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2003/10/20Monday, October 20, 2003 Order of Business and Agenda Package REGULAR MEETING October 20 2003 1. PRAYER: Alderman Shirley Fisher 2. 0 Canada: Ms. Kristin Snider, a resident of Niagara Falls and a graduate from Westlane Secondary School will sing the National Anthem. 3. ADOPTION OF MINUTES: Planning/Regular Minutes of October 6, 2003. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. PRESENTATIONS Water Conservation Curriculum A presentation will be made to the staff of the Niagara Catholic District School Board who were involved in the Water Conservation Curriculum. -AND - Report MW -2003 -177 - Chief Administrative Officer - Re. Niagara District Catholic School Board Water Conservation Curriculum. DEPUTATIONS Niagara Rapids Chris Russell and Paul Burns, Niagara Rapids, wish to inform and invite Council to a National Women's Hockey League game in Niagara Falls. 2 Sports Wall of Fame Committee Mr. Joe Longo and Ms. Jan Leak, Niagara Falls Library wish to make a presentation on behalf of The Sports Wall of Fame Committee. Lonq -term Care Facilities Mrs. Betty Carrie wishes to address Council on the need for long -term care facilities for people with disabilities. ITEM NO. 45 PLANNING MATTERS Public Meeting Zoning By -law Amendment Application AM- 35/2003, 6361 Fallsview Boulevard And Associated Off -site Lands Applicants: 876891 Ontario Limited; 1140464 Ontario Inc. And 1229142 Ontario Inc., Agents: Peter Smith, Planner, Italia Gilberti, Solicitor Proposed Expansion to the Hilton Hotel -AND - Correspondence from Ms. Italia M. Gilberti, Solicitor Correspondence from All Saints Anglican Church Correspondence from St. Mary's Ukrainian Catholic Church Correspondence from Mr. George Yerich, Skylon Tower Please Note: Request for Deferral by the Applicant MISCELLANEOUS PLANNING 1. Chief Administrative Officer PD- 2003 -92, Adult Entertainment Facilities, Ciminelli Property; Official Plan; Zoning By -law Conformity. 3 2. Chief Administrative Officer PD- 2003 -93, Request for Removal of part Lot Control, 8189/8191 Post Road; Lot 3, Registered Plan 59M -78, Owners: Jules & Carole Anne Julian. 3. Chief Administrative Officer PD- 2003 -94, AM30/03, Request to Waive Fees. MAYOR'S REPORTS. ANNOUNCEMENTS. REMARKS COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 1. CUPE, Ontario - Ontario Division Canadian Union of Public Employees - Re: Proclamation - requesting that Council proclaim Wednesday, November 567, 2003 as "Child Care Worker & Early Childhood Educator Appreciation Day". RECOMMENDATION: That the request be supported. 2. Westlane Secondary School - Re: Proclamation - requesting that Council proclaim Tuesday, October 21, 2003 as "National Students Against Impaired Driving Day" in Niagara Falls. RECOMMENDATION: That the request be supported. 3. Canadian Public Health Association - Re: Proclamation - requesting that Council proclaim the week of November 24 2003 to December 1, 2003 as "Canadian HIV /AIDS Awareness Week ". RECOMMENDATION: That the request be supported. 4. Inter - Department Memorandum - Director of Municipal Works - Re: Drummond Road Bridge- providing clarification with respect to enquiries regarding Drummond Road Bridge. RECOMMENDATION.' For the Information of Council. Additional Items for Council Consideration: The City Clerk will advise of any further items for Council consideration. - 4 - PARKS. RECREATION & CULTURE MATTERS 1. Chief Administrative Officer R- 2003 -72, Centennial Wall Project. Please note: Mr. Len Cade wishes to speak to the matter. 2. Chair, Environmental Planning & R- 2003 -71, Implementation of the City's Greening Committee Beautification, Streetscape & Gateway Master Plan. Please note: Ms. Paula Berketo wishes to speak to the matter. 3. Chief Administrative Officer BUSINESS DEVELOPMENT MATTERS R- 2003 -73, Patrick Cummings Memorial Sports Complex, Phase I -A- Grading Tender TR18 -2003. 1. Chief Administrative Officer BBD- 2003 -02, Brownfield Community Improvement Plan (CIP). FIRE DEPARTMENT MATTERS 1. Chief Administrative Officer FS- 2003 -14, Replacement of Fire Station 6 (Crowland) RATIFICATION OF COMMUNITY SERVICES COMMITTEE ACTIONS (Alderman Victor Pietrangelo, Chair) CONSENT AGENDA THE CONSENT AGENDA IS A SET OF REPORTS THAT COULD BE APPROVED IN ONE MOTION OF COUNCIL. THE APPROVAL ENDORSES ALL OF THE RECOMMENDATIONS CONTAINED IN EACH OF THE REPORTS WITHIN THE SET. THE SINGLE MOTION WILL SAVE TIME. PRIOR TO THE MOTION BEING TAKEN, AN ALDERMAN MAY REQUEST THAT ONE OR MORE OF THE REPORTS BE MOVED OUT OF THE CONSENT AGENDA TO BE CONSIDERED SEPARATELY. 1. CD- 2003 -20, Council Attendance on Various Committees & Boards. 2. F- 2003 -46, City of Niagara Falls Banking Services; - 5 - 3. F-2003-47, Municipal Accounts; 4. MW- 2003 -183, Municipal Parking & Traffic Committee Recommendations October 14, 2003 Meeting; 5. MW- 2003 -184, Sodium Chloride (Salt) Regional Tender 2003 -T-47; 6. MW- 2003 -185, Winter Sand 2003 Season, Tender 2003 -T-45; 7. MW- 2003 -171, North West Servicing Area; 8. MW- 2003 -182, Spare the Air Campaign 2003 Program; 9. MW- 2003 -186, Regional Computerized Traffic Signal System Implementation Plan; 10. MW- 2003 -188, Tender 17 -2003 Snow Removal Equipment Rental; 11. R- 2003 -74, Niagara Falls Heritage Master Plan; 12. (HANDOUT) F- 2003 -48, 2002 Consolidated Financial Statements. RATIFICATION OF COMMITTEE -OF -THE -WHOLE MATTERS BY-LAWS The City Clerk will advise of any additional by -laws or amendments to the by -laws listed for Council consideration. 2003 -184 To designate Lot 3 on Registered Plan No. 59M -78 not to be subject to part lot control. 2003 -185 To amend By -law No. 89 -2000, being a by -law to regulate parking and traffic on City Roads. (Re: Parking Prohibited, Stopping Prohibited, Stop Signs at Intersections, Through Highways) 2003 -186 To amend By -law No. 79 -200, to permit a used car lot. (Re: AM31/2003, Collins Concessions Ltd.) 2003 -187 To authorize monies for General Purposes (October 20, 2003). 2003 -188- (HANDOUT) To authorize the execution of the 2003 -2005 Collective Agreement with the Niagara Falls Professional Fire Fighters Association. 2003 -189 To adopt, ratify and confirm the actions of City Council at its meeting held on the 20th day of October, 2003. The City F of Niagara Falls Canada Community Services Department MW- 2003.177 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2354 E -mail: edujlovi @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: MW- 2003 -177 - Niagara Catholic District School Board Water Conservation Curriculum RECOMMENDATION: This report be received and filed BACKGROUND: In June of 2002 City Staff initiated dialogue with the Niagara Catholic District School Board for the purpose of developing a water conservation curriculum for children of school age. The development of the curriculum was a joint effort between the Community Services Department staff and five volunteer teachers over a period of approximately 12 months. It is important to note that the teachers involved were all volunteers who showed an interest in integrating the subject of water conservation in their current classroom activities. The school board staff involved were as follows: Mary Beth Cassuci Marre Cardilo Ann Marie Maloney Sonia Fortino Theo Dagenais Mary D'Uva Margaret Marion Sheila Lohnes City Staff is pleased to inform Committee that the draft curriculum has been completed and will be introduced to Grade 5 students at four pilot schools in the Niagara Falls area. The curriculum will then be fine tuned based on student and teacher feedback and will be implemented in the remaining 11 schools in Niagara Falls. It is hoped that the curriculum will then be distributed to all 50 Niagara Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 MW- 2003 -177 Catholic District Schools in the Niagara Region by April 2004. Given that the course material adheres to standards outlined by the Province of Ontario, it is hoped that the curriculum will be distributed province -wide at some point in the future. The only cost to the City of Niagara Falls for this initiative was for the lunches provided at the board office for the volunteer teachers and support staff involved. The Niagara Catholic School Board generously donated approximately $ 7,500 of staff time to complete the project. Please note that the curriculum development project is consistent with the goals and objectives as outlined in the City of Niagara Falls Corporate Water Conservation Strategy presented to Council on June 16, 2003 of this year. Council's concurrence with the above recommendation is requested. Prepared by: Dale Morton Community Services Coordinator Approved by: 03. Ed Dujlovic, P.Eng. Director of Municipal Works Prepared by: avid ZJa7re- David Watt Manager of Infrastructure Respectfully submitted: John MacDonald Chief Administrative Officer S:\REPORTS\2003 ReportsVMW2003 -177 Niagara Catholic School Board Watercons Curriculum.wpd Mayor Wayne Thomson Mrs. Betty Carrie 4046 Brookdale Drive Niagara Falls, ON L2H 2B3 Dear Betty: City Hall 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca (905) 356 -7521 Ext. 4201 Fax: (905) 374-3557 wth omson @city. n iagarafal Is.o n.ca October 9, 2003 Please find enclosed, as