. It should be noted that the review may be subject to the changes of the
floor layout and the actual occupancy the building.
The most current codes are considered for this survey. Some of the deficiencies are not
enforceable unless a renovation, change of occupancy, or change in fire load has taken place,
OR that the authority having jurisdiction has requested the upgrade.
I~terior Building Components
The interior of the building is finished with a combination of the following components;
painted, wallpaper, plaster, wooden elements, vinyl floors tiles and ceramic floors tiles.
The interior building components were found to be in fair to good condition and appear to
have been well maintained in the past, with the exception of some localized damaged areas.
The majority of the flooring consisted of vinyl floor tiles. The floor tiles were noted to be in
fair to good condition. The surface of the tiles has been well maintained over the years.
However, high traffic areas are exhibiting some surface wear.
Tongue and grove wood flooring was found in the officers area located on the second floor
northeast comer. The wood flooring has also been well maintained over the years, although
we did observe areas of minor localized surface damage randomly throughout the floor area.
This same type of flooring was also noted in the bowling alley adjacent to the rifle ranges.
Ceramic floor tiles we located in the bathrooms located on the second floor offices area as
well as in the basement. We found the tile surfaces and grout joints to be in good condition.
v
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
The ceilings throughout the building consisted of a plaster and lath system. These areas were
generally fair to good condition. However, numerous areas throughout the building have
experienced minor water damage. Finished wood beams were observed through the plaster
roof in the officers area on the second floor. These wooden elements were observed to be in
good condition. The middle two rifle ranges located in the basement did not contain any
ceiling finishes.
The majority o,f the wall systems throughout the building contained plaster on a brick
masonry wall. We observed the .walls to be in fair condition. Numerous areas of minor
surface damage were noted randomly throughout the wall systems. Areas of peeling paint
were also found throughout the building, indicating a potential area of moisture damage.
The officers area was noted in the northeast comer of the second floor. This area contained
large areas of wallpaper and wood accents. These areas were observed to be in fair condition,
with numerous areas of scratches, dents and other minor surface damage.
Most of the bathrooms contained ceramic wall tiles. These wall tiles were observed to be in
fair to good condition with areas of localized minor damaged due to cracked tiles. However,
the basement bathroom wall area outside the shower area contained an imitation ceramic
panel made of a fibre board.
The requirements for complete modernization, rehabilitation and upgrade of the interior
finishes is beyond the scope of this report and cost projections will be driven by the owners
and/or tenants needs and use of the building. We have included costs tables however, the
allowances will only incorporate repairs to the existing finishes and not account for any
future renovations to the interior finishes.
During our site review we sampled an area of wall plaster, which was typically observed
throughout the building. The lab results determined that the plaster was asbestos containing
at a level of 50% Chrysotile. The Public Works Department Of Government Services has
conducted an asbestos investigation into this building. The phase 1 & 2 reports were
submitted by Franz Environmental Inc.
We recommend that the during the five year period for which the building will remain
unoccupied, the building remain heated at a minimum temperature of 15'C. By maintaining
this level of heating the thermal strain on the building elements will be kept to a minimum.
This will help to reduce the possibilities of damage to the interior elements due to the
different rates of expansion and contraction of the building materials.
Specific field observations and recommendations are listed in Sections 9.2 and 9.3.
Pavements and Exterior Site Features
The site contains an asphalt paved roadway lined with concrete curbs on the south side of the
property and a large parking/compound area on the west side of the property. Grassed yards
vi
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
make-up the balance of the north, south and east areas surrounding the building. East of the
front entrance, a concrete sidewalk approaches the building from the north and south sides of
the lot in a semi-circular shape. To the east of the front entrance of the building is a large 40
foot flag pole surrounded by a concrete walk.
The asphalt paved private drive observed on the south section of the leads to the west side of
the building, where there is located three large compound areas. The perimeter of these areas
is surrounded with chain-link fencing, that also runs along the access to Armoury St. located
north of the buil~ling. The age of the asphalt pavement throughout the site is unknown and in
general, the pavement appeared to be in poor to fair condition.
The perimeter fencing appeared to be in good to fair condition and allowances have been
provided for rehabilitation or removal of the fence, depending upon the future use of the site.
Entrance to the building is provided from the east and west sides of the building. The front
or east entrance is composed of a concrete veranda that lies in front of the entrance doors.
The rear entrance or west entrance is constructed of concrete stairs and cut stone masonry
railings. The concrete of the rear entrance is cracked and delaminated with previous paint
peeling.
Minimum Building Requirements
The city is considering leaving the building vacant for a period of time. Trow has been asked
to comment on the minimum building requirements during that period of time.
As long as there is no occupancy in the building other than periodic checks by maintenance
personal, the building allowances could be restricted to replacement of the roofing system.
As mentioned above in the roofing section, numerous deficiencies affecting the service life of
the roof system were identified. In order to prevent any future damage in regards to water
penetration the roof should be replaced.
We recommend that the during the five year period for which the building will remain
unoccupied, the building remain heated at a minimum temperature of 15'C. By maintaining
this level of heating the thermal strain on the building elements will be kept to a minimum.
This will help to reduce the possibilities of damage to the interior elements due to the
different rates of expansion and contraction of the building materials.
vii
Building Condition Survey-5049 Victoria Street, Niagara Fails, ON
HABS0065488A
Trow
Executive Summary Repair/Replacement Cost Summary
Item Oescrlptlo~ Remedial Work Requital or Comme~ts on D~flclency Reason(s) fe~ Nownat Life Pre,em Remaining Full Re~omr~ Corr~ve Work Priority
Number Remedl~ (Y#ra) Life (¥#rl) Life (Yel~s) I~p~cement (2002, $1)
c~ (2~ ~)
2.0 Roof Sy~m
2.1 Rooling System An allowance has been provided to undertake a complete rool Replacement 20 25-30 1 $90,000 $90,000 1
replacement program. This will encompass the removal and
reiostallalion of the stone parapet caps.
:SubTotals $,90,000
3.0 Exterior Walle ~
3.1 Bdck Masonry - Repairs ~ Provided the review ot the masonry investigation does nof Asset 40+ 91 Varies $300,000 $75,000 2
indicate major rehabilitation is required, we have given an Deterioration
allowance to conduct localized repairs to deteriorated areas of
the brick masonry cladding.
3.2 Painting Repainfing of the masons'/. Asset 10 Varies $15,000 $15,000 2
Deterioration
Sub. Totals $90,000
4.0 Wlndov~ and Ooora
4.1 Windows An allowance to replace the windows md frames with a double Asset 25 91 1 $75,000 $75,000 1
glazed system. Deterioration
4.2 Exit Man Deo~s An allowance to replace the front and rear entrance doors. Asset 30 91 2 $5,000 $5,000 2
Deterioration
4.3 Roof Hatch An allowance to replace the roof hatch in conjunction with the Asset 30 91 1 $1,500 $1,500 1
roof replacement. Deterioration
Sub-l'otala $76,500 $5,000
5.0 Structural Components
Notes
1. Cost estimates provided in this report are inlended only as an indication of the order ot magnitude of the remedial work. More precise cost estimates would require additional etlon1, possibly including more detailed investigation to better define the scope of work, this additional
effort was not approved by the client. The most reliab{e cost of a repair or replacement is provided by qualified contractors quoting competitively ou an accurately defined scope ol work as well as drawings and specifications. All costs identified herein are in 2002 dollars
viii
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABSOO65488A
Trow
Item Description Remedbl Work Required or Comments off Deficiency Re.on(s) for Normal Life ! Present Rem~ning Full Recommended Corrective Work Priority
Number ~ (Yelul) Ufa (Yelrl) Ule (Yea's) P41Xl~m~nt
c~t (~m ~)
6.0 Elect~k=l Systems
6.1 I Electdcel Systems I An allowa~e lor required wodc associated with Ii,ling and N/A N/A 1
Sub Total $500
7.0 Mechanical Systems
7,1 Heating System An allowance to conduct an inspection, testing and repairs of Asset N/A N/^ N/A N/A $2,000 4
internal parts of the boiler and associated equipment. Deterioration
7.2 Hea~ipg System An allowance to clesn, pdrne and repaint cast iron radiaiors Asset N/A N/A N/A N/A $2,000 4
exhibiting surface corrosion and peeled paint, Deterioration
7,3 Heating System An allowance to replace the thermostat guard located on the Asset N/^ N/A N/A N/A $50 "= 2
;]round floor corridor, Detendration
7.4 Plumbing and Drainage An allowance to insulate water meter located in the basement Asset N/A N/A N/A N/A $100 2
System washroom. Deterioration
*7.5 Plumbing and Drainage An allowance to clean, phme and repaint drainage piping Asset N/A N/A N/A N/A $500 2
System exhibiting peeled paint and surface corrosion, Deterioration
7.6 Plumbing and Drainage An allowance for remedial work or replacement of plumbing Asset N/A N/A N/A N/A $200 2
System fixtures as outlined in the report. Deterioration
Sub. Totals $2,850 $2,0~0
8,0 Fire end Life Safety Systems
8.1 Containn~nt The floor assemblies and/or r(x)f may be required for an upgrade Code N/A N/A N/A N/A approx,
to the appropriate fire resistance rating depending on the future $50,000
occupancy.
$.2 Containment The east stairwell shall be separated lrorn each adjacent floor Code N/A N/A N/A N/A approx.
area by a fire separation hev~ng sn appropriate fire resistance $15,000
rating, Ensure the west stairwell is separated trom the remainder
,of the building by provision o~ appropriate fire rated doors
I eguip~d w~th self-closi~ and lalchi~ devices,
Notes
1. Cost estimates provided in this report are intended only as an indication of the ~'der of magnitude of the remedial work. More precise cost estimates would require additional effort, possibly including more detailed investigation to better define the scope of work, this additional
etto~1 was not approved by the client. The most reliable cost of a repair or replacement is provided by qualified contractors quoting competitively on an accurately defined scope of work as well as drawings and specifications. All costs identified herein are in 2002 dollars
ix
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABSOO65488A
Trow
Item Dflcrlpllon Remedial Work Required or Comnmnts on Deficiency Reason(s) for Normal Ufe Pre~ent Remaining Full Recommended Corrective Work Priority
Humber nonmSie~ (Years) Life(Yeem) Ute(Yonre) nepmemet (~'O,~ Ss)
c~ (2002 s~)
8.3 Containment Provide proper tire separation to the boiler room to ensure a lire Code N/A N/A N/A N/A $4,000
resistance rating ot nol less then 1 hr. induing the provision of
lire rated doors of not less than 45 min rating,
8.4 Egress Provide sufficient exit facilities to the bassrrent should Ihe Code N/A N/A N/A N/A approx.
existing lloor layout is retained. Cost lot the remedial action will $8,000
be subject to the final floor layout.
8,5 Egress Reclily the configuration ol the fire escape in accorded, ce withCode N/A N/A N/A N/A $2,000
the code requirements.
8.6 Fire Alarm System Replace those heating detectors that are operating beyond the Code N/A N/A N/A N/A $3,000
non,hal lile expectancy should the fire alarm system are required
~o be retained.
8.7 Suppression Provide portable fire extinguishers in acco~dence with code Code N/A N/A N/A N/A $,3,000
requirements
Sub-Totals $85,000
9.0 Interior Building Components
9.1 Inledor Painting An allowance to repaint the intedor painted components Assel 12 N/A 2 $70,000 $35,000 $35,000 3
Deterioration
:9.2 Wallpaper An allowance to wallpaper the inlerior painted components Assel t 2 N/A 2 $15,000 $15,000 2
Deterioration
9.3 Piaster An allowance to repair areas of damaged piaster Assel 10 N/A 2 $5,000 $5,000 2
Deterioration
9.4 Vinyl Floor Tile We have given an allowance to rehabilitate any deteriorated Repair 1,5 N/A 10 $40,000 $4,000 5
areas of floo~ tile.
9.5 Wood Roo~ing An Allowance lo rehabilitate the wood flooring Asset 20 N/A 10 $11,500 5
Deterioralion
9.6 Ceramic Tile We have given an allowance to rehabilitate any deteriorated Repair 25 N/A 15 $5,000 5
areas of lloor tile.
9.7 Asbestos Removal An allowance lot the complele removal of the asbestos material, Removal N/A N/A N/A $240,000 $240,000 1
Notes
1. Cost estimates provided in this reporl are intended only as an indication of the order of magnitude of the remedial work, More precise cost estimates would require additional eliort, possibly including more detailed investigation to better define the scope of work, this additional
effort was not approved by the client. The most reliable cost of a repair or replacement is provided by qualified contractors quoting compeJifively on an accurately defined scope o~ work as well as drawings and specifications. All costs identified herein are in 2002 dollars
Building Condition Survey-5049 Victoria Street, Niagara Falls, ON
HABS0065488A
Trow
Item D~,~I~ Ra~M WodH~lui~d or Com.m~ts o. I:~ct~-y
~
~ (~)
10.0 ~~E~~
~s.. ~te~ed~
10.2
stairua~. ~led~ati~
)r~ ~m~li~
Su~To~ ~,~ $1~,~
I
Notes
1, Cost estimales provided in this repo*l are intended only as an indication of the order of magnitude of the remedial work, More precise cost estimates would require ad~lional effort, possibly including more detailed investigation to better define the scope of work, this additional
eltort was not approved by the client. The most reliable cost of a repair ~ replacement is provided by qualified co~t~aclors quoling compelilively on an accurately defined scope of work as well as drawings and specifications. All costs idenlified herein are in 2002 dollars
xi
7020 Woodington Road
Niagara Falls, ON L2J 2C3
October 22, 2002
OCT Z QQZ
PARKS, RECREATION
Ad¢le Kon, Director
Parks, Recreation and Culture
City of Niagara Falls
7565 Lundy's Lane
Niagara Falls, ON L2H 1 G9
Dear Adele,
I would like to be on record as supporting the preservation of the Niagara Falls
Armouries.
This historic building has played a significant role in the life of our city for over 90 years.
It is a landmark that in particular reminds us of the contributions and sacrifices many
citizens of Niagara Falls made during a time of war.
Sincerely,
City of Niagara Falls, Canada
LUNDY'S LANE MUSEUM
5810 FERRY STREET
WILLOUGHBY MUSEUM
9935 NIAGARA PARKWAY
Mayor Wayne Thomson and Members of City Council
City Hall
4310 Queen Sweet
Niagara Falls, Ontario
L2E 6X5
IECIE VE
NOV I 3 ZOOZ
PARKS, RECREATION
& CULTURE
November 11, 2002.
Your Worship and Members of Council,
Ple~e be advised that the City of Niagara Falls Board of Museums passed the following motion
at the meeting of the Board on October 17, 2002:
"Moved by Mr. Warren: "Although the Board recognizes the historical significance of the
Armoury as a heritage landmark, the Board of Museums feels it would be financially
inappropriate to commit to another Museum at this time." Seconded by Ms. Afield. Carded."
In addition, the Board of Museums put forward a further suggestion that the City seek to preserve
the building however they see fit.
Thank you very much for your consideration in this matter.
Respectfully submitted,
Katlaleen Powell
Manager, City of Niagara Falls Museums
cc. Board of Museums
Niagara Falls, Willinm K~elek. Used wilh permission of the Wiilism Km~lek Estate.
Niagara Falls
Art Gallery
Office of the Director
8058 Oakwood Drive,
Niagara Falls, ON L2E 685
Tel: 905-356-1514
October 11, 2002
Dear Mayor Thomson and Members of Council:
After reviewing the Business Plan for the "Re-use, Victoria Street Armoury, City of Niagara Falls" the
Niagara Falls Art Gallery maintains its position of working with interested parties in creating an Arts and
Culture facility for Niagara Falls. The Gallery requires a minimum of 18,000 square feet, as was
recommended to City Council in the 1992 Fox Jones Feasibility Study, in order to provide the community
with a fully functioning public art gallery. Within this facility, interested groups can access exhibition,
studio, and meeting space to meet their needs.
To ensure a professional level of any military exhibitions, we suggest that the Lundy's Lane Historical
Museum become involved in researching and creating the displays. With two provincially and federally
recognized museums, the Niagara Falls Art Gallery and the Lundy's Lane Historical Museum, the City of
Niagara Falls can be assured that the exhibitions and programs that are housed in the facility will meet our
community's needs, provide a viable attraction for visitors to the area, as well as access any grants that are
available from government sources.
An additional community arts facility to meet the needs of the residents of Niagara Falls is pressing.
With a participation increase of 22 -24% over our previous operating year it is projected that the Gallery
will serve in 2002 between 43,000 and 46,000 participants, of which 35,000 are children. This year the
number of possible participants on the program waiting list is over 10,000 children.
To provide services to its participants the Gallery has 9 full-time, 3 part-time, and 3 contract employees.
The Gallery's 2002 operating budget is over $340,000 with the majority of the revenue raised from
community contributions. Since 1990 the Gallery has received no municipal, provincial or federal
operating assistance. By 2006 the Gallery is conservatively projecting that it will be serving over 68,000
participants, will have a budget of $417,000 and will employ 15 full-time staff.
The Gallery's Oakwood Drive facility is currently unable to handle community demand and to alleviate the
pressure the Gallery has been re-locating programming throughout the Niagara Region. Without an additional
arts facility this situation can only worsen in Niagara Falls. This is the twelth continuous year that the Gallery
has seen growth in the number of exhibition and program participants it serves and increases are projected to
continue well into the future.
The Niagara Falls Art Gallery is pleased to announce the upcoming donation of 250+ piece works of art that
will form its Niagara Falls Collection. Together with the Gallery's Kurelek Collection, the Niagara Falls
Collection will create an important community resource as well as provide visitors with artwork that they
would like to see when visiting Niagara Falls. The Niagara Falls Art Gallery is also in the process of obtaining
other artworks of significance to the City that will, when completed, create a substantial quality collection and,
together with programming, become the Region's primary visual arts facility.
The Niagara Falls Art Gallery looks forward to working with the City of Niagara Falls and interested parties
in creating a cultural facility that will serve both the residents of and visitors to Niagara Falls.
S~ly Y~ ~
Brian Smylski
Director/Curator,
Niagara Falls Art Gallery
Attached: Niagara Falls Art Gallery & Niagara Children's Museum Background and Overview
cc. Adele Kon, Director of Parks, Recreation, and Culture
Niagara Falls, William Kurel~. Used with permission of~he William Kurelek Estate.
Niagara Falls Art Gallery
Background & Overview
Table of Contents
BRIEF HISTORY ............................................................................................................
MISSION STATEMENT ...................................................................................................2
SERVICE PARTICIPATION .............................................................................................. 2
Tm~ GALLERY'S MISSION .......................................................................................................... 4
Tm~ G~LLERY'S STRUCTURE ....................................................................................... 5
SERVICES ...................................................................................................................... 7
SERVICE STRATEGY ..................................................................................................17
PREMISES .................................................................................................................... 19
Hours OF OPERATION ...............................................................................................21
FORECASTING ............................................................................................................. 22
BusINeSS COWrROLS .................................................................................................. 24
QUALITY CONTROL AND SERVICE DEVELOPMENT ................................................... 25
Lo~qG-T~i Om-~c'rIv~s .......................................................................................... 26
STEPS FOR ACHIEVING THE LONG TERM OBJECTWES ......................................... 26
POSITION .................................................................................................................... 27
Brief History
The Niagara Falls Art Gallery was founded and registered in 1979 as a not-for-profit
charity. In 1992 the Gallery became part of the public art gallery network through its
membership in the Ontario Association of Art Galleries and provides both exhibition and arts
progrsnmfing for residents of Niagara Falls and its surrounding Region.
Front view of the Ningarn Falls Art
Gallery and the Ningara Children's
Museum nt their Oakwood Drive
location.
The Gallery's permanent collection has a focus on the artwork of William Kurelek. A
second focus was added in 2002 with the gift of the Niagara Collection comprised of 250+
works of art as well as supporting archive material.
Since 1992 community development through education has been the Gallery's primary
focus. Children's school and after-school programs, adult art classes, and themed holiday
camps have been the successful vehicles of development. Partnerships with like-minded
institutions, such as the, Boys and Gifts Club, Historical Museums, the Region's YMCA's,
and social agencies, have also contributed to developing an arts community.
In 1999 the Niagara Children's Museum was created to support the Gallery's exhibition and
hands-on programs. The success of the Museum, and the lack of exhibition space in Niagara
Falls, lead to the addition of Children's Museum centres in Welland and St. Catharines.
Statement
The Mission of the Niagara Falls Art Gallery is:
1. Serve as the community non-profit Gallery for the City of Niagara Falls and the
Niagara area;
2. Collect, conserve, promote and display works of art of professional standard for the
benefit of residents of and visitors to the Niagara Falls area;
3. To provide educational activities to students, residents and visitors in the Niagara
Falls area through exhibits, workshops, lectures and seminars.
The Mission of the Niagara Children's Museum is:
1. To foster the ability to learn by encouraging a child's natural curiosity and creativity;
2. To provide children of, and visitors to, the Niagara Region with a safe and fun
learning environmem;
3. To partner with parents, guardians, educators and groups or institutions who have an
interest in children realizing their potential.
Particit ation
The services provided by the Niagara Falls Art Gallery are based upon and developed to
meet community needs. The needs are identified through the canvassing of educators,
parents, students, community workers, and visitors to the Gallery. With a minimum of
marketing effort, participation in the services that the Gallery provides has grown from 2,059
participants in 1991 to 37,804 in 2001 (Table l, page 3). Projected growth in 2002 is 44,000
participants and by 2006 participation is estimated to be 68,000 (Table 2, page 3).
50000-
40000-
30000-
20000-
10000-
O-
1991-2002
1
Years
· 1991
· 1992
I-;1993
[] 1994
· 1995
· 1996
'199711
[] 1998
·1999
·2000
Gallery & Museum participation
from 1991 - 2002.
Program waiting lists and visitor inquiries illustrate that there is considerable potential for
continued growth. In the past, yearly waiting lists of between 5,000 to 8,000 possible
program participants were ongoing while in 2002 the lists have grown to over 10,000. The
reason for the large numbers on the waiting list are return users wishing to expand their
access to programs, as well as potential users who would like to gain access.
Table 1: Niagara Falls Art Gallery and Children's Museum Performance 199%2001
15,~7 20,597 25,559 37~ 6,139
$142,32~ $152,286 $2~,421 $~,224 $51,677
2~%
20.~%
Source: Niagara Falls Art Gallery Records. Percentages rounded down.
TaMe 2 Art Gallery & Children's Museum Projected Participation and Revenue 2002-2006
50,000
16.3% 13.6% 12% 10.7%
$340,000 $359,500 $379,000 $398,500
NIA 2.3% 5.7% 5.4% 5.1% 4.8%
Percentages rounded down. Projections are based upon thc model of the lowest estimates.
3
Because the Niagara Falls Art Gallery is the only provider of in-depth community-based
visual arts services in Niagara, it has a substantial opportunity to become the dominant public
art gallery in the Region. In order to maintain and improve its position the Gallery needs to
invest in increased staff, additional facilities and improve its permanent collection.
The Gallery currently enjoys the following advantages that will allow it to provide
expanded services: a strong community base; qualified and trained staff; extensive
knowledge of educational tools to meet community needs; well researched and high quality
programs; and a financial structure that emphasizes community access.
500,000
400,000
300,000
200,000
100,000
0
Participation & Revenue
Projections 2001 to 2006
· Participation [] Revenue
2001 2002 2003 2004 2005 2006
With the increases in participation a conservative estimate of income growth has been
projected. In the first year of the plan revenues are expected to be $340,000 and should
increase to $418,00 in the fifth year.
The Gallery's Mission
The goal of the Niagara Falls Art Gallery is to provide residents and visitors of the City of
Niagara Falls and its surrounding area with a full range of professional art services. The
4
Gallery was begun in 1979 by an interested group of individuals with its primary mission to
exhibit and interpret the artwork of Canadian artist William Kurelek. In 1992, the Gallery's
mission expanded when it became a public art gallery with a multi-purpose focus that
extended from exhibiting the artwork of William Kurelek to providing a wide range of
services to Niagara Falls and its surrounding area.
The Gallery identified specific needs in the undeveloped art market that existed in Niagara
Falls at that time and, using the development tool of education, targeted workshop programs
as the means to meet identified community needs. The success with the education initiative
has lead to an increase in revenues from $60,000 in 1991 to $344,000 in 2001. Continuing to
focus on community centred programming the Gallery will increase the amount of income by
a conservative estimate of $78,000 over 5 years.
G,dl Stn, emre
The Niagara Falls Art Gallery is incorporated under the laws of the Province of Ontario
and is a registered charity recognized by Canada Customs and Revenue Agency. The
Gallery has 704 members, as of August 2002, and is governed by a Board of Directors. The
Niagara Falls Art Gallery has l 0 Board of Directors elected by its membership and one
appointed by the City of Niagara Falls. The President, Vice President, Secretary, Treasurer
and Finance/Fundraising Chairman form the Executive Committee that oversees the
operation of the Gallery in-between meetings of the Board of Directors.
List of the Board of Directors & Representatives:
John Burtniak - President
Ivan Hrabowsky - Vice President
Marg Lamb - Secretary
Ronald Potts- Treasurer
George Gordon - Chair of Fundraising & Finance
Connie Valkenburg - Member
Emilia Smal - Member
Tony Smith - Niagara District Art Assocition Liaison
City of Niagara Falls Representative
Representative of the Niagara Falls Tourist Industry
Representative of the Niagara Falls Business Community
Representative of Niagara Region Boards of Education
The day-to-day operations of the Gallery are conducted by the following:
Full-4ime Stuff
Brian Smylski- Director/Curator
Maria Orsini - Curator of Youth Exhibitions
Samantha Davidson- Head Educator
Laurie Blue - Gallery Educator
Kim Brown- Gallery Educator
Raissa Quine-Fuller - Gallery Educator
Cavta Hildebrand- Assistant to the Curator & Gallery Educator
David Gilbert- Museum Facilitator and Educator
Katherine Mihok- Administrator
Psrt-fime Staff'
Ach/anna Hawrylyshyn - Assistant to the Educator
Rudy Mihok - Web Design & Maintenance
Special Projects Contracts
Debra Attenborough - Curatorial & Education Consultant
Jim Kerr- Watercolour & Drawing Specialist
Jo Ashwell - Yoga Instructor
Services
Niagara Falls Art Gallery
The Niagara Falls Art Gallery provides a wide range of services to the community:
Exhibitions, Collections, & Archives
Exhibitions: The Niagara Falls Art Gallery offered a wide range of community centred
exhibitions since 1992. A few of the exhibits were: the multi-year International Women's
Day exhibit brought together artists from across the Niagara Region to display their artwork,
perform, and network. While thc Canada Post Invitational Exhibit displayed 20 local artists
for the Promenade of the Arts Festival. A parmership with the National Ballet of Canada
brought together the work of local high-school students with Toronto based visual artist Aiko
Suzuki.
Visiting High School Students
create their own drawings
working from the Gallery's
permanent collection.
Since 1998 exhibitions have been limited to permanent collection displays. Temporary
exhibitions cannot be offered due to damage to brick and concrete walls when installing the
artwork and the limited mount of environmentally controlled space. Although there is
strong a strong need for a professional exhibition space in Niagara Falls, there is not yet a
facility that is capable of supporting such a venture. Without such a facility the Niagara Falls
Art Gallery cannot access traveling exhibitions, borrow artworks from other institutions,
bring community art into a professional space, or obtain provincial and federal arts grants.
The Gallery has been working with the City of Niagara Falls to create such a space. Ifa
space cannot be located in Niagara Falls the Board of Directors have instructed staff to
search for appropriate venues in other locales.
Permanent Collection: The Gallery's permanent collection has expanded since 1992 and is
divided into the A Collection, culturally significant artwork, and the B Collection, other
artwork of interest to the community. The A Collection includes donations of William
Kurelek's artwork by Mrs. Jean Kurelek. The gift has expanded the collection to include
8
unfinished works as well as drawings, photographs, and prints. Still in process is the
acquisition of the Olha Kolankiwsky bequest that includes the 160 piece Passion of Christ
series by William Kurelek as well as paintings, drawings, and prints that will add to both the
A and B Collections.
The Niagara Collection of 250 + works of art is a new A Collection acquisition that will
strengthen the Gallery's ability to attract both residents and tourists. Other artworks in the A
Collection were donated by the family of Edith Albrant and include artworks by Niagara
Falls bom artist Tony Urquhart, Inuit sculptor D. Naowyok, and sculptor Michael Hayden.
The B Collection is comprised of artworks by local artists, such as Hilda Danks, who are
community artists of note.
Unfinished portrait of Casmir Gzowski by William
Kurelek. The portrait explores Gzowski's life and
his involvement in the industrialization of Ontario
through construction proieets such as hydro power
stations, wnterfronts, railways, and bridges.
Donated by Mrs. Jean Kurelek.
Arehives: The Niagara Falls Art Gallery Archives are currently divided into three areas.
The first collection is material that covers the history of the Gallery and Children's Museum.
Letters, newspaper and magazine articles, photographs, visitor records, and financial records
cover the history of the Gallery and Children's Museum. This collection also contains
personal papers and photographs of, Olha and Mykola Kolanldwsky, the primary founders of
the Gallery.
The second collection is made up of the personal research papers and library of William
Kurelek. Donated by Mrs. Jean Kurelek the archive is a major research resource that, once
catalogued, will provide the general public and scholars with a unique look into the artist's
life.
The third collection is composed of newspaper and magazine articles, books, photographs,
letters, and other support material that reflect the life and work of William Kurelek.
A fourth archive collection is in the development process. The Niagara Falls Art Archive
will provide primary and secondary sources for researchers interested in the art of Niagara as
well as support the Gallery's recently donated Niagara Art Collection.
Programs
Adult Workshop Programs: Adult workshop programming began in 1997 as an
experiment to discover the needs of the adult residents of Niagara Falls. Due to the lack of
IAdults take part in a week-
night watercolour class.
~0
program space for adult workshops, a two-year hiatus was taken from 1999 to 2000. ARer
identifying the needs of the community, and space becoming available, the programs were
re-introduced in the fall of 2001 and are one of the fastest growing program areas of the
Gallery.
Traditional workshops, such as drawing, painting, and sculpture, are held in conjunction
with the non-traditional yoga and ballroom dancing classes. The demand in Niagara Falls for
instruction in a professional environment is very strong and continuing growth is foreseen
over the next five years.
After-school Children's Programs: The Gallery introduced children's art classes and
holiday camps in the spring of 1996. The programs immediate success has lead to the
A participant in the 6-9 year
old Introduction To Basic Art
Techniques class creates a
clay sculpture.
expansion of the art classes from one to eight course offerings per week. The holiday camps
also expanded from one to three camps that are held simultaneously at thc Gallery. In 2001,
revenue raised from both the adult and children's art classes was $45,025. By 2006 revenues
are projected to exceed $70,000.
The limited amount of economically viable workshop space in Niagara Falls has lead the
Gallery to expand art class programming to other cities in order to generate additional
income. Fort Erie, St. Catharines, and Welland each have ongoing after-school and holiday
camp programs.
School Programs: School programming began in 1992 to support the exhibitions the Gallery
was offering. At the end of the 1992/93 school year 683 smdems took part in the program.
After the examination of community needs an expanded program was introduced in the fall
of 1996. The Art Based Integrated Learning workshops for schools is now the Gallery's
largest program with over 26,000 participants served in the 2001/2002 school year. Revenue
Victoria Sehool, Niagara Falls,
students take part in the bat
kite workshop at the Gallery.
raised from school sources in 2001 was $68,745.50. It is projected that by 2006 revenues
will exceed $90,000.
The program is comprised of 128 workshops that teachers choose to connect with a related
unit of study. Supporting the workshop selection is a 104 page Teacher Resource Guide that
provides Rubrics, Extensions and Vocabulary.
12
Communily Programs: Since 1998 the Niagara Falls Art Gallery has been providing art
workshops to community groups such as: Sparks, Brownies, Girl Guides, Cubs, YMCA's,
Boys & Girls Club, Club Niagara, and day-care centres. Although the program is in great
demand the number of participating organizations have been limited due to the lack of
available studio and exhibition space and staff.
HomeLink Program: From 1996 - 2001 the Niagara Falls Art Gallery had website space
and design donated by Millennium Studios. The site provided Gallery information as well as
on-line exhibitions. The success of the venture has led the Gallery, in the summer of 2001, to
begin work on a comprehensive site that has its own URL. The site, niagarafallsartgallerv.ca
has information and exhibitions for residents, teachers, parents, students, and visitors to the
area. The Gallery hopes to open the website to the general public in the fall of 2002 with a
full slate of internet services available by the fall of 2003.
Niagara Children's Museum
The Niagara Children's Museum provides a number of services to the community:
Exhibitions
The Niagara Children's Museum exhibits are comprised of hands-on modules that were
created by Gallery & Museum staff or were purchased from specialized dealers. The exhibits
are curriculum centred and designed to teach and entertain the entire family. The modules
13
A visitor is wrapped like a mummy
and emerges from the King Tut
sarcophagus in the hands-on Ancient
Civilizations exhibit.
do not require specialized environmental conditions and currently cover three floors of the
Oakwood Drive facility.
To reach the point of its official opening in 1999, three years of research and trials were
conducted to understand how children could successfully interact with various exhibition
components. The Museum's fa-st exhibit was "A Place of Our Own" where children could
explore and create using; a 48-foot 3-dimensional dino puzzle, building a space station
frame, or creating and drawing cartoon characters using overlays. By 2002, the Museum
expanded to 3 floors with exhibits that focused on cultural heritage, engineering, art history,
and the performing arts.
The Museum's success in reaching children expanded naturally into including all members
of the family. The hands-on modules were just as popular with the parents and grand parents
who brought the children to the Museum as they were with the children. Educating and
entertaining the entire Family is now the central focus of the Museum.
Due to the lack of space in Niagara Falls, in June of 2001 a second Children's museum was
created in partnership with the Welland Historical Museum. Two exhibitions were held in
14
the first year.
"Dinosaurs".
"Hands-on Bridges" was the inaugural exhibit and was followed by
Workshops: The Children's Museum programs began in 1998 with the Wee Wuns 3 ½ - 5
year-old workshops. The Wee Wuns is theme based program that requires specialized
equipment and dedicated space, and has, since its beginning, an ongoing waiting list. To
address the waiting list, a second Wee Wuns Studio was added in 2001 but was moved to St.
Catharines in 2002 in order to give the Art Gallery additional space, at its Oakwood Drive
facility, to handle artwork.
A Wee Wuus summer
painting workshop for 3 ½ to
5 year oM~
Birthday Parties were added to the list of programs in 1999. Limited to Sundays and one-
week night because of space limitations, the Birthday Party Program uses the hands-on
exhibits to entertain the children while a studio is used as a party room where cake and pizza
are eaten and presents opened. The Birthday Party Program does not have a waiting list due
to time limitations, but for every one birthday party booking two are turned away.