promised in my previous telephone call, the correspondence regarding this file. As you can see, we have requested the Provincial Government and the Region to assist us with this particular issue. Unfortunately we have received no information or assistance from them which is extremely frustrating for us. As I mentioned, I have scheduled you to be a deputation at the Council Meeting on October 20. You will be on the agenda at 6:00 p.m. and this will give you, and your group, the opportunity to provide Council with the information and ask Council to send a resolution to the Provincial Government requesting information on how we can provide suitable accommodation in a family setting for the physically disabled family members in your group. Please feel free to call me if you have any questions regarding this matter. c: P. Iorfida. City Cle k cerely, Wayne Tho Mayor 1 „., OCT 2 0 2003 "C:Cdiv 11: stLC N Ministry of Community, Family & Children's Services Office of the Minister Hepburn Block Queen's Park Toronto ON M7A 1E9 (416) 325 -5225 June 13, 2002 Mr. Wayne Thomson Mayor City Hall 4310 Queen Street Niagara Falls, Ontario L2E 6X5 Dear Mayor Thomson: Minist &re des Services a la collectivite, a la famille et a I'enfance Bureau du Ministre Edifice Hepburn Queen's Park Toronto ON M7A 1 E9 (416) 325 -5225 Ontario Idgfrervo 4`' JUN 1 9 200 i�Flff f!: T"= 1,1sYflR Thank you for your letter received May 15, 2002 conceming long -term care facilities for people with disabilities. I appreciate the time you have taken to share your concerns about this matter. However, the issue you have raised falls under the jurisdiction of the Ministry of Health and Long -Terri Care. I have taken the liberty of forwarding a copy of your letter to my Cabinet colleague, the Honourable Tony Clement, Minister of Health and Long -Term Care. I am confident that he will give your concems every consideration. Once again, thank you for writing. Sincerely, • Brenda Elliott Minister c: The Honourable Tony Clement, Minister of Health and Long -Term Care 40aynr Nayne E iumean City Nall 4310 Queen EStreet lEngnra Jfullss. (®1•i 1162C 63(5 (905) 355 -7521 Ext. 4202 Sax: (905) 374-3557 wtilnwsan @rity.niagarafalls. nn.= May 10, 2002 Honourable Brenda. Elliott Minister of Community, Family and Children Services 80 Grovenor Street, Hepburn Block Toronto, ON M7A 1E9 Dear Minister: Enclosed please find a copy of a fetter I received from Ronnie Carrie, a focal resident, regarding the lack of housing for the physicaffy disabled. There has been an increase in Senior's residences or long -term care facifities in the Region over the fast few years but there has been no simifar accommodation for the physically disabfe(h I would appreciate it if you would investigate Mr. Carrie's request and advise him what opportunities are available to him. If you wish you can contact his mother, Mrs. Carrie, at 905 - 374-3517. Please advise me if there is anything that the Municipality can do to help. Thank you in advance for your assistance. WAYNE THOMSON WT /ffc Mayor DATE: April 12, 2002 TO: Mr. Thomson FROM: Ronnie Carrie dear >� Mr. Thomson, but —1 lab name is A CD I have and am A cerebral palsy A non - verbal, + m Ronnie Carrie. 1 can communicate wa+ and my i 11 v + bliss Delta Talker. lived Niagara res i was old then A twenty years �� . Since 11 because these D7 ice know \A/Q+1 to 0 was no fa A T11 appropriate housing I have lived Hamilton c 11 f me i am veiling because i 11 ' 11 o \ would P7 11 how go about home my own to A starting a ,.n I • > eat drink dress make A , , A meals, o o make A bookings, I need help to O C 9 of 11+ I ' 11 1 /1 and most R activities of daily living. Ike move back fake my would VO +I to >� to Niagara �r , as all of 11 there i forward hearing from look to ..< 11 9 1> 12 • you J;cTr?F APR 1 7 2002 4.4-HCE 0c 1,4 MAYOR 5s. kA) , Sincerely, Ronnie Carrie ard family + friends 11 me A �a Wes*- S+ H o.nA( 1-6:3n) O/U LAC sA-(, �teplkotn os)38S- "FS 9`i Manor Vague cJltnmsnn Jnter- Department Memorandum TO: Mayor Thomson DATE: May 8, 2002 RE: c - housing for physically disabled I spoke with. Barbara in Bart Mayes' Office regarding the Carrie's situation. She expfainedthat Mrs. Carrie coufdcontact the Community Care Access Centre at 905 -684- 9441 or write directly to the Minister of Community and Social- Services (Tint Hudak) at 250 Yonge Street, 356 Floor, Toronto, ON M5B 2N5. I (eft a message for Mrs. Carrie to caflme. augur Layne u"7tlswsan Mr. Ronnie Carrie 66 West 284 Street Hamilton, ON L9C 5A6 Dear Mr. Carrie: City aU 4310 Queen Street Niagara Naas, ON 112E 5X5 (905) 356 -7521 Ext. 4202 Sax: (905) 374 -3557 wtltowssn @rity.niagarafaUs. an.ra April 22, zooz I would Pike to acknowledge receipt of your fetter regarding housing for the physically disabled in Niagara Faffs. Housing fairs under the jurisdiction of the Ontario Government and Bart Mayes' office is investigating to determine who the appropriate person would be to direct this request. As soon as the strike is over, I'm sure we'll get a response and I'll forward your letter as well as a covering fetter from myself. Again, thank you for writing. It is my hope we will receive a favourable response. Sincerely, WAYNE THOMSON WT /fc Mayor 4E7y if-A' , i9 �ETA,V»Sorg /ey Sent by: BRODERICK & PARTNERS- BRODERICK PARTNERS DDMtRISTBR$ & SOLICSFORS 4626 ONTARXO AMENDS rest orFICE BOX E97 RIAOARA IAMB, ONTARIO CANADA LEE 898 T23.(006) 266.2621 FAX (905) 2564904 11. EROIMAIOK. R 40., L.SIt W A AMAB10 J.B. HOPKINS D.A. XIRORAM I.M. 61LBERTr t R. B. ERNS BL D181ROLAMO D.F. manta (1945.1997) 9053566904; 10/15/03 15:21; JetFax #617;Page 2/2 October 15, 2003 By facsimile transmission only City of Niagara Falls Corporate Services 4310 Queen Street P.O. Box 1023 Niagara Falls, Ontario 1.2E 6X5 Attention: Tony Ravenda, Director of Corporate Services Dear Mr. Ravenda: RE; Proposed Official Plan Amendment and Zoning By -law Amendments 6361 Fallsview Boulevard, Stanley Avenue, Allendale Avenue Applicants - 876891 Ontario Limited, 1140464 Ontario Inc. and 1229142 Ontario Inc. City of Niagara Falls AM 36/2003 Further to our telephone discussion of earlier this morning, this shall confirm we have obtained our client's instructions to request a deferral of the public meeting scheduled for October 20, 2003. We will advise you in advance of the Council meeting as to the date to which we will be requesting the deferral. We trust you will find this in order. Yours very truly, BRORER K & P R N' RS 1► r IT I(' 71 c.c. Mr. Doug Darbyson c.c. Mr. Peter Smith • CI: NTIFIFf II Y' Trig LAW Sol:11:TY A' A 61NCIA1.13• IN gl \'11. 1.1T I(:AT Io N. "COVN41. flitfEErtN(DCT FLUENT IN 0%611 ITALIAN ANp P'B FKf11 LANcliAgrs, 2 0 2003 ccla e9.Nr 5850 ROBINSON STREET, NIAGARA FALLS, ONTARIO L2G 2B2 Director of Planning and Development, City Hall, 4310 Queen Street, Niagara Falls, Ontario, L2E 6X5 City File AM - 35 - 2003 Dear Director of Planning, Planning 7 Scanned File:{ I/(16 September 30, 2003 As a Churchwarden of All Saints Anglican Church on Robinson Street, I received your letter regarding the Zoning By -Law Amendment Application concerning By -Law 79 - 200 . Our church is involved because, from time immemorial, we have had the use of the small northerly section of Parcel 3, (on your map), the portion of the Hydro lands immediately to the east of our church property. It does not include the larger portion to the south of this lot and to the south of the church cemetery. We use it only for parking for Sunday Services and for special occasions, such as funerals. For this, we pay a yearly rental to Hydro. In recent times, we have shared this parking area with the Hilton Hotel, which has made for better use of the said property. They have always been most helpful and co- operative in making sure that our portion of the lot was cleared for our use whenever required. As long as we continue to have such use of this lot, we are very pleased to be partners with them in this arrangement. Copy to Mr. Vincent Dicosimo Sr., Hilton Hotel Sincerely, c A-12- J John Ainslie, Churchwarden RECEIVED OCT 1 - 2003 PLANNING DEVELOPMENT 00'2021 4CbUNC.tti Planning Scanned For Z.ONINIs C! ERKs ✓ f.0. St. Mary' s Ukrainian Catholic Church 6248 Main St. Niagara Falls, Ont. L2G 6A4 Oct. 10, 2003 Doug Darbyson Director Of Planning And Development RE: City File AM- 35/2003 Application to amend the official plan and zoning by -law No. 79 -200, site of Hilton Hotel parcel 3, as shown on schedule 1. We at St. Mary's Ukrainian Catholic Church, located at 6248 Main St., Niagara Falls, Ont., do not object to the expansion and modification to the existing Hilton Hotel building and parking lots, as long as our demands for a privacy fence (to at least past the storage shed) and some other type of fence (to keep trespassers out) is built. Please see the enclosed drawing showing the fence requested. We have problems day and night with the noise from cars being parked and retrieved, dust during the summer, people throwing garbage across onto our property, and people using the church grounds as a picnic area, leaving their garbage behind. The priest's residence is occupied by the priest, his wife, four children, and the mother in law. They all require some privacy and noise reduction. Yours truly, eya-cm Alex Bartkiw Church Committee Vice President encl . ab: sb ,Gaatiin RECEIVED OCT 1 0 2003 PLANNING & DEVELOPMENT tM � r _ N � / / EMBARKMENT] / % J 119' =d` JO p rcAs, ._ 7a1 AL crg • Ariz: L/ FLocATEDAIEEY. V M PAROINE REKDDR 5E:N6SEO] ED_pIN.CSECT • N S . 5 PYAR GSPACES XISTTREES _ HP -OF EXIST METAnoN. 8 ssA 5 14 RECAST CONC. cuiCEE coo11 Ac OT S$J GRVSN STONE • / (Ex 19T) a. N /I \. &ASS -AREA _LOW 5VKF4CE Gpgss PREA_ EXIST TOFFS tyzatfiroN FA 55 SuagFAOE COMPACTED TO _AEA sno. SECTION -AA /1\ u.P. OF EX for ENKANNMENT. (GHASS AFEA)- eA5P HALT TOPPING.._ PARISH HAIL sto cr. sH.e PLOWER-5 • fSNAlL .�DO K EED£) SC6LE: x2 =1-O . LTOTES L FOOL ADD ITIoNALEtwor &TIANS KHV SI:'.RZE1t LSArq OF PEoPERTY. LOT 2_4 SEE SITE_ PUN, DWG, A14 - DATED SEPTIG. I9y7 2 NO CATCH BASINS OR STORK sEW ERs RE ONI REO 3. FOR BVILOW G CoOE AND SITE pATAS 9LE DN'',AI.l DATED SEPT IC, I'11 4 ppA1NACE NOT To AcRea thud AFFEETAorACCNS_PKOFIE ftA. 5 N cwENGESPY-oP°_sEO- EXISTI - -47 TTIIYG. PA,ELNO LOT To et 6 !film p ST REE STONRFiCEp Wm -or 7. GARBAGE TOSE STORED iusio, T HR Cg7HQUC C CHURCH H. Skylon Tower Planning Scanned Ale; .1-° IV I NE' ✓cLar ks 5200 Robinson Street Niagara Falls, Canada L2G 2A3 Telephone 905-356-2651 Fax 905-356-8699 October 15th, 2003 Mayor and Members of Council City of Niagara Falls 4310 Queen Street Niagara Falls, Ontario L2E 6X5 Dear Sus: RE: Official Plan and Zoning By -law Amendment Application - City File AM- 3512003 RE: Applications for 6361 Fallsview Boulevard (Hilton Hotel) and for 6408 Stanley Avenue (Days Inn), Niagara Falls RECEIVED OCT 1 5 2003 PLANNING & DEVELOPMENT I am writing to you on behalf of 656508 Ontario Limited which is the owner of lands in the vicinity of the above -noted Applications. The principals of 656508 Ontario Limited are members of the Yerich Family which, as you know, have significant holdings in the area including the operation of the Skylon Tower. This letter represents our written submissions in opposition to the above -noted Applications. The City's new Official Plan (OPA 26) was developed and approved after a long consultation process with multiple stakeholders. A review of the history of the development of OPA 26 demonstrates that great concern was expressed and acknowledged with respect to maintaining a proper skyline for the City of Niagara Falls. The three viewing towers, with the Skylon Tower at the centre, were recognized as critical elements in the continuity of the character and reputation of Niagara Falls. It was noted in the earlier strategy document entitled "Niagara Falls Tourist Area Development Strategy - Tourist Area Vision" dated October, 1997 that "The three viewing towers currently along the escarpment offer a clue to the regulation of height in this area. These tower -like structures have become icons of Niagara Falls and can be seen from a great distance and from many angles throughout the community. They are somewhat whimsical and when read against the skyline add a great deal of visual interest to the Niagara Falls experience. Additional skyline elements compete with the Falls for visual attention and should be added with great care and only if able to achieve a contribution as a landmark. Should all of the approved high -rise buildings be constructed as approved, the setting for Niagara Falls would be severely degraded and may be beyond salvaging." r ��9 {�,w QCT 2 U 20034 tSd1�N •'''-lam,., -- _- --= -."""� 2 The critical importance of the three viewing towers was carried forward into the City's new Official Plan which, as Policy 4.1.23, provides that "the skyline of Niagara Falls shall continue to be characterized by the three existing viewing towers." The new Official Plan then goes on, as Policy 4.4.3, to provide parameters for high -rise buildings for the Fallsview Subdistrict of 13 to 30 storeys. The proposed Applications show little regard to these critical elements of the new Official Plan for the City of Niagara Falls and no justification is provided for Applications which, if approved, will jeopardize a critical feature of the City's OPA 26. Additionally, the Applications represent a segmented and piecemeal breakdown of the City's Official Plan without providing any sound planning basis as to how this proposal fits into the objectives of the Official Plan. The proposal, in its current form, would appear to have dramatic impacts with respect to shadowing and wind interference. Further, the proposal shows no relationship with the balance of the skyline for Niagara Falls or why a near doubling of the height restrictions as specified in the Official Plan is appropriate in this case. The proposal is also contrary to fundamental planning concepts in the City's Official Plan and will clear the way for multiple Applications for height variations that will fundamentally alter the spirit and intent of the Official Plan. With respect to issues of parking and traffic, we are not satisfied that the proposal has provided adequate parking or dealt with issues of traffic capacity and congestion that will arise if these Applications are approved. We would ask that you take these comments into consideration in your deliberations on this proposal. Yours very truly, Georgei`eric , Jr. Vice- President and General Manager The City of Niagara Fall Canada Corporate Services Department PD- 2003 -92 Planning & Development Doug Darbyson 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2354 E -mail: planning @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: PD- 2003 -92, Adult Entertainment Facilities Ciminelli Property Official Plan - Zoning By -law Conformity RECOMMENDATION: It is recommended that Council authorize staff to initiate a zoning amendment to rezone the lands illustrated on Schedule 1 from Prestige Industrial to Development Holding and amend By -law 2002- 201 by removing Schedule C -G in order to conform with the residential designation of the City's Official Plan. BACKGROUND: A great deal of time, and public consultation, was spent to develop a planning and licensing framework for the siting and operation of adult entertainment facilities. The City's Official Plan was amended to permit adult entertainment facilities only in Industrial designations subject to distance separation criteria from various sensitive land uses. Policies were also put in place to prevent existing legal non - conforming adult entertainment facilities from expanding. As a part of the planning framework, the City's Zoning By -law was amended to permit adult entertainment facilities in various industrial zones. The by -law further indicates such facilities can only be sited within the hatched areas identified on the various schedules in the licensing by -law. These schedules reflect the implementation of the separation distances discussed in the Official Plan. The lands which would be subject to the City- initiated amendment involve several land holdings and lands owned by Ontario Power Generation along the east side of the canal. The major land holder has received site plan approval for storage units at the southern periphery of the property. Oakwood Drive was extended to provide direct access to the development via an agreement between the City and developer. The same developer had expressed an interest in developing the remainder of the property, north of the storage units, for predominantly residential condominium development as per the Residential designation in the Official Plan. Recently, inquiries have been made about the establishment of an adult entertainment facility on the lands. Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development October 20, 2003 - 2 - PD- 2003 -92 Conformity Issue The subject lands are designated Residential, but zoned for industrial use. A portion of the property was included as a site for an adult entertainment facility in By -law No. 2002 -200 (Schedule C -G) The site met the Official Plan separation criteria and was zoned Industrial. The intent of the planning amendments, however, was for the adult entertainment sites to be "designated" and "zoned" for industrial purposes. The issue of the site not being designated Industrial was previously discussed by staff and the approach decided on was to put the proper zoning on the site through the City's Comprehensive Zoning By -law update or the site would be rezoned to Residential through an anticipated residential condominium application by the land owner. Neither of these processes has moved along quickly enough to correct the issue and now inquiries are being made about an adult entertainment facility for the site. The rezoning of the property to Development Holding, which is a holding zone used for future residential use, will bring the property into compliance with the Official Plan. A further rezoning to a site specific residential use would be required to develop the property. Amending By -law 2002- 201 by removing Schedule C -G will clarify that the site would no longer be available for an adult entertainment facility. CONCLUSION: In conclusion, it is recommended Council authorize staff to advance the processing of a zoning amendment to bring the subject property into conformity with the Residential designation of the Official Plan and clarify that the property cannot be considered a potential site for an adult entertainment facility. Pfegared by: 042 c-Catzutitt Dave Heyworth Manager of Policy Planning Recommended by: Doug Darbyson Director of Planning & Development Approved by: - T. Ravenda Executive Director of Corporate Services DH:pb SAPDR\2003\PD2003 -92, Adult Entertainment Facilities Cimenelli Property .wpd Respectfully submitted: frIM vt John MacDonald Chief Administrative Officer SCHEDULE 1 LOCATION MAP Subject Land • _S J4��1_ t�"t ../� i ►saw` 1.IIiS not NM 7 tea ?11 1mh- Ilr 11�E . fl = a = Lamm 111111119 •111111. p111111111111I/E • %i pl�� _= 1 1 1 1 1 1 MIS 111111111111 111111111111 11111111111 le IIIIIIF frjJ S'" ■ ....man► • Allan Amending Zoning By -law No. 79 -200 Location: Applicant: IL: G1S_ Requests? 