School Pro,rams: Although a school program was initiated in 1999, it was not until 2002
that research was completed on student's needs and a full slate of programs were offered. An
integrated approach that uses art concepts and techniques to connect math, history, science,
and language arts is applied with the 9 sculpture based structure and mechanism workshops.
Grade 5 students construct a rail
crane as they complete a
mechanical system for a working
sculpture factory.
The hands-on modules provide the opportunity for students to create and implement
strategies that can lead to the successful creation of a stable structure or functioning machine
or mechanical system.
The mock archaeological dig integrates the disciplines through the hands-on activity of
mapping, gridding, digging, measuring, recording, and drawing. This outside activity is
available from May through October and has become a teacher and student favourite.
Participation and revenue data is currently being collected for the first full year of
programming and will be available at the end of the 2002 fiscal year. At the end of 2001
total revenues for Children's Musem activities were $15,836.30 with 3,758 participants.
It is projected that by 2006 the Museum will serve 20,000 participants and receive $60,000
per year in earned revenue.
Commaaity Programs: On a limited basis since 1998 the Niagara Children's Museum has
been offering hands-on exhibition based workshops to community groups such as: Sparks,
Brownies, Girl Guides, Cubs, YMCA's, Boys & Girls Club, and day-care centres. These
groups were either limited in the number of visits or denied access due to other uses of
facility space at the time these groups wish to use to visit the Museum or visits were limited
or denied altogether. In the fall of 2002 two weekday nights were kept open in an attempt to
accommodate community users.
ltomeLi~k Program: Through the assistance of Human Resources and Development
Canada, the Niagara Children's Museum created its own website during the summer of 2001.
The site is designed to provide families and educators with information and games that will
allow them to have the Children's Museum experience at home or in school.
Service Strategy
The Niagara Falls Art Gallery and the Niagara Children's Museum's service strategy is
guidexl by the uncertainty in regards to where it will be located. The following strategy, in
the order of priority, has been developed by the Board of Directors in order to deal with the
1. To obtain a second facility in which to move the Art Gallery while maintaining the
Oakwood Drive property to house the Children's Museum and to expand
programming and exhibition spaces throughout the rest of the Niagara Region which
will be used to support both facilities.
2. To add an addition on to the Oakwood Drive Facility for the Art Gallery and use the
existing facility for the Children's Musetun and to expand programming and
exhibition spaces throughout the rest of the Niagara Region which will be used to
support the expanded facility.
3. To move the Art Gallery and Children's Museum to program and exhibition spaces to
municipalities willing to support the services. Niagara Falls would then be an
outreach location for both organizations and would function as a support area for the
new facilities.
The Three strategies are designed to allow the Gallery and Children's Museum to continue
to grow and meet community demand while discussions about new locations are ongoing.
The Community Development Initiative is a strategy that has been ongoing since 1992
when programming was begun. The lack of an arts infrastructure in Niagara Falls in 1990
provided the Gallery with the opportunity to begin marketing basic arts programs and
exhibitions that has lead to 37,804 participants in 2001 up from 2,059 in 1991. The Initiative
remains in place as a central focus of the Gallery with future growth projected to be over
68,000 participants per year using the current Oakwood Drive facilities. The Initiative also
lead to the founding of the Niagara Children's Museum in 1999 to fill the void of child
oriented educational/entertainment activities in Niagara Falls and its surrounding area
From developing the arts community in the City as a whole, the Gallery is now focused on
serving individual neighbourhoods through its programs. Using both the Oakwood Drive
facility and schools as its points of service, the Gallery reaches nearly every family with
children, with the exception of a few neighbourhoods, in Niagara Falls.
The internet is a new element of the Community Development Initiative. The Gallery and
Museum's sites will extend their reach into the homes of family's in Niagara Falls and its
surrounding region. The informative and interactive nature of the sites will provide
convenience for families who wish to access exhibitions, research, and games without
leaving their homes. After a year and a half of development, the launch date for the sites is
late fall 2002.
Premises
Niagara Falls Art Gallery
The Niagara Falls Art Gallery is in desperate need of proper art gallery facilities as well as
additional space. If a strong visitor market is to be established, a location in the tourist area
for walk-ins is vital. A second possible facility is currently under review and a business plan
has been prepared by the City of Niagara Falls that looks at the various uses that can occur in
the building. If this building cannot be utilized, or another in Niagara Falls cannot be found
and municipal support established, facilities in a neighbouring municipality will be
examined. With no strong ties to the City of Niagara Falls, other than in name and the
Gallery's strong desire to remain in the City, relocation, either in Niagara Falls or elsewhere,
is in the Gallery's near future. Although an addition to the current facility is a possibility,
financial support from the municipality would still be necessary for such a project.
The Niagara Falls Art Gallery currently has one gallery space for the display of artwork
and, with the move to St. Catharines of the second Wee Wuns studio, a dedicated art
handling space. The lack of office space has lead to the use of the archives as administration
and web site development. There are currently two vaults that store artwork. Vault A houses
small artworks while Vault B provides storage for large pieces.
There are three art studios on the premises, but space demands by the Children's Museum
has created a situation where Gallery school art programming is now only occurring in the
schools. The studios during the day function as Children's Museum studios and lunch
moms. They are used on 3 weeknights and Saturdays as art studios, on 2 nights a week as
Children's Museum studios, and Sundays as birthday party/children's interest course
facilities.
Niagara Children's Museum: The Oakwood Drive facility lends itself to a Children's
Museum due to the buildings school-like design. Missing from the facility is: handicapped
access to all floors, proper washroom facilities (there is currently a one person washroom for
both men and women to serve up to 220 children per day), HVAC environmental system and
finished electrical and plumbing infrastructure. Due to the age of the facility, windows need
to be rebuilt or replaced. Currently plastic sheeting is used in the winter months to reduce
heat loss. In the summer months, portable de-humidifiers remove humidity while
temperatures range between 75 degrees in the basement to 93 degrees on the top exhibition
floor. Outside, the gravel driveway and parking lot are labour intensive with the replacing of
stone, moved during snowplowing, and the filling of winter potholes an ongoing maintenance
concern.
Although there is a great deal that needs to be done to the premises, improvements and
facility maintenance has been ongoing over the past ten years at a cost of over $120,000.00.
A new roof and the replacement of water-damaged bricks have occurred. The parking lot
20
was enlarged and re-stoned and storm sewers were installed in the back lot and driveway. A
parking area was created at the front of the Gallery and signage and landscaping were added.
Inside, drywall partitions and fire doors were installed to create usable studios, archive,
exhibition workspace and 4 storage areas. In 2002, the building's water heater and
washroom and studio faucets were replaced.
The Children's Museum currently has three exhibition rooms, a multi-use Wee Wuns
studio/hands-on space, and two studios when the Art Gallery does not occupy them. A room
was created in 2000 as a workroom for exhibition development and creation. The Museum
also has exhibition and program facilities in Welland, St. Catharines and Fort Erie.
Hoars of Operation
The Niagara Falls Art Gallery and the Niagara Children's Museum's exhibitions are open to
the public seven days a week. The summer hours are Monday to Fridays 11 a.m. to 5 p.m.
and Saturday and Sunday from 1 p.m. to 5 p.m. Winter hours are 1 p.m. to 5 p.m. seven days
a week.
Program hours occur before, during and after public access hours. During the summer,
March Break, and New Year camp workshops are from 9 a.m. to 5 p.m., while in the winter
evening classes begin at 5:30 and continue until 9 p.m.
Providing service to the community at convenient times requires the Gallery and Museum
to function for 13 hours 3 days a week and, when required, 1 to 2 additional days a week to
handle special bookings. This schedule is followed for programming during the fall, winter,
and spring seasons. The other days a week the Gallery and Museum function for 7 hours a
day (the exception is summer weekends when the they are operating 4 hours a day).
Forecasting
Service Forecast
The Niagara Falls Art Gallery and the Niagara Children's Museum are expecting future
growth from 37,804 participants in 2001 to 68,000 participants by the end of 2006 (Table 1
& 2, page 3). To reach this forecast the average growth from 1997 to 2001 of 6,000
participants (rounded down from 6,139) was applied to projections for 2002 to 2006 (Table
2, page 3). The Gallery and Museum is confident in its projections, which are based upon the
continual school waiting lists of 5,000 - 7,000 and art class and camps waiting lists of 250 -
500 possible participants per year. As well, the extremely fast growth of the Children's
Museum programs and the Ontario Trillium Foundation and Human Resources and
Development Canada grant support to increase and train staff has laid the ground work for
future increases in participation.
The increase in participation will lead to an increase in revenues from $332,224 in 2001 to
$418,000 in 2006 (Table 2, page 3). The revenue growth is a conservative estimate based
upon an average $3.25 per participant that is received for exhibition and program donations.
Based upon this average the Gallery and Museum has projected that they will have to raise an
additional $1.92 per participant through grants, art class programs, memberships, lottery
fundraising and general donations to maintain a balanced budget. In 2001 the participant
subsidy by the Gallery and Museum was $72,995. The Gallery raised $74,583 from the
community for the subsidy creating a surplus of $1,588.
22
Table 3. Art Gallery & Children's Museum Projected
Cash Flow Forecast frye years.
c,r,~tons~~ 87781 90,000 109,000 115,000 122,500 i32,5o0
onations non-cash 1,5,175 4,000 4,000 4,000 4~000 4,000
~~ 105,292 105,000 105,000 105,000 105,000 105,000
~ Student 9rant 5,000 5,000 5,000 5,000 5,000 5,000
~ Sales 3,192 3,000 , 3,000 3,000 ,3,000 3,000
Wed~ &Art Oasses 45,025 5%000 53,500 60,000 65,000 70,000
!Menbeship 3,995 5,00O 5,000 6,500 7,500 7,500
i~ & Gov/, 63,393 45,000 45,000 26,500 26,500 26,500
{alades & Benefits 157,077 170,000 180,000 224,000 2,40,000254,000
~,ontracls 23,91 29,000 29,000 4,000 4,000 4,000
~ Fees 15,511 12,000 12,000 12,000
Itudit 3~200 3,200 3,200 3,200 3,500 3,500
telephone 1,016 2,000 2,000 2,000 2,200 2,200
,Bar~c Omrges &Hisc. ~1 20~ 200 20~ 25O
~fl~ &~ ,~,,~34 2,00~ 2,000 2,00~ 2,5OO 'd,00~
E~beons 1,,~57 3,5O(~ 3,5OO 2,50~ 2,5OO 2,5O~
~ 78,955 73,5O~ 73,500 73,50(] ?3,500 73,50(]
P,'orkshop/Oass .Supplies 13,543 15,00~ 12,000 13,00(] 14,000 16,000
~ 117 500 2,000 1,00~ 1,000 1,000
~ f~ 2,00O 1,00~ 1,000 1,00~
~ 6~595 8,50(] 8,500 9,5O~ 10,500 10,5O0
k:d~ore 169 3~ 350 35e 5OO 50~
GS'l" not refunded 2,342 2,00C 2,000 2,00~ 2,200 2,20~
~ & Water 11,526 11,00~ 11,000 12,00~ 12,500 13,50(]
Juildin9 Haird~mafce 8,486 3,00C 3,000 3,00~ 12,000 12,00~
~arm Mordtx)dn9 3?9 20,1 204 214 224 224
't-~an~ , 3~,385 3f700 3f700I 3,900 4,000 4,100
Cash Flow
Projections
The Niagara Falls Art
Gallery has received a
one-time Ontario
Trillium Foundation of
$78,600, over three
years, to create one part-
time and two full-time
staff positions for the
Children's Museum. The
Gallery has also received
a $6,000 thirty week
Human Resources and
Development wage
subsidy to train one additional Art Educator. Increased program donations and fees will raise
an additional $13,000, which will fully impact on cash flow in the 2003 fiscal year.
Income Statement
It is forecast that the Niagara Falls Art Gallery will have a small surplus in 2002 and, with
government support, will have small surpluses in all furore years except 2004 when the
Gallery will still be investing heavily in programs and artwork acquisition (Table 3).
23
The Gallery and Museum's disbursements are projected to increase as services to the
community are expanded. The changes with the most impact on disbursements are in legal
fees and payroll. It has been assumed that the Kolankiwsky Bequest will be received in 2002
and, by agreement with the Gallery's solicitors, the legal fees will be expensed until 2004. It
is also forecast that 2 to 3 additional staffwill be added through 2006. Training support for
these positions have been included in revenues.
Building maintenance is forecast to increase once the legal fees related to the Kolankiwsky
Estate are finished being disbursed in 2004. These operating funds will be used to finish and
improve the Oakwood Drive facility. It is unknown if there will be any matching grants
available to assist the Gallery and Museum in improving facility conditions so these have not
been included.
It has been assumed that the end of 2003 will finish contractual arrangements with the
Curatorial and Education Consultant. These funds have been applied to payroll
disbursements to increase full-time staff. The other contractual expenses are for adult art
class instruction and will be ongoing. Other assumptions include increases, beginning in
2004, in services and material consumed, travel and marketing, and administrative support.
Business Controls
Financial Systems
The Niagara Falls Art Gallery and the Niagara Children's Museum have a full-time
administrator who uses a computerized bookkeeping system, Simply Accounting, to maintain
their financial records. The computerized system allows for daily updates of receivables and
24
payables as well as providing financial data for analysis. The Gallery and Museum receives
a yearly audit and produces an Annual Report informing members and the public of their
progress.
Monthly financial statements are prepared for the Treasurer and Finance/Fundraising
Committee who report to the Board of Directors at their Bi-monthly meetings. Financial
Management Policies and Procedures were adopted on February 14, 1994, (Policy) and June
13, 1994, (Procedures), to guide the Gallery and Museum's financial operations.
An initial budget is prepared and presented to the Board of Directors in November of the
year before it is to take effect. The budget is adjusted during the year, in May and October,
in order to reflect changes in earned revenue and disbursements.
Quality Control and Service Development
The ongoing staff development and program research ensure the presentation of quality
programs and exhibitions. Each year programs are reviewed and changed according to
elements that are revealed in the post-mortem analysis. Exhibitions are presented after
thorough research is completed on all elements of the display.
Limits on participation growth are also implemented to ensure participants receive
professional instruction. Although these limits create large waiting lists, the services that are
provided are of the best quality the Gallery and Museum can deliver.
Continuing research allows for new and innovative ideas to be examined and implemented
if they meet both participant and staff approval. This process ensures both old and new
programming is needed and of a quality that will meet community expectations that have
developed from years of exceptional programs.
25
Outside analysis of the programs is also ongoing in order to provide an independent voice in
the critique of programs and exhibitions. Constant contact with parents, teachers, adult
students, and child participants brings ongoing feedback to Gallery and Museum Educators,
while undergraduate and graduate university studems critique and provide analysis of the
programs.
Long-Term Objective
The long term objective of the Niagara Falls Art Gallery and the Niagara Children's
Museum is to provide residents and visitors to Niagara Falls with the best facilities and
programs that a public art gallery and children's museum can deliver. Ongoing partnerships
will support this goal while government assistance will be kept to a minimum in order to
eliminate outside influences from affecting the Gallery and Museum's operations. By the
end of the 5-year plan, the Gallery and Museum's objective is to the have a clear
understanding of where it will be located and what ongoing funding sources it can access.
To meet these goals the Gallery will have to increase its revenues by an additional $86,000
and its participation by 30,000.
8 Steps For Achieving the Long Term Objectives
The Niagara Falls Art Gallery and Niagara Children's Museum strategy for achieving their
objectives consists of 8 major points.
1. Maintain a high level of program and exhibition quality.
2. Provide affordable services to the community.
3. Provide subsidies to those who cannot afford services.
26
4. Create and maintain a strong community profile.
5. Acquire additional space for exhibitions and programs.
6. Hire and train additional full-time staff.
7. Continue to partner with like-minded institutions.
8. To maintain a high level of research and development.
Position
The Niagara Falls Art Gallery and the Niagara Children's Museum has an excellent
working relationship with their partners and the general public through the above average
professional delivery of exhibitions and programs. They also have an ongoing relationship
with the City of Niagara Falls that will allow for honest and positive outcomes.
The Gallery and Museum have protected themselves and the services they provide by
ensuring that they are as financially self-sufficient as is possible and there is more than one
possible outcome to their search for needed space and points of service.
Once the uncertainty of support and location are dealt with, the Gallery and Museum can
turn their full attention to meeting the growing needs of the community.
27
The City of
Niagara Falls
Canada
Community Services Department
Building & By-Law Services
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city.niagarafalls.on.ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 374-7500
melb~city, niagarafalls.on.ca
November 25, 2002
BBS-2002-18
Mci Brown
Director
Alderman Victor Pietrangelo, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: BBS-2002-18 -
RECOMMENDATION:
For the information of Council.
By-law Enforcement
BACKGROUND:
In response to a request made by Council regarding the fact that the City does not currently have By-law
Enforcement Inspectors to work evening and weekends, the following information is provided.
By-law enforcement is currently handled, in the field, by two full-time Municipal Law Enforcement
Officers in Building and By-law Services, who operate during regular office hours from Monday to
Friday.
The Officers enforce the Weed Control Act and City By-laws (except parking). The service is
augmented, between April and September, by a student, due to the additional demands caused by the
enforcement of the Weed Control Act during the Spring and Summer.
The Parking By-laws are enforced, under the Traffic Section of Municipal Works, by the Corps of
Commissioners, who operate during the day, after hours, and on holidays for seven days per week.
Some concern has been expressed about the lack of by-law enforcement outside of regular office hours
(evenings and weekends). As a result, a pilot project was undertaken in 2001 which involved the hiring
of a temporary officer, operating on weekends and random evenings, 24 hours per week, over a two-
month period. A number of complaints were handled, but all were received by the office during regular
hours and forwarded to the temporary officer. These complaints would normally have been dealt with
by the full-time staff.
Working Together to Serve Our Community
Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development * Building & By-Law Services
-2- BBS-2002-18
Baaed on the above, there is insufficient activity outside of regular hours to justify the expense of hiring
additional personnel on a full-time basis, at this time. However, during the period fi.om May to October,
when tourism is at its highest level of activity, additional after hours assistance would again be helpful.
The cost to provide this increased level of service, during the above period for 35 hours per week would
be approximately $21,000, plus overhead and benefits.
If, however, Council wishes to provide additional coverage on evenings and weekends in the offseason,
i.e., eight to twelve hours per week fi.om January to April and November to December, the cost would
be approximately $ 5,000 and $2,500, respectively plus overhead and benefits.
Recommended by:
Mel Brown
Director of Building & Bylaw Services
Respectfully submitted:
~a mDiOn~salu.dative officer
V ,,2002COLrNCIL\2002 11 25\BBS-2002-18 By-law Enforcement Level of Service wpd
The City of
Niagara Falls
Canada
Community Services Department
Building & By-Law Services
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city.niagarafalls.on.ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 374-7500
melb@city.niagarafalls.on.ca
B BS-2002-15
Mel Brown
Director
November 25, 2002
Alderman Victor Pietrangelo, Chair
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: BBS-2002-15 - Property Standards Level of Service
RECOMMENDATION:
For the information of Council ¥ ~'/d~T/q ~j~'~;o~.O'D~J a~'~' ~'~tT
BACKGROUND:
This report is to provide an update to members of Council as to the manner is which the Property
Standards By-law No. 98-50 is administered and enforced. The By-law is enacted in accordance with
the provisions of the Building Code Act, 1992, as amended.
The By-law sets the minimum standards for the maintenance and occupancy of property in the City
of Niagara Falls and the original By-law was enacted in 1974. The By-law has been enforced, since
its inception on a written complaint basis or referral from a member of Council, City staff or other
governmental agency.
Liability
As in any situation involving enforcement there is potential liability and this is enhanced with this
type of By-law, as entry onto private property and the constitutional rights of owners, tenants, lessees
and occupants are involved. In order to safeguard those rights, the process can be very time-
consuming, where an owner or other person chooses to challenge an Order.
Right of Entry
The Property Standards Officer, appointed by the City, has the authority to enter any property at any
reasonable time for the purpose of enforcement, but may not enter an occupied residence without the
consent of the occupant.
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If the Officer is not able to gain access to the property and there is no visible indication of a
contravention fi.om the exterior, then no further action is taken unless the complainant can provide
specific information of the alleged contravention and is willing to testify in court, if necessary. A
fairly common circumstance is where a former tenant will complain about the property of his/her
former landlord alter having been evicted.
Colnplaints and Inspections
The most common complaints involve the external condition of a yard, usually filed by a neighbour
in the Spring and Summer and the condition of a rental dwelling or apartment, including deficient
heating system, filed by a tenant in the Fall or Winter. When a complaint is received, the owner is
contacted and an inspection is performed by the Property Standards Officer, usually within seven
days, depending on workload or time of year.
N~tice of Non-ConformiW
Where the Officer finds a contravention of the By-law as a result of the inspection, then a Notice of
Non-Conformity is issued to the owner requiring that the required work or repair be undertaken
within a specified time, usually fourteen days.
OrCer
In a situation where there is little or no attempt to comply with the Notice, then an Order is issued
within seven days of the expiry of the Notice, requiring the work or repair to be undertaken within
a specified time, usually thirty days, and this may be registered on the title of the property. The Order
also indicates that, in default, the City or its agent may enter upon the property and perform the
required work or repair at the owner's expense and add the cost to the taxes of the property, if
necessary. The Order may be served by registered mail or personal service and may be posted on
the property. If the Order is sent by registered mail, it is deemed to have been served on the fifth day
alter mailing.
An Order under the Property Standards By-law may be appealed, within fourteen days of service,
to the Property Standards Committee of the City. The appeal must be heard within fourteen days and,
in consideration, the Committee may confirm, modify or quash the Order and, in doing so, has the
same powers as an Officer. The decision of the Committee can be further appealed, within fourteen
days, to a judge of the Ontario Court (General Division) who again, may confirm, modify or quash
the Order and, in doing so, has the same powers as an Officer. No action can be taken while the
matter is in the hands of the Committee or judge and there is no prescribed timeline in which their
decision has to be made.
If the Officer finds a situation with regard to a building, which he deems to be unsafe to the public
or to persons in, or near the building, which requires immediate action, then the enforcement
provisions of Section 15 of the Building Code Act would be implemented as the time constraints are
less than in Property Standards. Any other contraventions on that property would continue to be
dealt with under Property Standards.
- 3 - BBS-2002-15
Rellaedial Measures
Any person who fails to comply with a final and binding Order, issued in accordance the
requirements of the Property Standards By-law may be charged and, upon conviction may be subject
to a maximum fine of $25,000.00 for an individual and $250,000.00 for a corporation.
In addition, the City and its workers or agents may enter upon the property and perform the required
work or repair at the owner's expense and add the cost to the taxes of the property, if necessary.
Enforcement Procedures
The procedures used to enforce the Property Standards By-law when an Order, which is final and
binding, has not been complied with, have been employed since the original By-law was enacted and
are generally consistent with those of other municipalities. It should be noted, however, that many
municipalities to not undertake any form of direct action.
After the owner has been given due notice that appropriate action will be taken, the procedure is:
Direct Action
This involves the entry onto a property to perform work or repair. Derelict vehicles, which
are fi'eely accessible and which are able to be removed expeditiously, are removed by a
towing company retained by the City. Minor work to remedy an unsafe situation or secure
a building is undertaken by City forces or by a contractor retained by the City and this
includes boarding up doors or windows etc. ora derelict building or erecting fencing around
an unsafe situation.
Direct action is not, and has not been used, in the following circumstances:
a)
b)
c)
d)
e)
0
g)
h)
The repair of occupied buildings;
Repairs or work where there is not a threat to health or safety;
The clearing of a property, where access is not readily available or is
prevented by fencing, gates or barriers;
Extreme situations, where the scale of the repair or clearing is beyond normal
capability and availability of staff;
Where there may be materials, which may be deemed to have value;
Situations where toxic or unsafe materials are or may be present;
Where the required work is not possible without causing damage to the
subject or adjacent property;
Where the work may be of excessive cost, which may not be recoverable;
Legal Action
Where direct action is not deemed to be appropriate, as above, then charges may be laid
against an owner or any other person who has failed to comply with an Order. In many cases
the required work or repair will be undertaken, when a summons is served, in an attempt by
the contravener to comply with the Order before the matter comes before the Court.
- 4 - BBS-2002-15
Prepared by:
Mel Brown
Director of Building & By-Law Services
Respectfully submitted:
~d~nDi~rdat ive Officer
The City of
Niagara Falls
Canada
Community Services Department
Municipal Works
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city, niagarafalls.on.ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 356-2354
edujlovi@city.niagarafalls.on.ca
MW-2002-152
Ed Dujlovic
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of the Community Services Committee
City of Niagara Falls
Members:
Re:
MW-2002-152 - Removal of Islands from Cul De Sacs
RECOMMENDATION:
That,the CiB,,of.Niagara-Fb~rR::~e-l,aoveisla~ds from Oal_de,Sacs..
~mt the report be received and filed and staff prepare a report detailinE the aul de sac
rea~oval process & a~ assessment of Fat~/~a Codrt be brought back to Comaittee.
BACKGROUND:
A request was made that the City of Niagara Falls consider removing islands from Cul de Sacs.
Traditionally complaints received about islands have to do with the maintenance of the grass and
cutting of weeds. In 2002 the Service Center has logged only seven complaints of this nature.
Staff has reviewed these requests and have the following comments:
· Based on our current GIS data there are more than 100 Cul de Sacs which contain islands.
The cost of removing an island will vary depending on which services are located them.
Many islands contain hydrants and hydro poles. The cost of relocating these services can be
in excess of $15,000 plus the restoration of the island.
Niagara Falls Hydro has expressed concern about removing the islands and not the poles. If
we were to place bollards around the poles there would be a maintenance cost. These areas
would have to be cleaned by hand.
Prior to relocating the hydro poles and hydrants, a meeting would have to be held with the
local residents to find a new acceptable location. These services would now have to be
placed in front of a resident's home.
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· Removing the island will still not allow a snow plow to be used in the Cul de Sac, since the
outside radius is the controlling factor.
Base~l on the above concerns, staffis recommending that the City not proceed with removing islands
from Cul de Sacs.
Committee's concurrence with the above recommendation would be appreciated.
Pre,~/a~ by: ~
Darrell E. Smith, P. Eng.
Manager of Engineering Services
Respectfully submitted:, //
~~MacDonald '
/Chief Administrative Officer
Approved by:
Ed Dujlovic, P.Eng.
Director of Municipal Works
The City of
Niagara Falls
Canada
Community Services Department
Municipal Works
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city, niagarafalls.on .ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 356-2354
edujlovi@city.niagarafalls .on .ca
MW-2002-155
Ed Dujlovic
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of the Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2002-155 - 9906 McLeod Road Drainage Concerns
RECOMMENDATION:
That this report be received and filed.
BACKGROUND:
As a result of the recent email sent to the Mayor and members of Council fi:om Ms. Boulette and Ms.
K. Vormittag regarding drainage concerns at their property, the following report has been prepared
for Committee's information.
In November 2002, Dannico Limited made an application for a severance to the Committee-of-
Adjustments, to sever a property adjacent to 9906 McLeod Road. As a result of the severance
application Ms. Boulette and Ms. Vormittag submitted a letter outlining concerns that they had with
respect to the severance. The concerns were in regards to the water traversing their property and the
blocking of the natural water way by their neighbour to the west, Diamond Peat Moss. (Attached).
As a result of the concerns raised the application was deferred pending the proponent providing a
grading and drainage plan to address the concerns raised.
A plan was submitted in March 2001, which was reviewed by staff and an invitation was extended
to Ms. Boulette and Ms. Vormittag to review the plans prior to the matter returning to the April 10,
2001 Committee-of-Adjustment meeting. The proposed grading plans provided an outlet to address
the concerns raised. Accordingly, the Committee-of-Adjustment approved the consent application.
The actual ditching works were just recently completed in July of this year.
In regard to the concerns regarding the road cross culvert and the water being directed to Ms.
Boulette and Ms. Vormittag's property, staff has determined by reviewing the contour mapping for
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- 2 - MW-2002-155
that property that it is the natural low point for the area. Accordingly, this culvert was installed, to
allow water from the north side of McLeod Road to proceed in a southerly direction. Although staff
does not have any records as to when this culvert was initially installed it is staffs opinion that when
the road was constructed this cross culvert was put in place in order to provide proper drainage for
the lands to the north.
In September 2002, a site meeting was held with Ms. Boulette and Ms. Vormittag with City staff
which included, Ed Dujlovic, Rick Volpini and Alderman Pietrangelo to discuss various options to
deal with the continuing drainage concerns that the property owners were experiencing. One of the
options suggested by the property owner was to regrade the ditch along McLeod Road to direct the
water easterly to another drainage course that was traversing private property. It was determined that
there wasn't significant grade to carry out this suggestion. Further discussion took place as to
whether the City would enter onto private property to improve the drainage at which time it was
indicated that this was done only through the Drainage Act. Based on the fact that proceeding
through the Drainage Act the administration charges would be far more than the estimated $4,000
to complete the work a commitment was made by staff to proceed with ditching work on the
property to relieve the drainage concerns and provide a proper outlet for the road drainage and the
lands to the north.
Unfortunately, due to a number of issues which included timing and budget constraints the City was
unable to carry out the works this Fall. Staff is committed to carry out this work as early as possible
in the Spring of 2003 when conditions permit. Staff has recently contacted the owners on this matter
and they appear to be satisfied.
Committee's concurrence with the above recommendation would be appreciated.
Approved by:
Ed Dujlovic, P.Eng.
Director of Municipal Works
Respectfully submitted:
Attach.
ILA. VolTnJttag
G. R. BoulL,('te
McLeod RD
November 21, 2000
The City Of Niagara Falls
4310 Queens St.
Niagara Falls, Ont
Committee of Adjustment
Planning & Development Department
File: B44/2~NF
Applicant: Dannico Limited
I would like to project my concems concerning the proposed severance of this property. I strongly
Believe that we will have more problems with the water flow and our properties will become a huge
lake. We already being flooded with water caused by the ROAD CULVERT which gathered the water
from the surrounded farms in our area and runs threw our property. This flow of water then feeds the
Pond and the overflow continues to the rear which at one time was part of a natural waterway but
DIAMOND PEAT MOSS broke the continuance by elevating the rear and the side part of the property
which adjuncts to ours. We have lost numerous evergreen trees because of this. The STORED PEAT
MOSS is a highly combustible substance how can is we protect our landscaping and houses if there is
a fire? We have no water sources other then the pond witch has a drying effect in the summer.
VVe also have a slight problem with the diesel smells if this is allowed to be expended more smell and
noises from these trucks. Now what about the natural preservation of the area 15 feet high PEAT
MOSS to look at.
G. R. Boule~te
KA. Vormi~ ~/
RECEIVED
NOV 2 1 2000
PLANNING
0F..VELOPMENT
The City of
Niagara Falls!
Canada
Community Services Department
Municipal Works
4310 Queen Street
P.O. Box 1023
Niagara Falls, ON L2E 6X5
web site: www.city, niagamfalls.on.ca
Tel.:
Fax:
E-mail:
(905) 356-7521
(905) 356-2354
edujlovi(~city.niagamfalls.on.ca
MW-2002-157
Ed DuJlovic
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of the Community Services Comittee
City of Niagara Falls, Ontario
M~bem:
RE: MW-2002-157
Request to Region to Implement Set Fines on Regional Roads
RBCOIIBIIENDATIONS:
It is recommended that:
1)
the Region of Niagara be requested to revise their set fines as per the City's
approved set fine schedules attached, for parking infractions on Regional Roads
within the City of Niagara Falls in order to be consistent with the fines for parking
infractions on City Streets; and,
2)
the Region of Niagara be requested to eliminate the voluntary payment section as
well in order to be consistent with the City's Parking Infraction procedures.
B.aiCKGROUND:
In August 2001, Council approved an increase to set parking fines. The approved schedule was
approved by the Regional Senior Justice and the new fine structure was implemented.
Regrional Roads under Regional By-Law 89-2000 arc not under municipal jurisdiction and therefore
the new fines cannot be applied. This has left the municipality with a two-tier fine structure.
Parking tickets issued on Regional roads have a lesser fmc with a voluntary payment, while parking
tickets issued on municipal roads receive the increased set frae, with no voluntary payment.
The two tier fine structure has created problems in enforcement and administration. Our Parking
Control Officers and the Niagara Regional Police have lengthy duplicate lists of fines to review prior
to issuing tickets. This two-tier system has created a real problem for the Niagara Regional Police
given that they do not issue parking infractions that often. Not only do the Police have to determine
which municipality's parking infraction book to use, they now have to determine which fine to give
when issuing parking infractions in Niagara Falls. This results in potential errors when writing the
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-2- MW-2002-t57
infraction. In addition, a separate administration program had to be implemented in order to
accommodate the two tier system.
Although we have addressed the administration end of the two level fine system, it has been
challenging in addressing the more important aspect of public perception. It is confusing to the
public when a ticket issued on a Regional Road is lower than the identical offence on a Municipal
Road. This type of discrepancy can further agitate an already irritated member of the public.
Therefore, to address this discrepancy, it is important that we request the Region to adjust their fmc
structure to meet the needs of our municipality. We are not alone in tf'ying to address this issue, in
fact, every municipality in the Region who has recently adjusted their fine structures must now
operate a two tier fine system. It is staff's understanding that similar requests will be forthcoming
from each municipality.
It should be noted that contrary to the above recommendation, appearing on tonight's Council
agenda, is a recommendation from the Municipal Parking and Traffic Committee suggesting the
establishment of another two tier parking fine system for the Downtown, Stamford and Main Street
The Committee's concurrence with the recommendations outlined in this report would be
appreciated.
Prepared by:
Karl Dren
Manager of Traffic & Parking Services
Director of Municipal Works
Respectfully Submitted by:
D~/~onald~~'~
hief Administrative Officer
s:~reportsX2OO2\Community ServicesXMW-2002-157
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 89-2000, Parking and Traffic
Item COLUMN 1
Short Form Wording
COLUMN 2 COLUMN 3
Provision Creating or Set Fine
Defining Offence
2.
3.
4.
(Stop/smd/park) facing wrong way.
(Stop/stand/park) too far from edge of road/curb.
(Stop/stand/park) too far from edge of shoulder
(Stop/stand/park) facing wrong way on the let~ side
of a one-way highway.
(Stop/stand/park) too far from left edge/curb of a one
way highway.
(Stop/stand/park) too far from left shoulder edge of a one-
way highway.
(Stop/stand/park) contrary to designated angle.
(Stop/stand/park) not within designated space.
(Stopping/standing/parking) on roadway side of other
vehicle.