003\ Schedules \ZoningAMVemp\mapping.apr 1:NTS October 2003 SCHEDULE C -G TO BY -LAW No. 2002 -201 Industrial Areas Permitting Adult Entertainment Parlours & Body -Rub Parlours (After application of separation distances from sensitive zones, lands uses and QEW Highway) 1111111rnm •Nam►--- 1 SIM — — MIN - IP MINI riiire Ii��fF,,=i C imm AI IIIIII RE lialiTifiligt 'i`it■ En/ um Elm EPP 41111 C ■ IIm Imam • Amending Zoning By -law No. 79 -200 Applicant: City of Niagara Falls S: sZoninglInd3 'sub aeps\Mapping.apr 200 0 AM-21/2002 200 400 Meters 0 i Scale: I: 7,500 October 2002 The City of Niagara Falls( Corporate Services Department PD- 2003 -93 Planning & Development Doug Darbyson 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2354 E -mail: planning @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: PD- 2003 -93, Request for Removal of Part Lot Control 8189/8191 Post Road Lot 3, Registered Plan 59M -78 Owners: Jules & Carole Anne Juliani RECOMMENDATION: It is recommended that: 1) Council approve the request and pass the by -law to designate Lot 3, Registered Plan 59M -78, as exempt from Part Lot Control; and 2) the applicant be required to notify the City when the separate deeds as described in this report have been registered. BACKGROUND: In a letter dated October 8, 2003, the applicant's solicitor submitted a request to remove this property on the north side of Post Road from Part Lot Control (see attached letter and Schedule 1). This process enables the division of lots or blocks within a registered plan of subdivision. The general intent of removing Part Lot Control is for the minor redesign of subdivision lots or the separation of semi - detached or on- street townhouse units. The subject land is within the Ascot Woods Extension 1 plan of subdivision that was registered in 1979. The existing semi - detached dwelling on the property was built approximately 20 years ago. Through the construction process, separate connections for water services, sanitary and storm sewer laterals were provided for each unit. The attached draft Reference Plan (Schedule 2) shows the configuration of the lot, building foundation and centreline of the common wall between the units. The land is appropriately zoned Residential Single Family and Two Family (R2) through Zoning By- law 79 -200 and the building setbacks satisfy the zoning provisions. Approval of the Part Lot Control by -law is required so that a property line can be created between the dwelling units to allow their sale with each unit having a separate deed. The majority of the semi - detached dwellings on the street have received such approval over the years. Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development October 20, 2003 - 2 - PD- 2003 -93 CONCLUSION: The removal of Part Lot Control will permit the division of the land to allow separate ownership of each semi - detached unit. The use of this Planning Act mechanism is appropriate. The applicant should advise the City when the land transactions described in this report have been completed. If Council approves the recommendation of this report, the by -law to designate the land as exempt from Part Lot Control is included in tonight's Council agenda to allow the completion of a scheduled sale of these units. Prepared by: Richard Wilson Planner 2 Recommended by: Doug Darbyson Director of Planning & Development Approved by: T. Ravenda Executive Director of Corporate Services RW:tc Attach. S:\PDR\2003\PD2003 -93, Pt Lot Control, 8189 -8191 Post.wpd Respectfully submitted: John MacDonald Chief Administrative Officer I _fig Planning Scanned File: SUPmiv;SIDni BRODERICK 114?i •ARTNERS BARRISTERS & SOLICITOR. 4625 ONTARIO AVENUE POST OFFICE BOX 897 NIAGARA FALLS, ONTARIO CANADA 12E 6V6 TEL (905) 356-2621 FAX (905) 356 -6904 J.J. BRODERICK, * O.C., LS.M. W.A. AMADIO J.B. HOPKINS GA RIRKHAM Ltd. GILBERTI t R. B. BURNS M DIGIROLAMO D.F. MARINELLI (1945. 1997) October 8, 2003 City of Niagara Falls Planning Department 4310 Queen Street P.O. Box 1023 Niagara Falls, Ontario L2E 6X5 Attention: Mr. Rick Wilson Dear Mr. Wilson: Re: Juliani sale to Glover 8189 -8191 Post Road, Niagara Falls Lot 3, Plan M -78 Closing Date. October 31, 2003 Our File No.: 030655 & 030654 Further to our letter dated September 25, 2003, we now enclose five (5) copies of the preliminary reference plan for the above mentioned property, which matter is to be presented at the Council meeting on October 206, 2003 for approval of a Part Lot exemption by -law. We represent Jules Edward Juliani and Carole Anne Julianni who have owned the property since the 14'h day of May, 1984 when the property was transferred to them by Instrument LT -30545 from Albert Carlesso Construction Limited. We also enclose our cheque in the amount of $250.00 which represents your fees in this matter. Kindly advise when this matter has been settled as the closing date for the sale of this property has now been scheduled for October 31, 2003. Yours very truly, Broderick & Partners • CERTIFIED DT THE LAW SOCIETY AS A SPECIALIST IN CIVll. LITIGATION. t FLUENT IN ROTII ITALIAN AND FRENCH LANGUAGES. RECEIVED OCT 8 " 2003 PLANNING & DEVELOPMENT SCHEDULE 1 Removal of Part Lot Control 8189/8191 Post Road Lot 3, Registered Plan 59M -78 LOCATION MAP =Li 1 PADDOCK TRAIL DRIVE III 11111 1111111 POST ROAD st Subject Lands IE \GIS_ Requests\2 00}\ Schedules \Subdivisions\59M_78 \59m_78 apr O/A 1: NTS Onober 2003 N 4 REGISTERED LOT PART 1 PLAN REGISTERED LOT 7 P.LN. 54304-0010 M,. arc •6s SCHEDULE PART AREA LOCATION P.LN, 3623 4011 2 3365 arift. LOT 3. PLAN M -18 CITY OF NIAGARA FALLS ALL OF 64304- 0087(LT) PLAIN LOT 8 P.LN. 64804 -0011 LOT N.S. 9 P.L.N. 64304-0012 2 —an Y �1�UVa ALOr PART 1 P.LN. INST. PLAN. 6 �A NO. LT -30543 tar Est es w nos PART 2 59R -4663 P.LN. 64304 -0086 Or ]Ibe'(w •urM.) 31.6.5'P3 cons) a LOT r ML 78 PART 1 PLAN a'Yn 53.71' (inn • •ernt) T7)nl N13,56'30'E (REFERENCE 2.92 ET 31•04' 63.71' (n • M•t) BEARING) POST (BY PUN 04-78) ROAD P.LN. 64304 -0061 P.LN. 64304 -0088 4 39 PART 2 59R -4343 —61387) 1 REWIRE THIS PLAN TO BE DEPOSITED UNDER THE LAND 111116 ACT October 7, 2003 OATE� / A J.H rai ODtarb La d Su yor PLAN 59R- RECEIVED AND DEPOSITED DATE ASST DEPUTY LAND REGISTRAR FOR TIEIMmt'(IRLS DIVISOR OF NIAGARA SOUTH (59) IMPERIAL NOTE DISTANCES S1OWN ON THIS PLAN ARE IN FEET AND CAN BE CONVERTED TO METRES BY MULTIPLYING BY 0.3043 BEARING NOTE BEARINGS ARE ASIRONCMIC AND ARE REFERRED TO THE NORTHERLY UNIT OF POST ROAD. AS SHOWN ON PLAN M -76. HAVING A BEARING OF N88S6'30 °E. EGFND t 0010115 91RKY MMAOR FARM 54X016 641X553 O SURVEY MORAOP SET (wit) MEMO MIND wa WINE n M -n OR MOSS P2 PIAMN.S -Y RON BAR P3 MAR 525-4653 STNOARD RM BAR P4 RAN 564 -124.1 SHOT 91010016 PM BM 535 D.O. LYRE. 0.S RORO 60* BAR 587 CONCRETE MONUSE T cowers es ••WA3BS IOIIBIBY Of 11M2PDRTATl4 O' 0113X50 6455555 . 0 5Mn seems Kerry T. Hen SR1cTMC LTD. cc Sae Or 0' Mro r .Ht a 11.10•10_/1..S•0 / E•fM / R.R. / w -w. / A -ImSS PLAN OF SURVEY OF LOT 3, REGISTERED PLAN M -78 City of Niagara Falls REGIONAL MUNICIPALITY OF NIAGARA RIMS CANFRO. IIEYAO(D - KERRT T. FIORE RACING N.FE D 1C 1C 2003 SURVEYOR'S CERTIFICATE I CERTIFY NAT: 1. NIS SURVEY AND PLAN ARE CORRECT AND IN ACCORDANCE WITH NE SURVEYS ACT. THE SURVEYORS ACT AND THE LAND T1LE5 ACT AND THE REGULATORS MADE MHOER THEM / 2. NE SURVEY WAS COMPLETED ON Ocl-0(Bf t 6. 2L t3/ _ October 2 2003 / DATE 'ALLAN IJ. `H 600 Ontario 'Land Svtwror MATn E, CAMERON, HEYWOOD `KERRYT,HOWESURVEWINGLTD. SID 9Biy A'ib -MA Spa fi obi. 0110 rh,*)511-381 N{16)84114 ■ and It 4 WMb1 Obb 13 e3 RmOes)sv -313 Omen as l AM. 1114 36490 I"` 2003-291 zflnUTRDS The City of Niagara Falls( Corporate Services Department PD- 2003 -94 Planning & Development Doug Darbyson 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2354 E -mail: planning @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: PD- 2003 -94, Official Plan & Zoning By -law Amendment Application Am- 30/2003, 9441 Lundy's Lane Request to Waive Fees RECOMMENDATION: It is recommended that Council deny the applicant's request to waive the fees that are necessary to further process the application. BACKGROUND: On October 6, 2003, Council approved the application to amend the Official Plan and Zoning By -law to permit the establishment of a four -room bed and breakfast (B & B) at 9441 Lundy's Lane. The approval is site specific only and does not extend the right to establish B & B's throughout the agricultural areas. As such, any subsequent applicant for a B & B in an agricultural area would have to undergo an amendment to both the Official Plan and Zoning By -law. At the public meeting, the applicant took issue with the fees that are being charged in order to process the application after the public meeting. The Region has a review fee of $500.00 when an OPA is delegated to the local municipality for approval. Because of delegated approval, the City now has to advertise the passing of the OPA and mail the notice of this decision to surrounding landowners. The cost that will be incurred is $600.00. These fees are standard and are charged to all applicants. By waiving the fees, the City will have to absorb the costs. CONCLUSION: As the fees being charged to the applicant are merely costs that will be incurred by the City, it is recommended that the applicant's request to waive the fees be denied. Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development October 20, 2003 Prepared b,� arnsley Planner 2 Recommended by: Doug Darbyson Director of Planning & Development Approved by: T. Ravenda Executive Director of Corporate Services JB:pb S:\PDR\2003WD2003 -94, Am -30 -03 Request to Waive fees.wpd - 2 - PD- 2003 -94 Respectfully submitted: IMI a hn MacDonald hief Administrative Officer SCUPEI SCFP Ontario October 7, 2003 To Mayors and Councils, We are writing to ask that you and your Council once again endorse a day of recognition for the many people who work providing care to children in your community. Last year you were one of thirty -nine municipalities that proclaimed this day of appreciation making it such a success. The Ontario Coalition for Better Child Care (OCBCC), The Canadian Union of Public Employees (CUPE) and our other labour partners representing child care workers across Ontario are asking that this year Wednesday November 5th 2003 be proclaimed as Child Care Worker & Early Childhood Educator Appreciation Day in accordance with the attached resolution. Many groups are recognized by way of Municipal Resolution. Such a day allows the community to recognize the work of various groups and to acknowledge the contributions they make in the lives of community members. Many children, families and communities benefit from the work of child care workers. Child care also contributes to the economic life of communities. Research shows the many economic benefits accrued from affordable, accessible high quality child care. This benefit comes from the number of people employed in the child care industry and because the availability of child care allows parents to work and to contribute to the economic life of society. To help us to promote this day we would also like to ask your Council to provide financial support for public announcements, for example advertising the day on the side of city buses or other means your Council uses to reach out to the public. We hope that with your active support your proclamation of this day of recognition will encourage and support a day of community recognition for child care workers. Please advise us of your participation in this day of recognition so that we can acknowledge your community's role in celebrating child care workers across Ontario on November 5th. Ontario Division Canadian Union of Public Employees 305 Milner Ave., Suite 801, Scarborough, ON M1B 3V4 Tel 416 299 9739 • Fax 416 299 3480 • E -mail: cupeont@web.net ONTARIO COALITION FOR BETTER CHILD CARE Thank you for your consideration. Yours sincerely, S��vcy1, I nn Sid Ryan Shellie Bird. Co- President, OCBCC no 2 OPEIU 49 Vma stoma;. , -S' -i.. - - "' -- President, CUPE Ontario Patrick (Sid) Ryan President "ONE STRONG VOICE" e' Brian O'Keefe Secretary - Treasurer Westlane Secondary School 5960 Pitton Road, Niagara Falls, ON L2H 1T5 (905) 356 -2401 Fax: (905) 356 -1885 Westlane Secondary School 5960 Pitton Road Niagara Falls, ON (905) 356-2401 L2H 1T5 Mr. Wayne Thomson Mayor City of Niagara Falls Dear Mayor Thomson, Mr. R. Daly, B.A., B.Ed., M.Ed., Principal Mrs. P. MacKinnon, B.Sc., M.Sc., B.Ed., Ph.D., Vice - Principal October 2, 2003 RE OCT 0 72003 MAYOR'SOFFICE F In 1999 Canadian Youth held their first annual day of action against impaired driving. In 2001, Westlane Secondary School was chosen to be the site for the Canada -Wide Kick -off National Students Against Impaired Driving Day. We were privileged to have you as our keynote speaker. This year, Tuesday October 21, 2003 will be the fifth annual National Students Against Impaired Driving Day across Canada. Every day, an average of 4.5 Canadians are killed as a result of impaired driving, that is an average of 1 death every 5 hours ( Source: 2000 MADD report Card). As you know, youth can play a positive role in our communities and schools by creating educational opportunities, which are fun, informative, and save the lives of friends and peers. We ask that you continue to encourage youth to take action against impaired driving in this country. Please proclaim Tuesday, October 21, 2003 as National Students Against Impaired Driving Day in the city of Niagara Falls. Sincerely, cl v L U\ kRicv 21 Jelena Filipovic Anh Nguyen Katheryn Wilson Co -chair of W.S.A.I.D. Co -chair of W.S.A.I.D. Staff Advisor R WLI OCT 2 0 zoo uMcw. -*„ - �--_ -- HiDISTRICT SCHOOL BOARD OF NIAGARA to /Lay 01 atayaca taJLb CANADIAN PUBLIC HEALTH ASSOCIATION ASSOCIATION CANADIENNE DE SANTE PUBLIQUE PAMONS / PPESIDENr(E)S D'HONNEUR Her Excellency the Right Honourable / Son Excellence la tree honorable Adrienne Glancson, cc. crm. cu Governor General of Canada / Gawe'neun: gen8ale du Canada His Excellency / Son Excellence John Ralston Saul, cc 400 -1565 Carling Ave Ottawa, Ontario K1Z 8R1 Canada ID 613.725.3434 1- 877 - 999 -7740 CO 613.725.9828 aidssida @cpha.ca Cif www,aidssldacpha,ca tLelll Lrnn 1U /U7 /UJ 7:uvani p. t of c F A C S I M I L E To: From: Date: Re: Ian '.ufbet t blreitor Candian HIV /AIDS Information Centre Thursday, October 9, 2003 Canadian HIV /AIDS Awareness Week 2003 On behalf of the Canadian Public Health Assodation (CPHAL it is my pleasure to bring to your attention this year's campaign for Canadian HIV /AIDS Awareness Week (November 24 — December 1) and World AIDS Day (December 1). Stigma and Discrimination is the theme for this year's campaign, the goals of which are to raise awareness of HIV /AIDS, challenge discrimination towards those affected by or infected with HIV /AIDS, challenge stigma and discrimination based on gender,sexual orientation, culture, ethnicity and race as it relates to HIV /AIDS, and promote and support HIV prevention efforts. Canadian HIV /AIDS Awareness Week is a unique occasion when we can identify and examine the health,social, political, legal and economic realities of HIV /AIDS.The Canadian public needs to know that HIV /AIDS is still a crisis. By involving our communities in AIDS awareness efforts and informing them of the disease's ongoing complexity within Canada, we lay the groundwork for new and better HIV prevention programs and foster understanding and support for people living with and affected by HIV /AIDS. As such, I invite your municipality to proclaim November 24 to December 1, 2003 "Canadian HIV /AIDS Awareness Week" and "World AIDS Day" in your community, Enclosed with this letter is a sample Proclamation which we are encouraging all municipal leaders across Canada to endorse. The Canadian HIV /AIDS Information Centre, a program of the Canadian Public Health Association, is supplying resources to support community-based activities from coast to coast.The Canadian Strategy on HIV /AIDS of Health Canada is making a financial contribution to these efforts. For more information, check out the campaign web site at www.aidssida,cpha,ca. The HIV /AIDS epidemic is one of the greatest threats to human health and requires the commitment and involvement of all Canadians if we hope to eradicate this insidious virus. I encourage your municipal council to support this years campaign by making this proclamation. Sincerely, Ian Culbert, Director Canadian HIV /AIDS Information Centre Canadian Public Health Association " 9L WILLI iNG, OCT 2 0 2003 Community Services Department Municipal Works Inter - Department Memorandum TO: Members of Council FROM: Ed Dujlovic Director of Municipal Works Ext. 4220 RE: Drummond Road Bridge The Cary of s pop Niagara Falls Canadaj DATE: October 15, 2003 Following some additional questions Alderman Puttick had regarding the above I have requested additional information from staff. Attached please find a memo from Darrell Smith which provides additional information regarding the matter. Should you require any clarification regarding the attached please contact me at your convenience. OCT 2 0 2003 tsT Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services Community Services Department Municipal Works Inter - Departmental Memorandum To: Ed Dujlovic, P.Eng. Date: October 15, 2003 Director of Municipal Works From: Darrell E. Smith, P.Eng. Manager of Engineering Services Ext. 4290 Subject: Drummond Road Bridge over Hwy. 420 Sewer Breakages The City of to Niagara Falls( Canado /r'1ri Further to our discussion, I will outline what has happened with this issue and try to clear up the confusion. • On June 10, I was informed by Frank that the contractor for Hwy 420 had hit the City's combined sewer while drilling for support for the Drummond Road Bridge. Frank and I met with UMA and Hardrock on site. • Options were discussed at that time as to how the repair would be made. We considered replacing the entire sewer from Fredrica to just south of Valley Way. However, the cost provided by Hardrock was unreasonable. The Ministry proceeded with replacing the sewer across the travelled portion of right of way. The last week of August I was contacted by UMA informing me that the contractor had hit the pipe a second time in the south approach to the bridge while installing the storm sewer. There was a 5 meter section of clay pipe remaining between this repair and what we thought was the repair from first Ministry break. - 2 - I asked the Hardrock for a price to replace the 5 meter section. The price quoted was $8,750.00 (Ed, I originally gave you the wrong amount of $8,300.00). I authorized the work. We did a TV inspection and I received the results today October 15. The inspection actually shows that this is a 3rd repair obviously done at an earlier date and there are still small sections of clay in this run. Ed, that is all that happened up to when you provided the memo to Council. Since then there has been some significant developments. Late last week UMA asked to meet to discuss the first repair. Hardrock claims that to get grade on the sewer they had to extend the repair an additional 47 meters to the north. It is Hardrock's position that they should be paid additional for this work. It is the Ministry's position that the City should pay ( approximately $46,000 ). At the meeting I took the position that the City will not pay because none of this work would have been necessary if the contractor had not broken the pipe. After that meeting I arranged to have the sewer TV inspected. As I stated above I received the results today. It shows two things: 1. 2. -3- There is a significant sag in the pipe where the pipe is 60% full of water Where the repair butts to the existing pipe, the vertical alignment is offset. Both of these problems make the work unacceptable and I have informed UMA ( representing the Ministry) of our position. I trust that this clears up any confusion. Nia Cara F Niagara Falls Canada Community Services Department R- 2003 -72 Parks, Recreation & Culture Adele Kon 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -7404 E -mail: akon @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: R- 2003 -72 Centennial Wall Project RECOMMENDATION: That Council approve the design for the Centennial Wall Project at an approximate cost of $150,000. BACKGROUND: Council authorized that two (2) significant initiatives presented by the Civic Committee be undertaken to celebrate the City's Centennial. The first was the beautification of the Drummond Hill Cemetery retaining wall and the second was the writing and publishing of a book covering the past 100 years of our City's history. In accordance with Public Art Policy, an Ad Hoc Committee was established to provide guidance to the Centennial Wall Project. The Committee selected the proposal submitted by James Smith, of Campbell Monument Co. Ltd. They also worked with this individual in order to develop the specific content of the four historical Battle of Lundy's Lane depiction panels that will eventually be attached to the wall. A copy of his proposal is attached and the committee is requesting that Council support their recommendation. A budget estimate of $100,000 was approved by Council for this project. The Lundy's Lane BIA had agreed to be a financial partner on this project and will provide $20,000. The remaining funds were to come from the Reserve Fund established for the 2% Parkland Dedication for the Lundy's Lane Tourist Area. The budget of $100,000 is sufficient for the design, fabrication and installation of the artistic relief panels. However, the Committee is requesting that additional funding be provided in order to: install night lighting, replace the top concert barrier with the rod iron fencing, and install cannon balls and Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - R- 2003 -72 ivy planting as shown on the design. The Committee members were of the opinion that these additional items would complete the project. The additional items will raise the cost of this project by approximately $50,000 including taxes. Sufficient funds are contained within the above - mentioned reserve fund. Following Council's approval for purposes of safety and in accordance with the Region's request, the proposal will be reviewed by a structural engineer. Following this process, the company will commence fabricating the artistic relief panels. It is expected that the panels will be completed by mid June of 2004. Thus far, staff is planning to have the unveiling of the wall take place in concert with the annual Commemoration Ceremony of the Battle of Lundy's Lane which is scheduled for Sunday, July 25, 2004. Recomme Adele Kon Director of Parks, Recreation & Culture AK/das Attachment S: \Council \Council 2003 \R - 2003 -72 Centennial Wall Project.wpd Respectfully submitted: John MacDonald Chief Administrative Officer Campbell Monument Road 2 Tel: (613) 966-5154 966 -032 Box 487, Highway 2 at Toll Free 1- 800 - 267 -0512 Wallbridge- Loyalist Road Fax: (613) 966 -0323 •Campb II Belleville, Ontario K8N 5B2 Monument Co. Ltd. Adele Kon Director of Parks Recreation and Culture City Of Niagara Falls 7565 Lundy's Lane Niagara Falls ON L2H 1G9 Dear Ms. Kon, . October 2, 2003 We have now secured our limestone material. We have composed images for the panels that counter many of the challenges presented by the site, meeting the content, visibility and relief sculpture technical constraints. at the same time as providing viewers a coherent sequenced perspective of the four panels. Each panel can stand alone and be perceived as a discreet composition. Accompanying are: 1. Renderings of the four compositions. 2. A rendering of the Battlefield sign. 3. A site elevation drawing showing the full length of the retaining wall. 4. A site elevation drawing showing a detail of the four panels. 5. A site elevation drawing showing a detail of the two centre panels. 6. A sectional elevation drawing showing a detail of the panel and retaining wall. Note that the renderings are conceptual drawings for the purposes of content and composition. The actual sculpture may vary slightly from the drawings and every effort will be made to maintain historical accuracy. We are tabling a number of suggestions beyond the scope our contract. We make these proposals to enhance the site along the retaining wall, to tie the installation thematically and visually to the cemetery, and to mitigate the effects of the massive retaining wall. 1. Replace the existing 34"high exposed aggregate barrier with iron fencing in keeping with the fencing used throughout the cemetery. 2. Add "Lundy's Lane Battlefield" in matching limestone between panels 3 and 4.. 3. Add to the sign, British and American flags to either side of the text to identify combatants. Campbell Monument Co., Ltd. Campbell Monument Co., Ltd. Lindsay Monuments Campbell Monument Co., Ltd. Campbell Monument Co., Ltd. 611 Glen Street 97 King Street West 38 Kent Street West R. R.9.3. PO. Box 91 850 O'Brien Rd., Pembroke, Ontario Cobourg, Ontario Lindsay, Ontario Smiths Falls, Ontario Wilson Mall, Unit 1 K8A6V3 K9A2M4 K9V2Y2 K7A4S9 Rentrew, Ontario K7V 3Z4 Tel: (613) 735 -5178 Toll Free 1.800-567 -6228 Fax: (613) 735-2763 Tel (905) 373-1874 Toll Free 1- 888-745 -8797 Fax: (905)373 -9412 Tel. (705)324 -1779 Toll Free 1- 888 -486 -3472 Fax (705) 324 -1073 Tel: (613) 284 -0061 Toll Free: 1- 800-378 -2858 Fax: (613) 284 -1206 Tel:(613)433 -9616 Fax. (613) 433-9671 -2- 4. Plant ivy to spill down the retaining wall to the left and right of the panels and extending the length of the retaining wall. 5. Add two lighting units above each panel. 6. Add stacked pyramids of cannon balls (simulated) matching those found on the monument in the cemetery) to be mounted on the retaining wall between the panels. This is shown in our detail elevation drawing. We have taken the liberty of including these elements in our renderings for your assessment. I look forward to your response to these submissions. I hope the enclosed material is sufficient for your presentation to council. Regards, James Smith 1 in II ill Hokum 111111111111111th 1 . • - «Ai "••••• Et] fip 1;11. :11 • r • I" .1 ;1112,111,111111 II 1: 111111111111111111111111111111111111 Ili Ali , INDICATES MATERIAL TO BE CARVED FROM THICKNESS OF THE ORIGINAL PANEL LIGHTING UNITS IWO P R PANEL UPPER LIMESTO LOWER UMESI 6 10'3 CROSS SECTION THROUGH SCULPTED PANEL AND RETAINING WALL SIDEWALK CEMETERY GRADE CRETE RETAINING L (EXISTING) LUNDY'S LANE BATTLEFIELD SCULPTURE CAMPBELL MONUMENT COMPANY SEPT. 10, 2003 LUNDY'S LANE SITE ELEVATION 4 BAS RELIEF PANELS 11' X 5' 6" MOUNTED ON EXISTING CONCRETE RETAINING WALL 'A 4. 4111111111111111111111 4.1 , IA '10: LUNDY'S LANE SCULPTURE PANEL 1.. BAYONETS CAMPBELL MONUMENT SEPT. 30. 2003 LUNDYS LANE SCULPTURE PANEL 2 GENERAL RW.L CAMPBELL MONUMENT SEPT. 30, 2003 LUNDYS LANE SCULPTURE PANEL 3 ARTILLERY CAMPBELL"NONUNENT SEPT. 30, 2003 LUNDY "S LANE SCULPTURE PANEL 4 FENCE LINE CAMPBELL MONUMENT SEPT. 30; 2003 1 Nia Caraof Niagara Falls Canada Community Services Department R-2003-71 Parks, Recreation & Culture Adele Kon 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356-7404 E -mail: akon @city.niagarafalls .on .ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: R- 2003 -71 - Implementation of the City's Beautification, Streetscape & Gateway Master Plan RECOMMENDATION: That Council support, in principle, the proposed implementation of the City's Beautification, Streetscape & Gateway Master Plan as supported by the Environmental Planning & Greening Committee which is outlined in this report, and further that the matter be referred to the budget process. BACKGROUND: Paula Berketo presented a draft Beautification, Streetscape & Gateway Master Plan for the Environmental Planning & Greening Committee's consideration on July 30, 2003. The Master Plan sets out a guide for the beautification of specific urban areas of the City, together with a number of high profile streets and certain gateways. The Master Plan provides abasic plan from which the City can gradually implement a program for greening and beautifying public open spaces throughout the City. Through the implementation of the Master Plan, it will instill community pride and have a positive affect in encouraging citizens to get involved and beautify their individual properties. At the Environmental Planning & Greening meeting in July 2003, the Committee requested the preparation of a staff report which would outline what could be achieved over a five -year period based on a budget of $100,000.00 per year. This report provides an implementation scenario with projected costs of beautification projects and maintenance for a five -year period. Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - R- 2003 -71 1. Beautification Projects: The Master Plan outlines a number of target areas for beautification. They include specific road intersections and park entrances, prominent streets and gateways into the City. The target areas contained in the Master Plan were developed by the consultant, with input from the EP &G Committee and staff. There are other areas that may be seen as important for beautification and they can be added at any time and considered as part of the implementation program. Utilizing the Master Plan information, the following charts outlines a possible 5 -year implementation program. YEAR PROJECT ESTIMATED COST 2004 a) Thorold Stone Road and Portage Road - Five Comers $ 8,000.00* b) Thorold Stone Road & Townline Road Gateway $16,000.00 c) Portage Road Chippawa Streetscape $10,000.00 d) Bridge Street Streetscape $10,500.00 e) Victoria Avenue -Hwy 420 to Bridge Street $35,000.00 0 Main Street Chippawa -Sarah Street to Sodom Road $14,000.00 Total $93,500.00 2005 a) Gallinger Street $18,550.00 b) Sodom Road & Main Street in Chippawa $14,300.00 c) Oakes Park $10,850.00 d) St. Paul Avenue Cairn $1,000.00 e) Thorold Stone Road Streetscape $5,000.00 f) McLeod Road -Kalar Road to Marineland Parkway $47,000.00 Total $96,700.00 2006 a) McLeod Road and Marineland Parkway $10,000.00 b) F.H. Leslie Park $9,000.00 c) McLeod Road/QEW Gateway $30,000.00 d) Montrose Road - Thorold Stone Road to McLeod Road $40,000.00 e) Kent Street $11,800.00 Total $100,800.00 2007 a) M.F. Ker Park $5,200.00 b) Lundy's Lane and Townline Road Gateway $17,000.00 c) E.E. Mitchelson Park $6,000.00 d) Stanley Avenue - Kitchener Street to Thorold Stone $22,000.00 Road e) Morrison Street - Dorchester Road to Victoria Avenue $35,500.00 f) QEW and Mountain Road $10,000.00 Total $95,700.00 October 20, 2003 - 3 - R- 2003 -71 2008 a) Victoria Ave/River Road Gateway b) Dorchester Road Streetscape c) Stanley Avenue/Hwy 406 Gateway d) Oakwood Streetscape e) Queen Street- Victoria Avenue to River Road $15,200.00 $10,000.00 $ 6,300.00 $20,000.00 $42,500.00 Total $94,000.00 * Partial costs from Beautification, Streetscape Master Plan for public lands only. The above noted chart proposes work totalling $480,700.00 which will implement the proposed projects contained in the Beautification, Streetscape & Gateways Master Plan. The project costs are approximate and may vary from project to project. There may be opportunities to do more in some years and less in others. 2. Maintenance With the implementation of the Master Plan, there will be more pressure placed on the level of maintenance. This is an issue that the Environmental Planning & Greening Committee has expressed considerable concem and wishes to be assured that sufficient maintenance dollars are budgeted every year to ensure the beautification projects remain attractive. There has been a gradual increase in the number of flower beds planted in the City in recent years and this has necessitated the contracting out of some flower bed maintenance. A budget of $35,000.00 was earmarked for 2003 and the result was a need to increase this amount to $42,000.00. The tender this year was let out to a contractor for the maintenance of 18 City locations. The extent of work included the removal of dead flowerheads, watering, mulching, weeding and trimming. The average cost to maintain a flower bed is about $3,000.00 a season. With the Committee's intent to develop a couple of flower beds a year and the necessity to provide maintenance attention to other City parks, a $10,000.00 increase annually to the maintenance budget is projected. 3. Staffing The City's Park Maintenance Division currently has a staff compliment of 40 people from May to October. Most of the staff is involved in the maintenance of sports fields and parks. The grass cutting crews currently work on a grass cutting cycle of 10 days. The staff does their best in maintaining the sports fields and parks, and sometimes find it difficult to keep up with the demand and public's expectation of grass cutting. This is particularly true during the spring growth period. Based upon the above, the maintenance of the additional flower beds will be added to the annual flower bed tender. Over time, the City may wish to consider an expansion to the City staff compliment with people having horticultural maintenance background. a) Horticultural Supervisor Position With the increased commitment to beautify the City, it is recommended that a new position be created entitled Horticultural Supervisor. This person would carry out an array of duties including the following: oversee the hiring and work of the contractors maintaining the City flower beds; prepare the design of the flower beds, ordering of annual plants and bulbs, preparing tenders and finalizing the contracts of beautification projects; oversee "The Park in the City" initiative, work with volunteers and assist in working toward October 20, 2003 - 4 - R- 2003 -71 • the City entering into the Communities in Bloom Competition and implement a community garden program; develop a partnership with Niagara Parks Commission/Niagara College that would encourage horticultural students to do their school placements with the City. The starting salary of a Horticultural Supervisor would be approximately $55,000.00. b) Irrigation Maintenance The City has installed irrigation systems at a number of sports fields and flower beds in recent years. It is proposed that a budget be established for an irrigation maintenance person for part of the year. The main function of this person would be to oversee the installation and maintenance of all irrigation systems for sports fields and beautification areas. This can be achieved by upgrading a member of the current maintenance staff for part of the year at a cost of $35,000.00 ($27,000.00 wages plus $8,000.00 per year for a truck rental). The initial capital cost to purchase the additional truck and tools is approximately $30,000.00. c) Roving Crew The City has two roving crews that currently perform litter pickup predominantly in the tourist areas from May to October. The budget for the roving crews, which primarily covers the cost of salaries, is approximately $100,000.00 per year. In discussions with the City's Operations Superintendent, an additional crew would be desirable to assist in the efforts to keep the City streets clean of litter. The Projected Cost Table includes an annual cost of staffing for an additional Roving Crew of $50,000.00 a year. The annual cost of renting a 1 ton truck is approximately $10,000.00 and the initial cost to purchase the truck and equipment is approximately $60,000.00. d) Watering Staff A major problem that is experienced every year is the lack of water and/or irrigation system for flower beds and trees. For newly planted trees, the City often has to hire a watering truck firm to ensure the health of the trees. The City has a watering truck that is used primarily for Municipal Works projects. The City's Operations Superintendent has indicated that the truck can be used by Parks, Recreation & Culture. The main issues are that of manpower to operate the truck, and to purchase the proper adaptor to carry out the watering. With the development of a proper work schedule, the water truck could be utilized for a considerable amount of the summer months. A cost has been included in the Projected Cost Table for watering staff. e) Additional Partnerships The City has been involved with a number of public agencies who own land