201.01 $20.00
201.02 $20.00
201.03 $40.00
201.04 $40.00
201.05 $20.00
201.06 $20.00
201.07 $20.00
201.08 $20.00
201.09 $40.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.$.0. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 89-2000, Parking and Traffic
Item COLUMN I COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
10. Park on (shoulder/boulevard) where prohibited. 202.01 $20.00
11. Park repeatedly (at/near) one location 202.02 $20.00
12. (Stop/stand/park) a large motor vehicle in a residential area 202.03 $40.00
13. Stop on/over/partly on sidewalk. 203.01 $40.00
14. Stop within an intersection 203.01 $40.00
15. Stop within a crosswalk. 203.01 $40.00
16. Stop adjacent to obstruction so as to impede traffic. 203.01 $40.00
17. Stop on/in or within 30m of bridge/structure/tunnel. 203.01 $40.00
18. Stop on or beside a median. 203.01 $40.00
19. Stop where prohibited by sign. 203.03 $40.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences ~4ct, R.S.O. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 89-2000, Parking and Traffic
Item COLUMN 1 COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
20. Stand near designated bus stop. 204.01 $40.00
21. Stand where prohibited by sign. 204.02 $40.00
22. Park within 10m of an intersection. 205.01 $20.00
23. Park within 3m of a fire hydrant. 205.01 $20.00
24. Park on an inner boulevard. 205.01 $20.00
25. Park on a driveway too close/on sidewalk or edge of roadway. 205.01 $20.00
26. Park in front of or within 1.5m of laneway, driveway or
curb cut/depressed curb. 205.01 $20.00
27. Park so as to obstruct vehicle in use of laneway or driveway. 205.01 $20.00
28. Park for display of sale or lease of vehicle. 205.01 $20.00
29. Park for servicing other than emergency. 205.01 $20.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.$.0. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 89-2000, Parking and Traffic
Item COLUMN 1 COL~ 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
30. Park for more than 12 hours. 205.01
31. Park between the hours of 2:00 a.m. and 6:00 a.m. 205.01
32. Park where prohibited by sign. 205.03
33. Park Wailer/commercial vehicle where prohibited by sign. 205.04
34. Park over time limit where prohibited by sign. 207.01
35. Park not adjacent to meter. 209.01
36. Angle park at meter - wrong direction. 209.01.03
37. Park outside metered space. 209.02
38. Park at covered meter. 209.03
39. Park in occupied meter space. 209.03
$20.00
$20.00
$20.00
$20.oo
$15.oo
$20.00
$20.0o
$20.00
$2o.0o
$2o.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.S.O. 1990, cP.$3
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 89-2000, Parking and Traffic
Item COLUMN 1 COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
40. Deposit unlawful coin in parking meter. 209.05
41. Park over time limit - metered zone 209.06.01
42. Park at expired meter. 209.06.02
43. Park where prohibited - public vehicle parking zone. 301.02
44. Stand where prohibited - public vehicle bus stop. 301.03
45. Stop a mobile canteen where prohibited. 303.03
46. Stand at a taxi stand. 304.01
47. Stop to (load/unload) where prohibited. 305.01
48. Stop in loading zone. 305.02
49. (Stop/stand/park) taxi cab in metered parking space. 209.10
$20.00
$15.00
$15.00
$20.00
$40.00
$40.00
$30.00
$40.00
$40.00
$20.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.S.O. 1990, cP.$3
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 80-77, Parking and Traffic
Item COLUMN 1 COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
1. Park - private property where prohibited by sign.
2. $20.00
2. Park - city property where prohibited by sign.
3. $20.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.S.O. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 80-114, Fire Routes
Item COLUMN I COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
1. Park in a fire route where prohibited by sign.
3. $75.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.S.O. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 94-262, Handicapped Parking
Item COLUMN ! COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
1. Use of handicapped space by other than a physically disabled person.
8. $150.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences Act, R.S.O. 1990, cP.33
The City of Niagara Falls Part II Set Fine Schedule By-Law No. 96-50, Parking Lots
Item COLtJMlq 1 COLUMN 2 COLUMN 3
Short Form Wording Provision Creating or Set Fine
Defining Offence
1. Park longer than permitted by meter. 14. $15.00
2. Park on days or times not permitted. 14. $15.00
3. Park at expired meter. 15.(b) $15.00
4. Park displaying expired ticket. 23. $15.00
5. Park displaying no ticket. 23. $15.00
6. Parked without a valid permit. 6.(b) $20.00
Note: The penalty provision for the offences indicated above is section 61 of the Provincial Offences,4ct, R.S.O. 1990, cP.33
Community Services Department ..
T ..... .~A . Parks, Recreation & Culture
ne C;l~y or ~, 4310 Queen Street
Niogoro Foils ~ P.O. Box 1023
Conodo . ~Niagara Falls, ON L2E 6X5
~~111~ web site: www.city, niagarafalls.on.ca
Tel.: (905) 356-7521
Fax: (905) 356-7404
E-mail: akon@city, niagarafalls.on.ca
R-2002-71
Adele Ken
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of Community Services Committee
City of Niagara Falls, Ontario
Members:
Re:
R-2002- 71 -Arena Feasibility Study
RECOMMENDATION:
That LeisurePlan International Inc. be retained to provide an Arena Feasibility Study in the amount
of $49,883.40.
BACKGROUND:
Over the past number of years, requests have been forwarded to Council by various arena user
groups expressing the need for an additional ice pad and improved facility amenities. Many of these
have been referred to Staff and it is the opinion of Staff that a comprehensive feasibility study should
be undertaken.
A copy of the proposal submitted by LeisurePlan is attached. The study will identify the furore
market for arenas, as well as, the preferred approach to meeting these needs. The study will also
identify the need for additional arenas and will recommend a preferred development approach. A
business plan wilt be provided that will incorporate accurate costing, an assessment of municipal and
community financial resources, and an evaluation of the financial and service impact of the
recommendations.
A number of our ice user groups are pleased that we are undertaking this study and all groups have
been assured that they will have an opportunity to provide input into the study process.
Working Together to Serve Our Community
Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services
November 25, 2002
Financing:
Funds for the Study are available as follows:
Operating Budget $29,665.
Special Purpose Reserve $20,218
Total: $49,883
-2-
R-2002-71
Recommended~by: ~
Adele Kon
Director of Parks, Recreation & Culture
Respectfully submitted:
C hi e f~CmDi°;1 ~Jrdati v e Officer
AK/das
Attachment
S:\Council\Council 2002~R-2002-71 Consultant for Arena Feasibility Study.wpd
CITY OF NIAGARA FALLS
ARENA FA CILITIES FEASIBILITY STUD Y
PROPOSAL FOR SERVICES
Submitted by:
LeisurePlan International Ina
20 Maud Street, Suite 400, Toronto, ON, MSF'2M~
Tel: (416) 703-8670 Fax: (416) 703-8671
Emad: leisureplan~leisureplan, ca
LEISUREPLAN
INTERNATIONAL
20 Maud Street, Suite 400
Toronto, Ontario
Canada
MSV 2M5
INC.
Tel: (416) 703-8670 Fax: (416) 703-8671
e-mail: leisureplan@leisureplan.ca
October 11, 2002
Ms. Adele Kon
Director of Parks, Recreation and Culture
City of Niagara Falls
7565 Lundy's Lane
Niagara Falls, ON
L2H 1G9
OCT 15 200Z
PARKS, RECREATION
& CULTURE
Request for Proposal #P65-02
Arena Facilities Feasibility Study
LeimrePlan International Inc. is pleased to submit this proposal of professional consulting services
related to the preparation of an Arena Facilities Feasibility Study for the City of Niagara Falls.
Our team has over twenty years of experience in recreation planning and architecture, We have extensive
experience in arena needs assessments, public consultation, and business planning specifically, and in the
recreation service provision environment in Niagara Region in general. We are currently conducting a
similar assignment for the City of Port Colbome.
You can be assured that if selected for this assignment, we will direct our full efforts to the project.
Yours truly,
LeisurePlan International Inc.
John A. Stevenson, MCIP, RPP
President
OUR TEAM
The following identifies the members of our core project team from the firms of
LeisurePlan International Inc. and WGA Wong Gregersen Architects Inc. The firms'
~rpefience and each team member's role and qualifications are summarized below.
Please note that we will complement our core team with research assistants.
LeisurePlan International Inc.
~surepIsn Imernational Inc. is a multi-disciplinary consulting firm that specializes in
.~. recreation, culture, parks, heritage and tourism fields. The firm's practice is local,
~tionai and international in scope. Our senior professionals have a combined 34 years of
oon~fi~'te~l~enee. Our clients include public and non-profit organizations and
institutiom and the pfivatedeommercial sector. The company has conducted over twenty
arena feasibility studies and twenty master plans that involved arena related program and
f~eility needs assessments.
Our range of services include:
- Needs assessments
- Financial feasibility studies
- Facility feasibility studies
- Market research
- Public consultation
- Parks planning
Facility space planning
Brokering partnerships
Organizational reviews
Special research assignments
Expert testimony
LeisurePlan's team members include:
J~hn A. Stevenson, B.A., M. Sc., M.C.LP., R.P.P.
President, LeisurePlan International Inc.
l~le: Project Director
John is the President of LeisurePlan International Inc. John has 25 years of consulting
experience in the evaluation, planning and delivery of recreation, culture, tourism and
heritage services. John has extensive experience in defining short and long term leisure
service requirements and the development of facility provision strategies by
governmental, private and volunteer based organizations. He has completed over 34
facility feasbility studies, 19 master plans, and numerous special research assignments
throughout Ontario, Canada and internationally.
John will be involved in all phases of the study. He will direct the activities of all team
members, attend client meetings and presentations as well as assume primary
responsibility for report preparation and presentation.
2
John has directed a number of studies that focused on the assessment of arena
requirements and business planning including the following:
· Th~ Cal~lonia Community Centre Committee, Caledonia, Ontario: Community Indoor Needs
Analysis and Multi-Use Community Centre Feasibifity Study
· The Towll of Flamborough, Ontario: Arena Feasibility Study: North Wentworth Arena and
Community Centre
City of Mississauga, Ontario: East Credit Community Centre Needs Feasibility Study
· Town of Pickering Ontario: Ice Facilities Feasibility Study
· Veneto Federation of Ontario, Woodbridge, Ontario: Veneto Centre Feasibility Study
· City of Mount Pearl, Newfoundland: Arena Feasibility Study
· City of Scarborough, Ontario: Birchmount Park Redevelopment Study
· City of Scalrboroagh, Ontario: City Wide Arena Needs Study
· City of Stoney Creek, Ontario: Arena and Indoor Pool Feasibility Study
· Trycana Developments Inc., Montreal, Quebec: Leisure Centre Feasibility Study
· Town of Clearwater, Ontario: Community Recreation Complex and Aquatic Centre Feasibility
study
· City of Owen Sound, Ontario: Aquatic Centre Feasibility Study
· Town of Wingham Ontario: Community Centre Feasibility Study
· Town of Goderich, Ontario: Community Centre andAquatic Centre Feasibility Study
· Townships of Elma and Logan, Ontario: Arena and Community Centre Feasibility Study
· Town of Aurora, Ontario: Arena Feasibility Study
· Town of Grimsby, Ontario: Arena and Fitness Facilities Feasibility Study
· The United Townships of Sherbourne, McClintock and Livingstone, Dorset, Ontario: Community
Centre Feasibility Study
· City of East York, Ontario: Community Centre Feasibility Study
John also directed the following Master Plans, which involved the assessment of arena
program and facility requirements:
· Town of Newmarket, Ontario: Parks, Recreation and Culture Master Plan
· Town of Flamborough, Ontario: Recreation and Parks Master Plan
· City of St. Catharine$, Ontario: Recreation Master Plan
· Town of Whitchurch-Stoutt~lle, Ontario: Leisure Services Master Plan
· Town of Fort Erie, Ontario: Leisure Master Plan
· City of Port Colborne, Ontario: Culture and Recreation Master Plan
· Town of Clearwater, Ontario: Recreation Master Plan
· Township of Ennismore, Ontario: Recreational Needs Master Plan
· City of Owen Sound, Ontario: Comprehensive Recreation Master Plan
· Town of Wingham and Area, Ontario: Recreation Master Plan
· Township of Uxbridge, Ontario: Culture and Recreation Management Plan
· Town of Simcoe, Ontario: Recreation and Leisure Master Plan
· Town of Alliston, Ontario: Culture and Recreation Master Plan
· City of Stoney Creek, Ontario: Recreation and Culture Master Plan
· Town of Lincoln, Ontario: Recreation and Culture Master Plan
· Town of Goderich, Ontario: Recreation Master Plan and Feasibility Study
· Township of Elma, Ontario: Recreation Master Plan
· City of Hamilton, Ontario: Culture and Recreation Master Plan
· Town of Espanola, Ontario: Culture and Recreation Master Plan
· Town of Grimsby, Ontario: Recreation and Parks Master Plan Update
· Town of Grimsby, Ontario: Recreation and Parks Master Plan
· Town of Ajax, Ontario: Recreation and Parks Master Plan
Township of Scugog, Ontario: Recreation and Parks Master Plan
Town of Caledon, Ontario: Wards 1 and 2 Parks and Recreation Master Plan
· Town of Wasaga Beach, Ontario: Tourism, Recreation and Culture Master Plan
· Canadore College, North Bay, Ontario: Recreational Facilities Master Plan
Norma Draper, B.A.A.
Recreation Planner, LeisurePlan International Inc.
Role: Senior Consultant
Norma has been a Recreation Planner with LeisurePlan International Inc. for over twelve
years. During that time she has been involved in fourteen facility feasibility studies,
seven recreation, culture and tourism master plans, and a number of special research
assignments throughout Ontario.
Norma's skills and experience relevant to this assignment include arena program and
activity needs assessments, the analysis of associated program/activity space
requirements, and the development of service provision strategies for ice pad facilities.
She has conducted these activities for numerous arena facility feasibility studies
including the following:
· The Caledonia Community Centre Committee, Caledonia, Ontario: Community Indoor Needs
Analysis and Multi-Use Community Centre Feasibility Study
· The Town of Flamborough, Ontario: Arena Feasibility Study: North Wentworth Arena and
Community Centre
· Town of Flamborough and the YMCA of Hamilton/Burlington, Ontario: Community Needs
Analysis and Multi-use Community Centre FeasibiBty Study
· City of Mississauga, Ontario: East Credit Community Centre Needs FeasibiBty Study
· Town of Picketing, Ontario: Ice Facigties Feasibigty Study
· City of Mount Pearl, Newfoundland: Arena Feasibility Study
· City of Scaflx}rough, Ontario: Birchmount Park Redevelopment Study
Norma was also a key team member in the development of the following Master Plans
which involved the assessment of arena program and facility requirements:
· Town of Newmarket, Ontario: Parks, Recreation and Culture Master Plan
· Town of Flamborough, Ontario: Recreation and Parks Master Plan
· City of St. Cathafines, Ontario: Recreation Master Plan
· Town of Whitchurch-Stottffvill¢, Ontario: Leisure Services Master Plan
Town of Fort Erie, Ontario: Leisure Master Plan
· City of Port Colborne, Ontario: Culture and Recreation Master Plan
· Town of Clearwater, Ontario: Recreation Master Plan
· Town of Grimsby, Ontario: Recreation and Parks Master Plan Update
· City of Owen Sound, Ontario: Comprehensive Recreation Master Plan
Norma will be involved in all phases of the study and will be responsible for day-to-day
contact with the Client.
4
WGA Wont Gretersen Architects Inc.
WGA Wong Gregersen Architects Inc. is one of the most specialized architectural
practices in Canada on community and recreation buildings in North America. The firm
has completed more than twenty community and sports centre projects over the past two
decades.
The firm's extensive experience ranges from renovations of small community centres to
mid size multi-purpose community complexes such as the Birchmount Park Recreation
Complex in Scarborough, to large scale sports facilities such as the $13 million
Woodstock District Community Complex. One of their most recently completed designs
includes the Searborough Ice Gardens, a $23 million project which consists of three ice
rinks with seating for 200 each, indoor 6 court beach volleyball facility, 28 lane bowling
alley, games room, fitness centre, caf6 and restaurant.
Our team for the City of Niagara Falls Arena Facilities Feasibility Study will include Mr.
Brian Gregersen, a principal ofWGA Wong Gregersen Architects.
Brian Gregersen,' OAA, MRAIC
Principal, WGA }gong Gregersen Architects Inc.
Role: Architectural Consultant
Brian Crregersen co-founded WGA Wong Gregersen Architects Inc. with Henry Wong in
1990. The firm places special emphasis on institutional, hospitality and community-based
building types.
Brian has a professional relationship with our Project Director, John Stevenson, spanning
almost 20 years.
Brian's role on this project would include space programming to determine the overall
size of facilities as well as the size of any individual activity/support areas, the
identification of facility design guidelines, and capital cost estimating.
Brian's relevant experience includes the following:
St. Thomas Twin-Pad Area Complex: Community hall, twin-pad arena 85' X 200' with 500 seats,
dressing rooms, food service, offices. 80,000 sq. ft. $7 million. Design phase.
Georgina Community Centre and Library Main Library: Practice rink, banquet hall, community
rooms, gymnasimn, youth centre, and learning centre. 50,000 sq.ft. $7 million. Construction phase.
Halton Hills Aquatic and Multi-Purpose Complex: Leisure pool, 25 m training pool, multi-propose
rooms, fitness room, and children's activity room. 36,000 sq.ft. $8,500,000. Working drawing phase.
5
Smiths Falls Memorial Arena Renovation and Expansion: Redevelep and upgrade the 1952 arena
with 1,800 seats to current standard. Renovation to improve connection and operation with adjacent
10-year old arena. Feasibility study phase.
Quinte West Memorial Garden Arena R~enovation and Expansion: Redevelop the old rink to 85' X
200' with 1,000 seats. Enlarge the front lobby and community hall and ancillary facilities. $7 million.
Master plan phase.
A~et Management of 200 Sports and Recreations Centre, City of Toronto: Due diligence
ass~sment of 200 community centres, arenas, pools and museums across the mega-city. Scope
includes architectural, structural, mechanical, electrical, roof, life safety and hamer-free accessibility.
Life cycle cost is developed for each facility inclusive of capital budget forecast for repair or
replacement distributed over the next 11 years (2002-2012). Completion in 2002.
Etobicoke Olympium Redevelopment, Toronto: The project scope includes firstly physical audit
(architectural, sa'uctural, mechanical, electrical, roof, life safety and barrier-free accessibility) with
condition and priority ratings, repair or replacement cost, and life cycle expenditure over the next ten
years. Secondly the 25 year-old 50 m pool complex will be re-planned to suit current recreation trends,
and re-designed to moet the changing demographics and current sports and recreation needs. The $5
million renovation will be phased over 2002-4. Design phase.
Goulbonrn Sports and Recreation Complex, Ottawa: The multi-purpose community recreation
complex consists of a six-lane 25 m leisure pool, two arenas with 200 seats each, fitness centre, youth
centre, programming rooms, wellness clinic and auxiliary facilities. Outdoor play fields include two
soccer fields and a soRball diamond. The $18 million complex will be built in phases. Phase I $10
million was completed in November 2000.
Kingston 4-Pad Arena and Entertainment Centre (401 Complex): Four ice arenas, 12-screen
cinemas, 32-lane bowling centre, entertainment centre, sports bar and restaurants. 255,000 sq. ft., $33
million. Planning phase. 10-hectare site at Hwy 401.
Woodstock District Community Recreation Complex: Community hall, gymnastic centre, twin-pad
arena with 3,000 seats, meeting rooms, activity rooms, food service, offices. Future phases also include
a theatre, auditorium, senior citizens centre and a YMCA. 132,000 sq.ft. $13 million. 1996. 2001
Birchnmunt Park Community Centre, Scarborough: Leisure pool, childeare room, multi=purpose
room, crafts room, activity rooms, and offices. 40,000 sq. fl. $ 8.6 million. Completed 1994-96 in
phases.
6
B. RELEVANT PROJECT REFERENCES
The following lists three references from our most recent relevant projects. Please note
that our proposed core team members for this assignment, John Stevenson, Norma Draper
and Brian Oregersen, were also the core team members on these relevant projects.
1) City of Port Coiborne Financial Feasibility Investigation - Proposed
Complex at the T. A. Lannan Sport Complex
Date completed: on-going
Client contact:
Mr. Tom Lannarg Director of Community Services, City of Port
Colborne, (905) 835-2900 ext. 113
LeisurePlan has been retained by the City of Port Colbome to undertake a financial
feasibility investigation for a proposed complex at the T. A. Lannan Sport Complex. The
major component of the study is the investigation of options for replacing the existing
aging arenas and their future potential for hosting tournaments and special event
activities.
2)
Caledonia Community Centre Committee Arena Feasibility Study and
Business Plan
Date completed: January 2002
Client contact: Mr. Ralph Luimes, Committee Chair, (905) 765-8441 ext. 19
LeisurePlan was retained by a group of private citizens (the Caledonia Community
Centre Committee) in the Town of Caledonia to prepare a community needs assessment
for indoor leisure facilities. The study recommended the development of a new twin pad
arena to replace an existing arena and to accommodate demand for a second ice pad in
the community. The Committee subsequently retained LeisurePlan to prepare a detailed
feasibility study and business plan for the twin pad facility.
7
3) Town of Flamborough Arena Feasibility Study
Date completed:
Client contact:
October 2000
Mr. Dale Wood, Manager of West District, City of Hamilton Culture
and Recreation Division, (905) 546-2533
Prior to its amalgamation in the City of Hamilton, the former Municipality of the Town
of Flamborough retained LeisurePlan International Inc. to conduct a comprehensive
needs assessment of indoor and outdoor leisure services in the community, including
arenas. The study recommended the development of an additional indoor ice pad in the
community, preferably twinned with the existing North Wentworth Community Centre
arena in the community's urban cemre of Waterdown. The Town subsequently retained
LeisurePlan to conduct a detailed financial feasibility study for the proposed twin pad.
8
C. PROPOSED RESEARCH PROCESS
The following describes the sequence of tasks we propose to undertake to develop the
Feasibility Study.
Task 1. Client Meeting
· We will meet with the client's representatives to:
- Review the terms of reference
- Confirm existing information sources
- Confirm project timing
- Obtain authorization to proceed with the research
Task 2. Establish Planning Context
· We will review and assess the implications of the following to this assignment:
- Municipal reports, policies, studies, data, etc. related to arenas.
- Population profiles (i.e. age group, gender, family size and structure, income
levels, etc.) and growth projections for the City.
· We will identify and assess existing data and research concerning local, provincial
and national trends in arena provision and ice related activity participation
Task 3. Conduct Municipal Staff Interviews
· We will conduct interviews with senior Municipal staff associated with the provision
of arena services including, but not limited to:
- The Director of Parks, Recreation and Culture
- The Superintendem of Facilities
- The Director of Finance
9
The purpose of the interviews will be to obtain information and discuss, from the
Municipality's perspective, the following:
- Ice related program, facility and support service requirements
- Relevant policies and procedures (use, users, fees, ice time allocation, prime
time/non-prime time designations, etc.)
- Organizational structure and staffing
- Operational expenditures and revenues
- Facility and site options
- The current status and likely future direction of the talks between the
Municipality, the Niagara Parks Commission and the Falls Management
Company
Task 4. Conduct User Group Survey to Identify_ Needs
We will review the results of the Municipality's prior survey of arena user groups and
identify additional information requirements for the purposes of this study. We will
conduct a survey to obtain the necessary information and to confirm the needs
previously identified by the arena user groups.
· We anticipate that information required from the arena user groups will include:
- Current and historical program registration (# of participants, age group,
gender, physical ability, etc.)
- New/expanded programs proposed to be provided
- # of potential participants on waiting lists
- Current amount of ice time used and projections of future requirements
- Arena facilities used both in the City and in the Region
- Special facility requirements/support services
- User fees
- Potential contributions to the development/redevelopment of arenas
- Issues and concerns
· We will prepare the survey questionnaire to be distributed to the arena user groups.
We propose that the Municipality assume responsibility for:
- Photocopying and distributing the survey questionnaire forms to the arena
user groups
- Conducting follow-up telephone calls to the arena user groups to encourage
return of the completed questionnaires
As such, we can focus our attention (and our project resources) on the assessment of
the information provided in the completed questionnaires.
10
The information obtained from the arena user group survey will be assessed to
identify current and future facility reqtfirements as well as group's opinions as to the
future operations of arenas in the City. The information will provide the background
data for the needs analysis (Task 7).
Upon completion of our assessment of the groups' submissions we will conduct
telephone interviews with the arena user groups to confirm their requirements and
opinions.
Task 5. Prepare an Inventory_ and Assessment of Existing Arenas in the City
· We will prepare an inventory of the supply and provision of arenas in Niagara Falls,
which will include the following information releVant to the Study:
- Location
- Size of building and ice pads (dimensions)
- Age of facility
- Activity/support areas (e.g. seating, washrooms, change rooms, etc.)
- Use profile (by types of use and types of users)
- Utilization profile (prime time/non prime time, and ice in/ice out)
· We will prepare a profile of Municipal arena operations in the City including:
- Organizational structure
- Staffing levels
- Financial performance, operational revenues and expenditures
- User fees
- Operating season and operating schedule
- Contracted services
· We will prepare an overview assessment of the infrastructure of the existing arenas
including:
- Back of house systems
- Refrigeration plant
- Life safety systems
This assessment will also identify issues, opportunities and constraints associated
with each arena facility and their potential for redevelopment or expansion in the
future.
· We will review the existing Municipal report concerning the structural integrity of the
arenas and will incorporate a summary of the findings into our report.
11
T~;k 6. Prepare an Inventory_ of Arena~ in the Region and Undertake a Comparative
Assessment
We will prepare an inventory of the arenas in the Region, to include information
comparable to that prepared for the Municipal inventory. We have a basic level of
awareness of the arenas in Niagara Region through our recent work for the City of
Port Colbome. We will use this as a basis for a more detailed inventory for the
purposes of this study.
· We will prepare a comparative assessment of the similarities and differences among
the regional facilities and those in Niagara Falls, with specific regard to the following:
- Number of ice pads
- Size of ice pads (dimensions)
- Activity/support areas (e.g. seating, washrooms, change rooms, etc.)
- Use profile (by types of use and types of users)
- Use for special events and tournaments
- Utilization profile (prime time/non prime time, and ice in/ice out)
- Organizational structure
- Staffing levels
- Financial performance, operational revenues and expenditures
- User fees (resident and non-resident)
- Operating season and operating schedule
- Contracted services
Task 7. Undertake Program/Activity Needs Assessment
· We will undertake an analysis of arena user groups' opinions of their program and
activity requirements to identify current and future (five and ten year) program and
activity needs. The analysis will identify and assess the implications of the following
factors to the current and future provision of arena related programs and activities.
- Current program and activity provision
- Current facility use
- Current participant and participation profile
- Existing unmet program and activity requirements
- Projected future program and activity requirements
- Special equipment and facility requirements
- Demographic profile of the community and projections of future population
- Local, regional, provincial and national trends in program and activity
participation
12
We will undertake an analysis of the arena related tournament requirements to identify
current and future (five and ten year) needs. The analysis will identify and assess the
implications of the following factors to the current and future provision of arenas.
- Current facility use
- Current participant and participation profile
- Projected future requirements
- Special equipment and facility requirements
- Local, regional, provincial and national trends in tournament participation
The analysis will determine the current and future requirements of arena user groups
and tournaments. These requirements will be expressed as the number of hours
required per week of ice time, characterized as follows:
- Prime time and non-prime time
- Ice in and ice out/season
- Type of facility
- Type of use
We will determine whether the identified requirements can be accommodated in the
existing arenas based on their current level of use and utilization (as determined in
Task 5). We will identify which requirements may not be accommodated in the
existing arenas.
Task 8. Client Meeting
· We will meet with the Client to:
- Present and review the results of the tasks conducted in Phase I
- Discuss the tasks to be conducted as part of Phase II of the Feasibility Study.
If we establish that the current and future arena requirements can be accommodated
in the existing facilities, the focus of Phase II will be the development of business
plan strategy options.
13
T&qk 9. Develop Activity Space Program and Design Brief
For current and future requirements identified in Task 7 that cannot be accommodated
in existing arenas, identify the number and/or type of facility and the type of support
services required including lobbies, washrooms, dressing/change rooms, office,
storage, multi-purpose rooms and other "public" spaces, etc. This building space
program will be used as a guide in the establishment of the facility options.
Task 10. Evaluate Facility Development/Renovation/Re-Development Options
We will explore the range of options to accommodate the current and furore
requirements such as additional ice pads and/or changes to existing facilities. These
options may include, for example, renovating/re-developing an existing facility,
adding to an existing facility, or the development of new facilities.
If one of the options is the developmem of new facilities, we will assess the
suitability of up to three potential locations, to be identified by the Municipality.
· For each option, we will identify:
- Physical features including area and expansion potential
- Condition of existing buildings
- Surrounding land uses and ownership
- Municipal planning and zoning requirements
- Parking provision, vehicular access and circulation
- Pedestrian access and circulation
- Location relative to competitive and complementary facilities
- Proximity to users
- Land availability and cost of acquisition if required
- Construction and servicing costs
- Operational efficiency (staffing, shared equipment, operational revenues and
expenditures, etc.)
We will assess each potential option, and for each, identify their relative advantages
and disadvantages. This will result in the identification of a preferred option.
14
T~k 11. Develop Business Plan Strategy_ Options
We will prepare business plan strategy options to guide the provision of Municipal
arenas in Niagara Falls in the future. The factors to be included in each option will
include:
- Facility provision
- Use/users (ice allocation)
- Prime time/non-prime time designations
- Organizational structure
- Staffing levels
- Operational revenue sources
- User fees (resident and non-resident)
- Operating season and operating schedule
- Contracted services
- Partnerships
We will assess each business plan strategy option, and for each, identify their relative
advantages and disadvantages. This will result in the identification of a preferred
strategy based on optimal financial performance and level of service provision.
Task 12. Prepare Summary Report of Future Requirements and Options
We will prepare a summary report of the future requirements and facility and
business plan strategy options. The report will be presented to the Client and the
arena user groups in the subsequent activities identified in Tasks 13 and 14.
Task 13. Client Meeting to Discuss the Options for Business Planning Strategies and
Facility Development/Renovation/Re-Development
· We will meet with the Client to:
Review the options for business plan strategies and facility development/
renovation/re-development and review the preferred option for each
Discuss the format and content of the public meeting/workshop to be
conducted with arena user groups
Obtain an update fi.om the Client as to the discussions between the
Municipality, the Niagara Parks Commission and the Falls Management
Company, and any potential facility proposals on the part of the Falls
Management Company. We will incorporate any implications to the study in
the report.
15
Task 14. Conduct a Public Meeting/Workshop With Arena User Groups
We will conduct a public meeting/workshop with arena user groups' representatives
to present the options regarding business plan strategies and facility
development/renovation/re-development. Up to two representatives fi.om each group
will be invited to attend.
The Public Meeting will be conducted in two parts over the course of approximately
2.5 hours one evening. The first part of the meeting will be a formal presentation by
LeisurePlan staff of the purpose of the meeting, the background to the study, and the
options. We will then address any questions of clarification from the participants.
The concept, format and eontem of the workshop portion of the evening will then be
introduced to the participants. Participants will then be divided into work groups and
asked to discuss the options presented within their work group. They will then be
asked to share their comments with all participants. LeisurePlan staff will facilitate
this discussion process.
We will document all commems raised during the public meeting/workshop.
· The Municipality will be responsible for:
- providing a meeting space for the public meeting/workshop
- distributing notices of invitation to each group
- providing refreshments for participants
We will be responsible for:
- preparing the original copy of the invitation
- all materials presented/distributed at the public meeting/workshop
T,ak 15. Client Mee6ng .to Discuss Development/Re-Developmem Options and the
Results of the Public Meeting/~/orkshop With Groups
We will meet with the Client to review the facility development/renovation/re-
development options and the user groups' comments on the options fi.om the Public
Meeting/Workshop.
The preferred options regarding the business plan and the facilities will be selected.
The Client will authorize LeisurePlan to proceed to finalize the preferred options.
16
Task 16. Prepare Refined Business Plan Strategy_ and Preferred Facility_ Concept
· We will prepare a refined Business Plan Strategy, which will include any proposed
arena facilities and improvements.
If any new arena facilities are required or any renovations/re-development of existing
facilities are proposed, we will develop a description of the preferred facility concept,
which details the type and configuration of the facility, characteristics and functional
relationships and site location.
Capital cost estimates for any potential new facilities or any renovations/re-
development of existing facilities will be identified including the following:
- Design fees
- Legal and survey fees
- Building construction costs
- Site development costs
- Major equipment and furnishings
- Contingencies
- Escalation
A concept plan will be developed for any potential new facility or any renovations/re-
development of existing facilities. The concept plan will incorporate the following:
- Building location and orientation
- Building size
- .Functional space allocation and relationships
- Conceptual floor plan and elevation
T_ask 17. Drat~ Report and Client Meeting
· We will prepare a draft final report and meet with the client to review. The report
would subsequently be revised if required.
17
T~ 18. Final Report and Presentation to Council
· We will produce a Final Report and present it to Municipal Council.
18
D. PROJECT COST
The total and all-inclusive fee of the research as described in this proposal is $49,883.40.
This includes the following allocations:
~sional Fees: $42,470.00
G.S.T. $2,972.90
Total $45,442.90
~ $4,150.00
G.S.T. $290.50
Total $4,440.50
E. TIMING
As indicated in our proposed study methodology, we anticipate submitting the draft final
report approximately twenty weeks (5 months) after project initiation.
19
F. CURRICULUM VITAE
2O
John A. Stevenson, M.C.I.P, R.P.P.
EDUCATION
B.A. (Hons.) University of Toronto, 1976
M.Sc. Urban and Regional Planning, University of Toronto, 1979
PROFESSIONAL BACKGROUND
1988 - Date LeisurePlan Intemational Inc.
President, Principal Planner
1988 - 1992 Cansult International Consultants
Director of Tourism and Recreation Planning and Design
1987 Marshall Macklin Monaghan Limited
Manager, Landscape Architecture, Urban Design and Recreation Planning
1984 - 1987
1980 -1985
1979- 1980
John A. Stevenson Associates
Principal
Roger Du Toit Architects, Du Toit Associates
Associate, Planner
Roger Du Toit Architects, Du Toit Associates
Project Manager, Planner
PROFESSIONAL MEMBERSHIPS
Full Member, Canadian Institute of Planners
Registered Professional Planner (Province of Ontario)
Member, International Association of Amusement Parks and Attractions
Member, Wodd Waterpark Association
RELEVANT EXPERIENCE
Comprehensive Master Plans and Plannin.q Research
City of Toronto, Ontado: Outdoor/ce Facilities Harmonization Study
Town of Newmarket, Ontado: Parks, Recreation and Culture Master Plan
Town of Flamborough, Ontado: Recreation and Parks Master Plan
City of St. Cathadnes, Ontado: Recreation Master Plan
Metropolitan Toronto Parks and Property Department: Regional Parks Master Plan
Town of Whitchurch-Stouffville, Ontado: Leisure Sen4ces Master Plan
Town of Fort E~e, Ontado: Leisure Master Plan
City of Port Colbome, Ontario: Culture and Recreation Master Plan
Town of Clearwater, Ontario: Recreation Master Plan
Township of Ennismore, Ontado: Recreational Needs Master Plan
Town of Gdmsby, Ontario: Recreation and Parks Master Plan Update
City of Owen Sound, Ontado: Comprehensive Recreation Master Plan
Town of Wingham and Area, Ontario: Recreation Master Plan
Township of Uxbridge, Ontario: Culture and Recreation Management Plan
Town of Simcoe, Ontado: Recreation and Leisure Master Plan
Town of Alliston, Ontado: Culture and Recreation Master Plan
City of Stoney Creek, Ontado: Recreation and Culture Master Plan
Town of Lincoln, Ontado: Recreation and Culture Master Plan
Town of Godedch, Ontario: Recreation Master Plan and Feasibility Study
Township of Elma, Ontado: Recreation Master Plan
City of Hamilton, Ontado: Culture and Recreation Master Plan
Town of Espanola, Ontario: Culture and Recreation Master Plan
Town of Grimsby, Ontado: Recreation and Parks Master Plan Update
Town of Gdmsby, Ontario: Recreation and Parks Master Plan
Town of Ajax, Ontario: Recreation and Parks Master Plan
~enior Planning Consultant:
· Township of Scugog, Ontario: Recreation and Parks Master Plan
· Town of Caledon, Ontario: Wards I and 2 Parks and Recreation Master Plan
· Town of Wasaga Beach, Ontario: Tourism, Recreation and Culture Master Plan
· Canadore College, North Bay, Ontario: Recreational Facilities Master Plan
2
Feasibility Studies and Market Research
Project Director:
·
St. Peter's Hospital, Hamilton, Ontario: Market Research for Potential Development of an Employee
Wellness Program
YMCA Re-Launch Committee, YMCA of St. Catharines, Ontario: Market Research Workshop and
Consultation Program
· YMCA of St. Catharines, Ontario: Market Research Concerning the Re-Launch of the St. Catharines
YMCA (including a Competitive Market Assessment and Market Research of Current Members, Non-
Members and Former Members)
· City of Niagara Falls, Ontario: Market Research Concerning the Location of a Potential New Multi-
Use Community Centre, Including Municipal, YMCA and Boys and Girls Club Facilities
· YMCA of Owen Sound, Ontario: Market Research Concerning the Re-Development of the Existing
YMCA Facility and a New Regional Aquatics Facility Component
· YMCA of Owen Sound, Ontario: Feasibility Study for a New Regional Aquatics Centre
· YMCA of Hamilton/Burlington, Ontario: Assessment of Trends in the Family Camping Market
· YMCA Camp Wanakita, YMCA of Hamilton/Burlington, Ontario: Market Research in the City of
Hamilton Related to a Summer Overnight Residential Camping For Children, Youth and Teens
· YMCA Camp Wanakita, YMCA of Hamilton/Burlington, Ontario: Market Research in the City of
Burlington Releted to a Summer Overnight Residential Camping For Children, Youth and Teens
· Town of Newmarket, Ontario: Consultation Concerning the Development of a Strategy for Municipal
Services for Teens
Town of Whitchurch-Stouffville, Ontario: Consultation Concerning a Proposed Public/Prlvete
Partnership
· City of Guelph and the YMCA-YWCA of Guelph, Ontario: Consultation Concerning a Potential
Partnership Concerning the Development and Operation of a Multi-Use Community Centre
· The Caledonia Community Centre Committee, Caledonia, Ontario: Community Indoor Needs
Analysis and Mufti-Use Community Centre Feasibility Study
· The Town of Flamborough, Ontario: Arena Feasibility Study: North Wentworth Arena and Community
Centre
· City of Port Colbome, Ontario: Feasibility Study for a Proposed New Multi-Use Community Centre
· YMCA of Toronto, Toronto, Ontario: Market Research for Potential Development of a YMCA Facility
in Orangevflle
· YMCA of Peterborough, Ontario: Market Research for the Potential Re-Development of the
Peterborough YMCA Facility
· St. Mary's Memorial Hospital Foundation and the YMCA of Stratford, Ontario: Market Research for
Potential Development of a New Health and Fitness Centre in the Town of St. Mary's
3
· YMCA of Hamilton/Burlington, Ontario: Market Research for Potential Development of a New Adult
Hfornen's Change Room at the Downtown Hamilton Branch Facility
· YMCA of Sudbury, Ontado: Market Research for the New YMCA 'Centre For Life" Facility
· YMCA of Welland, Ontario: Market Research in the City of We#and for Potential Development of a
New YMCA Fac##y
· YMCA of VVelland, Ontario: Market Research in the Town of Pelham for Potenb'al Development of a
IVew YMCA Facility in We#and
· 'rrm Caledonia Community Centre Committee, Caledonia, Ontario: Community Indoor Needs
A,'mlysis and Multi-Use Community Centre Feasibility Study
· YM-YWCA of Brantford, Ontario: Market Research for Potential Development of a New YM-YI/VCA
F~cillty
· YMCA of Oakville, Ontario: Market Research for Potential Development of a New YMCA Facility
· YMCA of Hamilton/Burlington, Ontario: Market Research for Potential Development of a Family
YMCA Facility in the Town of Flamborough
· YMCA of Hamilton/Burlington, Ontario: Market Research for Potential Re-Development of the
Bur#~n YMCA Facility
· YMCA of Hamilton/Burlington and the Town of Ancaster, Ontario: Market Research in Ancaster for
Potential Development of a Family YMCA Facility in the Hamilton Mountain Area
· YMCA of Hamilton/Burlington, Ontario: Market Research of in Hamilton and Stoney Creek for
Potential Development of a Family YMCA Facility in the Hamilton Mountain Area
· Town of Flamborough and the YMCA of Hamilton/Burlington, Ontario: Community Needs Analysis
and Multi-use Community Centre Feasibility Study
· O~tario Workers Arts and Heritage Centre, Ontario: Ontarfo Workers' Arts and Heritage Centre
Feasibi#ty Study and Master Plan
· Ltndsay Boys and Girls Club, Lindsay, Ontario: Community Needs Assessment and Facility Feasibility
· Hamilton East Kiwanis Boys and Girls Club, Hamilton, Ontario: Community Needs Assessment and
F~cillty Feasibility Study
· Family YMCA of Sarnia-Lambton, Samia, Ontario: Marketing Study
· City of London, Ontario: White Oaks Community Indoor Pool and Community Centre Feasibility Study
· Town of Markham, Ontario: Armadale Community Centre Feasibility Study
· Sudbury YMCA, Sudbury, Ontario: Community Wellness and Lifestyle Centre Feasibility Study
· Town of Grimsby, Ontario: Aquatic Facility Feasibility Study
· City of Mississauga, Ontario: East Credit Community Centre Needs Feasibility Study
· Town of Pickering, Ontario: Ice Facilities Feasibility Study
4
· Veneto Federation of Ontado, Woodbddge, Ontario: Veneto Centre Feasibility Study
· City of Mount Pearl, Newfoundland: Arena Feasibility Study
· Tiny Township, Ontario: Community Centres I=easibility Study
· City of Scarborough, Ontario: Birchmount Park Redevelopment Study
· City of Scarborough, Ontario: City ~18de Arena Needs Study
· Town of Whitchurch-Stouffville, Ontado: Recreation Needs Study - Indoor Pool and Fitness Centre
· Brant Sikh Organization, Brantford, Ontario: Community Cenffe Feasibility Study
· Toronto French School, Toronto, Ontado: Community Centre Feasibility Study
· City of Stoney Creek, Ontario: Arena and Indoor Pool Feasibility Study
· Trycana Developments Inc., Montreal, Quebec: Leisure Centre Feasibility Study
· Town of Clearwater, Ontado: Community Recreation Complex and Aquatic Cenffe Feasibility Study
· City of Owen Sound, Ontario: Aquatic Centre Feasibility Study
· City of Owen Sound, Ontario: Gymnastic Centre Facility Feasibility Study
· Town of Wingham Ontario: Community Centre Feasibility Study
· Town of Goderich, Ontario: Community Centre and Aquatic Centre Feasibility Study
· Townships of Elma and Logan, Ontario: Arena and Community Centre Feasibility Study
· Oshawa Senior Citizens Centre, Oshawa, Ontario: Needs Assessment Research Project
· The Ukranian Youth Association of Canada, Mississauga, Ontario: Millennium Cultural Centre
Feasibility Study
· Town of Aurora, Ontado: Family Leisure Complex Feasibility Study
· Town of Aurora, Ontado: Arena Feasibility Study
· Town of Grimsby, Ontario: Arena and Fitness Facilities Feasibility Study
· The United Townships of Sherboume, McClintock and Livingstone, Dorset, Ontado: Community
Centre Feesil~T~ty Study
· The Independent Mutual Benefit Federation, Niagara Falls, Ontario: Cultural and Recreational Centre
Feasibility Study
· Town of Gdmsby, Ontado: Arena Evaluation Study
· The Huronviow Home for the Aged, Clinton, Ontario: Huron County Seniors Needs Study
· Halleram Development Inc., Belleville, Ontario: Heritage Square Market Study
5
Senio~ Planning Consultant:
· Halton Regional Conservation Authority, Halton, Ontario: Bronte Creek Provinc/at Perk Core
Development Program Identification, Feasibility Analysis and Marketing Strategy
· The Dallah Group, Heddah, Saudi Arabia: Da#ah Science and Technology Cenbe for Children,
Operational and Administrative Plan, Concept Development and Feasibility Study
· City of East York, Ontario: Community Ce~tEe Feasibility Study
· Town of Richmond Hill, Ontario: Aquatic Centre Feasibility Study
· City of Chatham, Ontario: Chatham Thames Athletic Complex Feasibility Study
· Town of New Liskeard, Ontario: Aquatic and Fitness Facility Feasibility Study
· The Steel Company of Canada, Hamilton, Ontario: Prototypical Design of a Smell Town Aquatic
Centre
· The Unionville Homes Society, Unionville, Ontario: Union Villa Master Development Plan (Residerrfial
and Health Care Facilities)
· Niagara Parks Commission, Niagara Falls, Ontario: Toronto Powerhouse Feasibility Study
Project Director:
·
Mana.qement and Operational Reviews
Parks and Property Department, Municipality of Metropolitan Toronto, Ontario: Comparative
Assessment of Municipal Financing of Parks Functions W"ithin Metropolitan Municipalities
· Laurentian Ski Club, North Bay, Ontario: Laurentian Ski Club Operational Review Study
· The Ontado Ministry of Toudsm and Recreation, Toronto, Ontado: Operational Reviews: A Path to
Organizational Fitness
· The Ontado Ministry of Tourism and Recreation, Toronto, Ontario: Preparation of Operation Review
Training Package
· Town Council, Aurora, Ontario: Guidance and Direction for the Department of Leisure Services
· Town Council, Aurora, Ontario: Leisure Services Director Selection
· Town and Township Councils, Campbellford, Ontario: Town of Campbellford and the Township of
Seymour Recreational Services Operational Review
· Town Council, Port Hope, Ontado: Recreation and Parks Services Operational Review Study
· Township of Uxbridge, Ontado: Parks and Recreation Functions Operational Review Study
6
Senior Consultant:
· Town Council, Aurora, Ontado: Public Works Department, Engineering Department and Leisure
Services Department Management and Organizational Evaluation
· The Ontario Research Council on Leisure and the Recreation Division, Ministry of Tourism and
Recreation, Toronto, Ontario: Ministry of Tourism and Recreation Training Program Evaluation
· The Multicultural Service Programs Grant, for the Newcomer Services Branch, Ministry of Citizenship
and Culture, Toronto, Ontado: Revised Criteria, Application Forms and Reporting Procedures Study
· The Employment Training Branch, Ontario Ministry of Skills Development, Toronto, Ontado:
Evaluation of Youth Start Program
Workshop Facilitation and Training:
· City of Niagara Falls, Ontado: Preparation for Undertaking a Culture and Recreation Master Plan
· The Towns of Pettawawa and Deep River, Ontado: Operational Review Workshop
· The Ontario Ministry of Tourism and Recreation, North Bay, Ontado: Workshop on Operational
Reviews: A Management Technique for Recreation Organizations
· The Ontado Ministry of Tourism and Recreation and the Chatham Facility YMCA, Ontado: Southwest
Region Senior Administrators Workshop
· The City of North Bay, North Bay, Ontario: Sports Organization Conference- Organizational
Development, Operation Reviews and Strategic Planning
· The Ontado Ministry of Toudsm and Recreation, Hamilton, Ontado: Workshop on Coping with
Change in the Recreation Management Environment
· The Senior Management Institute and the Ministry of Toudsm and Recreation, Town of Whitby,
Ontario: Workshop on Recreation Planning for Effective Change
Senior Consultant:
·
Toudsm Studies
Americana Resort, Niagara Falls, Ontado: Market and Feasibility Investigation Concerning the
Potential Development of a Themed Destination AEraction
Trycana Developments Inc., Montreal, Quebec: Market and Feasibility Investigation Concerning the
Potential Development of a Themed Tourist Destination Attraction in Amman Jordan
· Bonne Bay Development Association, Bonne Bay, Newfoundland: Bonne Bay Tourism Development
· Royal Shediac Resort Inc., Shediac, New Brunswick: Four Season Resort Feasibi#ty Study and
Master Plan
· Bahiatuma, State of Bahia, Brazil: Tourism Master Plan Strategic Framework
· Halton Regional Conservation Authority, Halton, Ontado: Bronte Creek Provincial Park Core
Development Program Identification, Feasibility Analysis and Marketing Strategy
· Hazy Investments Inc., Nicosia, Cyprus: Porto Idni Tourism Complex Master Plan and Feasibility
Studies
· City of Oshawa, Ontario: Oshawa Herbour and Secondary Plan Area Redevelopment Study
· City of Niagara Falls, Ontario: Tourism Master Plan
· Town of Wasaga Beach, Ontario: Tourism, Culture and Recreation Master Plan
· M#lstead Development Inc., Markham, Ontario: Buckhorn Lake and Gallery on the Lake
Tourist/Residential Development Master Plan
· Wlkwemikong Indian Band, Manitoulin Island, Ontario: Waterfront Opportunities and Development
Fees/bSity Study
The Village of Victoria Hart)our, Ontario: Victoria Harbour Waterfront Development Master Plan
· Abu Dhabi, United Arab Emirates: Corniche Beautification Stage I1: Planning and Design
· Laurentian Ski Club, Mattawa, Ontario: Mount Antoine Ski Area Development Feasibility Study
· The Dallah Group, Jeddah, Saudi Arabia: Makatum Quarry Theme Park, Cairo, Egypt
· The Dallah Group, Jeddah, Saudi Arabia: Great Bitter Lake Resort Development, Ismailia, Egypt
· The Dallah Group, Jeddah, Saudi Arabia: Market Assessment of Turkey, Egypt and Cyprus for
Tourism, Leisure and Recreational Development
· The Niagara Parks Commission, Niagara Falls, Ontario: Toronto Powerhouse Feasibility Study:
Market and Visitor Analysis
· Central Lake Ontario Conservation Authority, Ontario: Outdoor Recreation Feasibility Study
Parks, Waterfront and Open Space Planning and Landscape Design
Project Director:
· Municipality of Abu Dhabi, Abu Dhabi, United Arab Emirates: Comiche Beautification Stage I1:
Planning and Design
· Ministry of Public Works (S.P.F.O.), Emirate of Kuwait: Kuwait Regional Parks Predevelopment
Master Plan
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Regional Parks Landscape
Assessments
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Mountain Bike Workshop
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Survey of Trail Users
8
· Metropolitan Toronto Parks and Property Department, Toronto, Ontado: Regional Parks Master Plan
Community Open House and Workshops
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Regional Parks Use and
User Survey Combined Report (1992 & lgg3)
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Regional Park Use and User
Survey Study Update (1993)
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Design of Planning and
Public Consultation Process
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Public ParticJpation
Techniques Review
· Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Parks Trends Analysis
· The Municipality of the City of Toronto, Ontario: Don Valley Trail Use Survey
· The Municipality of the City of Toronto, Ontario: Study of Potential Recreational Use of the Don Valley
· The Municipality of the City of Toronto, Ontario: Review of Recreation Aspects of the Leslie Street
Extension and Bayview VlSdening Environmental Assessment
· Town of Fort Erie, Ontario: Crystal Beach Public Parkland and Beach Acquisition and Waterfront
Planning Sb'ategy .
· Millstead Developments Inc., Peterborough, Ontado: Gateway Park Conceptual Plan and Design
· Millstead Developments Inc., Markham, Ontario: Lindsay Golf Course Redevelopment Master Plan
· Linmac Inc., Cobourg, Ontario: Wellers Bay Retirement Community Master Plan
· City of Samia-Clearwater, Ontario: Brights Grove/I-luronview Park Feasibility Study
· City of Scarborough, Ontario: Harrfson Estates Master Plan
· Town of Lincoln, Ontario: Jordan Park Master Development Plan
· Town of Lincoln, Ontario: Lincoln Community Park Complex Feasibility Study
· Town of Lir~otn, Ontario: Town of Lincoln Community Park Conceptual Plan
· Town of Aurora, Ontario: Aurora Highlands Park Conceptual Design
· Town of Aurora, Ontario: Aurora Park/end Design end Subdivi$ior; Application Review
· Town of Aurora, Ontario: Aurora South Parkland and Recreation Development Plan
· Town of Aurora, Ontario: Preparation of the Town of Aurora Woodiot Policy
· Town of Aurora, Ontario: Holland River Valley Park Development Plan
· Village Council, Victoria Harbour, Ontario: Village of Victoria Harbour Community Park Conceptual
Plan
VRlage Council, Victoria Harbour, Ontario: t~n~toria Harbour Waterfront Development.Master Plan
· Town of Richmond Hill, Ontado: Town of Richmond Hill Sports Field Design and Maintenance
Standards
· The Department of Northern Development and Indian Affairs, Ottawa, Ontado: Parks Canada
Community Participation Study
· Ontario Ministry of the Environment, Ontario: The Planning Implications of Erosion on Minor
Watercourses in Metropolitan Toronto
Partner in Charge:
CGL Engineering, Markham, Ontado: Langstaff Transportation Gateway, Town of Richmond Hill:
Landscape Master Plan, Urban Design and Land Use Planning
· CGL Engineering, Markham, Ontario: Transit Terminal, Town of Vaughan, Landscape Master Plan
· CGL Engineering, Markham, Ontario: Transit Terminal, City of Brampton, Landscape Master Plan
· CGL Engineering, Markham, Ontario: BayviewAvenue Landscape Design
· Cansult International Consultants, ^bu Dhabi, UAE: Etisalat, The Emirates Telecommunications
Corp. Ltd., Head Office Building, Dubai, Landscape Design
· Cansult International Consultants, Abu Dhabi, UAE: Community Colleges, United Arab Emirates,
Comprehensive Landscape Plan
· Gulf Consult, Safat, Kuwait: Kuwait Museum of Science and Natural History, Landscape Master Plan
Senior Planning and Design Consultant:
· Halton Regional Conservation Authority, Halton, Ontario: Bronte Creek Provincial Park Core
Develolxnent Program ide~k~i~'~cation, Feasibility Analysis and Marketing Strategy
· Hazy Investments Inc., Nicosia, Cyprus: Porto Irini Tourism Complex Master Plan and Feasibility
Studies
· The Dallah Group, Jeddah, Saudi Arabia: Makatum Quarry Theme Park, Cairo, Egypt
· The Dallah Group, Jeddah, Saudi Arabia: Great Bitter Lake Resort Development, lsmailla, Egypt
Senior Planning .Consultant:
·
Urban Design
C#y of Hamilton through the Central Ama Co-ordinating and Implementation Committee, Hamilton,
Ontario: Ham/Eon Downtown Action Plan
The City of Burlington and the Downtown Businessmen's Association, Burlington, Ontario: Burlington
Downtown Revffelization Plan
Marathon Realty Ltd., Toronto, Ontario: Evaluation of Inter-Relationships: Toronto Railway
Lands/Harbour[ront
10
The Oriole Park Community Association, Toronto, Ontario: Assessment of Impact and Evaluation of
Development Character of Proposed Large Scale Mixed Use Develop Over Davisville Railway Yards
City West Developments Inc., Edmonton, Alberta: Heritage Valley Community Plan (Plan for a new
community and Town centre for 120,000 people on 10,000 acres of land in Edmonton's growth frfnge)
The University of Alberta, Edmonton, Alberta: University of Alberta University Student Housing (For
the architectural program, master plan and design of a 650 student residence)
11
Norma E. Draper
EDUCATION
B.A.A., Honours, Applied Geography, Ryerson Polytechnic University, 1989
PROFESSIONAL BACKGROUND
1996 - Date
LeisumPlan Intemational Inc.
Associate
1989 - 1996
LeisumPlan Intemational Inc.
Leisure Planner and Analyst
1989
1988
Seneca College of Applied Arts & Technology
Instructor, Liberal Studies - Urban Planning
Ontario Ministry of the Environment, Policy and Planning Department
Research Analyst
RELEVANT EXPERIENCE
Comprehensive Master Plans and Planning Research
· City of Toronto, Ontario: Outdoor Ice Facilities Harmonization Study
· Town of Newmarket, Ontario: Parks, Recreation and Culture Master Plan
· Town of Flamborough, Ontario: Recreation and Parks Master Plan
· City of St. Catharines, Ontario: Recreation Master Plan
· Town of Fort Erie, Ontario: Leisure Master Plan
· Town of Clearwater, Ontario: Recreation Master Plan
· Town of Gdmsby, Ontario: Recreation and Parks Master Plan Update
· City of Owen Sound, Ontario: Comprehensive Recreation Master Plan
Town of Gdmsby, Ontario: Recreation and Parks Master Plan Update
· Town of Wasaga Beach, Ontario: Tourism, Recreation and Culture Master Plan
Feasibility Studies and Market Research
· St. Peter's Hospital, Hamilton, Ontado: Market Research for Potential Development of an Employee
· YMCA Re-Launch Committee, YMCA of St. Catharines, Ontario: Market Research Workshop and
Consu#st/on Program
YMCA of St. Cathadnes, Ontario: Market Research Concerning the Re-Launch of the St. Catharfnes
YMCA (including a Competffve Market Assessment and Market Research of Current Members, Non-
Members and Former Members)
· City of Niagara Falls, Ontario: Market Research Concerning the Location of a Potential New Multi-
Use Community Centre, Including Municipal, YMCA and Boys and Girls Club Facilities
· YMCA of Owen Sound, Ontario: Market Research Concerning the Re-Development of the Existing
YMCA Facility and a New Regional Aquatics Facility Component
· YMCA of Hamilton/Burlington, Ontario: Assessment of Trends in the Family Camping Market
· YMCA Camp Wanaklta, YMCA of Hamilton/Burlington, Ontario: Market Research in the City of
Hamilton Related to a Summer Overnight Residential Camping For Children, Youth and Teens
· YMCA Camp Wanakita, YMCA of Hamilton/Burlington, Ontado: Market Research in the City of
Burlington Related to a Summer Overnight Residential Camping For Children, Youth and Teens
· Town of Newmarket, Ontario: Consuttation Concerning the Development of a Strategy for Municipal
Services for Teens
· Town of Whltchurch-Stouffville, Ontado: Consultation Concerning a Proposed Public/Private
Partnership
· City of Guelph and the YMCA-YWCA of Guelph, Ontario: Consultation Concerning a Potential
Partnership Concerning the Development and Operation of a Multi-Use Community Centre
· The Caledonia Community Centre Committee, Caledonia, Ontario: Community Indoor Needs
Analysis and Muff-Use Community Centre Feasibility Study
· The Town of Flamborough, Ontado: Arena Feasibility Study: North Wentworth Arena and Community
Centre
· City of Port Colbome, Ontario: Feasibility Study for a Proposed New Muff-Use Community Centre
· YMCA of Toronto, Toronto, Ontario: Market Research for Potential Development of a YMCA Facility
in Omngev///e
· YMCA of Peterborough, Ontado: Market Research for the Potential Re-Development of the
Peterborough YMCA Facility
· St. Mary's Memorial Hospital Foundation and the YMCA of Stratford, Ontario: Market Research for
Potential Development of a New Health and Fitness Centre in the Town of St. Mary's
· YMCA of Hamilton/Burlington, Ontario: Market Research for Potential Development of a New Adult
Women's Change Room at the Dewntewn Hamilton Branch Facility
· YMCA of Sudbury, Ontario: Market Research for the New YMCA 'Cenbe For Life" Facility
· YMCA of Welland, Ontado: Market Research in the City of We#and for Potential Development of a
New YMCA Facility
· YMCA of.Welland, Ontado: Market Research in the Town of Pelham for Potential Development of a
New YMCA Facility in We#and
· The Caledonia Community Centre Committee, Caledonia, Ontado: Community Indoor Needs
Analysis and Multi-Use Community Centre Feasibility Study
· YM-YWCA of Brantford, Ontado: Market Research for Potential Development of a New YM-YWCA
Facility
· YMCA of Oak'ville, Ontado: Market Research for Potential Development of a New YMCA Facility
· YMCA of Hamilton/Burlington, Ontado: Market Research for Poterrb'al Development of a Family
YMCA Facility in the Town of Flamborough
· YMCA of Hamilton/Burlington, Ontario: Market Research for Potential Re-Development of the
Burlington YMCA Facility
· YMCA of Hamilton/Burlington and the Town of Ancaster, Ontado: Market Research in Ancaster for
Potential Development of a Family YMCA Facility in the Hamilton Mountain Area
· YMCA of Hamilton/Burlington, Ontario: Market Research of in Hamilton and Stoney Creek for
Potential Development of a Family YMCA Facility in the Hamilton Mountain Area
· Town of Flamborough and the YMCA of Hamilton/Burlington, Ontario: Community Needs Analysis
and Multi-use Community Centre Feasibility Study
· Lindsay Boys and Girls Club, Lindsay, Ontario: Community Needs Assessment and Facility Feasibility
Study
· Ontario Workers Arts and Heritage Centre, Ontario: Onterlo Workers' Arts and Heritage Centre
Feasibility Study and Master Plan
· Hamilton East Kiwanis Boys and Gids Club, Hamilton, Ontado: Community Needs Assessment and
Facility Feasibility Study
· Family YMCA of Samia-Lambton, Samia, Ontario: Marketing Study
· Town of Markham, Ontario: Armadale Community Centre Feasibility Study
· Town of Grimsby, Ontario: Aquab'c Facility Feasibility Study
· City Of MisSissauga, Ontario: East Credit Community Centre Needs Feasibility Study
· Town of Picketing, Ontario: Ice Facilities Feasibility Study
· Tiny Township, Ontado: Community Centres Feasibility Study
· Halton Regional Conservation Authority, Halton, Ontado: Bronte Creek Provincial Park Core
Development Program Identilication, Feasibility Analysis and Marketing Strategy
Parks, Waterfront and Open Space Planning and Landsca;)e Desi;3n
Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Regional Parks Use and
User Survey Combined Report (1992 &
Metropolitan Toronto Parks and Property Department, Toronto, Ontario: Regional Park Use and User
Survey Study Update (1~3)
Metropolitan Toronto Parks and Pmperbj Department, Toronto, Ontario: Parks Trends Analysis
Tourism Studies
Halton Regional Conservation Authority, Halton, Ontario: Bronte Creek Provincial Park Core
Development Program Identification, Feasibility Analysis and Marketing Strategy
· Hazy Investments Inc., Nicosia, Cyprus: Porto Idni Tourism Complex Master Plan and Feasibility
Studies
· City of Oshawa, Ontario: Oshawa Harbour and Secondary Plan Area Redevelopment Study
LECTURES
1995
1990-1993
Cultural Tourism Workshop, Port Carling, Ontario
Key Note Speaker
Ryerson Polytechnic University, Department of Applied Geography
Guest Lecturer
APPOINTMENTS
2000 - Date Board of Directors, East Scarborough Boys and Girls Club
1994 - 1995 Canadian National Exhibition Management Committee - Municipal Section
WOAI
Wo~g Gregerse. { A R C H I T E C T S
BRIAN GREGERSEN
INCORPORATED
M. Arch., OAA, MRAIC Pdncipal
Bdan Gregersen was bom in Saskatchewan and was raised in Quebec and Ontado. He received
his undergraduate degree in Environmental Studies from the University of Manitoba in 1972 and
his Master of Architecture from the same University in 1978.
After graduation, he worked with Gustavo da Roza, O.C. in Winnipeg for three years and was
involved in many diverse projects. The following year was spent in Japan on an architectural
exchange fellowship with the Shimizu Construction Co. Ltd. Dudng that year he worked in the
International Design Department of the Company as well as travelled throughout Japan studying
traditional and contemporary Japanese architecture.
Brian joined a reputable Toronto practice in 1981 after returning from Japan. He became a
Principal of the firm in 1985 and played a key role in the execution of many notable designs that
the firm had produced, with particular emphasis on large scale, institutional and complex building
types.
In his current practice Bdan's design creativity has reached a new plateau with the firm's success
in securing many high profile and prestigious commissions.. The $60 million Chrysler Place Hotel,
Sports and Entertainment Complex for Sportcom 2000 and Tennis Canada feature revolutionary
and unique design innovations.
Awards And Distinctions
· Shimizu-Manitoba Exchange Fellowship
· Lebda Design Competition, Honourable Mention Awards for Western Region and Eastern Region
· Canadian Housing Design Council, Design Competition for Multiple Housing in British Columbia
Professional And Community Activities
· Ontario Association of Architects
· Manitoba Association of Architects
· Royal Architectural Institute of Canada
· Toronto Society of Architects
· Certification Board, Ontado Association of Architects
· Gordon Woods Homeowners Association, Mississauga
· Mississauga Board of Trade
· Toronto Cricket, Curling and Skating Club
Selected Related Project Experience
· Frank McKechnie Aquatic Centre and Library Complex, Mississauga
· Kingston Waterfront Multi-Component Recreation/Cultural Centre
· Kingston Multi-Component Recreation/Cultural Centre (401 Complex)
· Woodstock District Multi Purpose Recreation Complex
· Bolton Fitness and Wellness Centre
· Birchmount Park Aquatic and Multi Purpose Recreation Complex, Scarborough
· East York Aquatic, Library and Multi Purpose Complex Renovation and Expansion
· Courtice Aquatic and Library Complex, Cladngton
· Jenner Jean-Marie Community Centre/Library Expansion, East York
· Alderville Community (~entre, Alderville
· Akwesasne Community Complex, St. Regis, Quebec
· Ypsilanti Community Recreation Complex, Michigan
The City of
Niagara Falls!
Canada
Community Services Department
Parks, Recreation & Culture
4310 Queen Street
P.O. Box 1023
lara Falls, ON L2E 6X5
web site: www. city. niagarafalls.on.ca
Fax:
E-maih
(905) 356-7521
(905) 356-7404
akon@city.niagarafalls.on.ca
R-2002-72
Adele Ken
Director
November 25, 2002
Alderman Victor Pietrangelo, Chairperson
and Members of Community Services Committee
City of Niagara Falls, Ontario
Members:
Re: R-2002-72 - QEW / Mountain Road Municipal Welcome Sign
Automatic Irrigation Proposal
RECOMMENDATION:
That the installation of a water service and automatic irrigation system for the QEW/Mountain Road
Welcome ID Sign at a cost of $25,000 be referred to the 2003 Capital Construction Budget.
BACKGROUND:
At the October 7, 2002, Community Services Meeting, Council directed that Staff review various
options to provide water to the QEW/Mountain Road Welcome ID Sign. A number of options have
been researched by Staff and are outlined in this report. Staff is of the opinion that a water service
and automatic irrigation system is the most economical, because it is a one time charge.
In April of 1998, City Council approved the installation of the QEW/Mountain Road Welcome ID
Sign and associated landscaping. The landscape plants consisted of trees, shrubs and perennials that
could survive on steep slopes and with minimal watering.
Staff has been contracting a water service once per week to water these plants. The result has been
periodic displays ofcolour from the plants during peak blooming periods, followed by periodic times
of poor showing during the hot dry summer months.
A water service and irrigation system for the QEW/Mountain Road Welcome Sign is required so that
annual flowers and other attractive plants can be planted to enhance the appearance of the sign for
visitors and vehicular traffic traveling along the QEW at this Niagara Falls entrance.
Working Together to Serve Our Community
Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services
November 25, 2002 - 2 - R-2002-72
Other municipalities, with highway ID signs have been surveyed and Staff has concluded that an
irrigation system is essential for growing bright coloured annuals and other showy plant material to
best enhance this prominent gateway into Niagara Falls.
The following are various options for irrigating the plants at the QEW/Mountain Road Welcome
Sign.
Option "A' Install a permanent water line and automatic irrigation system.
1. Install a 50mm water line from Mountain Road / Montrose Road $20,000
2. Install an automatic irrigation controller $ 1,000
3. Install an automatic irrigation sprinkler system $ 3,000
4. Contingency for permits and other miscellaneous items $ 1,000
Total cost for Option "A": $25,000
Note: The MTO Encroachment Officer was contacted and is in favour of this option.
Option "B" Install a water tank below grade at the bottom of the rockery.
Install a water tank below grade at the base of the slope and connect to an irrigation
system. $15,000
A water truck 'refilling' service would be required with this option.
Note: The MTO Encroachment Officer was contacted and IS NOT in favour of this option.
Open "C" Water plants with a water truck service using an outside contractor.
The cost for a water truck service for the year 2003 season would be as follows:
1. Water every other day (May & June - 20 applications ~ $200) $ 4,000
2. Water every day (July & August - 62 applications ~ $200) $ 12,400
3. Water every other day (Sept & Oct - 30 applications ~ $200) $ 6,000
Total for one season: $ 22,400
(Cost for water truck service for 5 years would be ($22, 400 x 5) = $112, 000
Note:
November 25, 2002 - 3 - R-2002-72
Option "D" Water plants with the City water truck and City staff.
The cost for watering using the City water truck and City staffwould be as follows:
1. An additional staff person is required for the summer months
at a truck driver rate of $18.88/hr. (May to October) x 875 hrs. $16,520
(The present park staff compliment could not assume this
responsibility unless other service levels were reduced.)
2. City Water Truck Costs $3.41/hr. x 3 hrs. / application x 120 $ 1,227
Total for the 2003 season using City staff and equipment: $17, 747
Note: (Cost for water truck service for 5years wouM be ($17, 747x 5) = $ 88, 735
Council's concurrence with the recommendation of this report would be appreciated.
Adele Kon
Director of Parks, Recreation & Culture
Respectfully submitted:
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