within the City and encouraging them to increase their level of maintenance and general appearance of their property. The City may have to pursue additional cooperation with these agencies in committing to assist in litter pick -up and grass cutting at strategic locations in the City. Some of these areas could include the QEW interchanges at Thorold Stone Road and McLeod Road. A cost is included in the Projected Cost Table of $10,000.00 for the first year. I) Projected Costs Table The following table illustrates the projected costs of a complete beautification and greening initiative over a five -year period. These additional figures are over and above what is currently budgeted for beautification. October 20, 2003 - 5 - R- 2003 -71 Conclusion This report projects the costs for implementing the Beautification, Streetscape & Gateway Master Plan, as well as, a program to beautify strategic locations within the City. There is a considerable financial commitment required to achieve an attractive City and the contents of this report provides a basic plan that will help beautify the City and also encourage citizens and businesses to take part and contribute to the overall beautification of the City. Respectfully Submitted, Alderman Selina Volpatti, Chair BB /das Environmental Planning & Greening Committee S: \Council \Council 2003 \R - 2003 -71 - Implementation of the City's Beautification, Streetscape & Gateway Master Plan.wpd 2004 2005 2006 2007 2008 Beautification Projects $100,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00 Maintenance Contractor $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 Annual Plants for New Beds $750.00 $1,500.00 $2,250.00 $3,000.00 $3,700.00 Horticultural Supervisor $55,000.00 $57,500.00 $60,000.00 $62,500.00 $65,000.00 Irrigation Maintenance & Truck Purchase $35,000.00 $30,000.00 $35,700.00 - $36,400.00 - $37,100.00 - $37,800.00 - Additional Roving Crew & Truck Purchase $60,000.00 $60,000.00 $62,500.00 - $65,000.00 - $67,500.00 - $70,000.00 - Watering Staff $30,000.00 $32,500.00 $35,000.00 $37,500.00 $40,000.00 Additional Grass Cutting Contract $10,000.00 $10,500.00 $11,000.00 $11,500.00 $12,000.00 Total Costs $390,750.00 $320,200.00 $339,650.00 $359,100.00 $378,500.00 Conclusion This report projects the costs for implementing the Beautification, Streetscape & Gateway Master Plan, as well as, a program to beautify strategic locations within the City. There is a considerable financial commitment required to achieve an attractive City and the contents of this report provides a basic plan that will help beautify the City and also encourage citizens and businesses to take part and contribute to the overall beautification of the City. Respectfully Submitted, Alderman Selina Volpatti, Chair BB /das Environmental Planning & Greening Committee S: \Council \Council 2003 \R - 2003 -71 - Implementation of the City's Beautification, Streetscape & Gateway Master Plan.wpd The City of Niagara Fall Canada Community Services Department R-2003-73 Parks, Recreation & Culture Adele Kon 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -7404 E -mail: akon @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: R- 2003 -73 - Patrick Cummings Memorial Sports Complex Phase I -A - Grading Tender TR18 -2003 RECOMMENDATION: It is recommended that Tender TR18 -2003 for the grading of the four (4) easterly slo -pitch diamonds and adjacent swale for the Patrick Cummings Memorial Sports Complex be awarded to 984265 Ontario Limited (Circle P Paving) of Stevensville, Ontario, for a total cost of $107,535 including all taxes. BACKGROUND: In the summer of 2003 the tree clearing contract was completed and the four (4) easterly slo -pitch diamonds are ready for grading. Tenders for the Grading of the Phase I Development of Patrick Cummings Memorial Sports Complex were picked up by various bidders and two (2) bid proposals were received by the Clerk's Department. The Tender Opening occurred in the presence of the Manager of Supply & Services on Tuesday, October 14, 2003. The results of the bid process are presented as follows: Contractor 1. 984265 Ontario Limited (Circle P Paving) City Tender Bid Price (including taxes) Stevensville, ON $107,535.00 2. CRL Campbell Construction Wainfleet, ON $156,996.29 Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - Financing: Funds for the grading tender are within the 2003 Capital Construction Budget. Recommend- i by: / Respectfully submitted: Adele Kon John MacDonald Director of Parks, Recreation & Culture Chief Administrative Officer JD /das S: \Council \Council 2003 \R - 2003 -73 - Patrick Cummings Memorial Sports Complex Phase 1A - Grading Tender.wpd R- 2003 -73 J RECREATION FACILITY LEGEND A Existing Arena B Proposed Ice Pad • C Proposed Practice Ice Pad D Proposed Exterior Washroom Facilities/Storage E Proposed Splash Pad F Proposed Playground G Proposed Picnic Area H Proposed Skate Park Facility I Proposed Slo -pitch Diamonds (350' Foul Lines) J Proposed 'LW SID-pitch Diamonds (350' Foul Lines) K Proposed Parking L Proposed Fenced Dog Run & Parking M Proposed Washroom /Maintenance Building TRAFFIC CALMING LEGEND 1 Proposed Curb Extensions 2 Proposed Raised Crosswalk 3 Proposed Painted Crosswalk Plug; I Grad_ cc Nvvr (45 sin - GQ'(alm,ni-5 PATRICK CUMMINGS MEMORIAL SPORTS COMPLEX MASTER PLAN M ory*1 Waive Fah.. Gail. I111I1111 1 t PARKS, RECREATION B CULTURE COMMUNITY SERVICES Seitemb&2(103 Nia Cara F Niagara Falls Canada Community Services Department BDD- 2003.02 Business Development Serge Felicetti 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356-2354 E -mail: sfelicet @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: BDD- 2003 -02, Brownfield Community Improvement Plan (CIP) RECOMMENDATION: That Council authorize staff to enter into a cost sharing agreement with the Federation of Canadian Municipalities to conduct a Brownfield Community Improvement Plan for the City of Niagara Falls. BACKGROUND: The City of Niagara Falls contains a number of brownfield sites. These sites are underutilized industrial or commercial lands situated in areas of the City with available transportation networks, servicing infrastructure and proximity to schools, commercial development and community facilities. Development of these sites would considerably increase the available tax base of these lands, incorporate environmental remediation and provide employment opportunities for the community. The purpose of the CIP is to create a strategy for the development of these sites. This strategy shall incorporate two components. The first will be the development of a financial incentive program for brownfield redevelopment incorporating the types of incentives and eligibility criteria. The creation of an innovative financial incentive program will allow developers to overcome costs of environmental remediation and provide viable long term developments. The second component will be the development of an integrated land use plan and policies for identified brownfield sites. Both of these components would be incorporated into the CIP. The estimated cost to prepare a Brownfield CIP is approximately $150,000. Staff made application to the Federation of Canadian Municipalities Green Enabling Fund which provides grants for various municipal initiatives such as brownfield redevelopment programs. Recently, staff has been notified that FCM has agreed to provide up to $75,000 toward the cost of our Brownfield CIP. Sufficient Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services - 2 - BDD- 2003 -02 funds to cover the City's portion of the work is available in the Corporate Services budget. Council's concurrence with the above recommendation would be appreciated. Prepared by: Respectfully submitted: Serge Feficetti / /John MacDonald Director of Business Development and Alex Herlovitch Deputy Director of Planning & Development Approved by: Satfrimv T. Ravenda Executive Director of Corporate Services SF /lw Chief Administrative Officer The City of Niagara Falls I Cana ti Fire Services Patrick R. Burke 5809 Morrison Street Fire Chief Niagara Falls, ON L2E 2E8 FS- 2003 -14 web site: www.city.niagarafalls.on.ca Tel: (905) 356 -1321 Fax: (905) 356-6236 E -mail: pburke @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: FS- 2003 -14 Replacement of Fire Station 6 (Crowland) RECOMMENDATION: This is for the information of Council with a recommendation that the matter of the replacement of Station 6 with the addition of a banquet/community hall facility and the redevelopment of the park be referred to the 2004 budget process. BACKGROUND: Fire Station 6 on Schisler Road serves the Crowland community area of the City and also responds to structure fires in the Station 5 Willoughby community area of the City. The existing station building is essentially aprefabricated steel building that has been updated over the years and includes an oversized single vehicle bay area and a small meeting/training room. The original structure was built in 1970 as a 20 -year building. Currently, there are two (2) response vehicles sharing the oversized single bay. The vehicles cannot be parked squarely in the building but rather must be angled into the bay in order to fit. From the Fire Services perspective, it is an inadequate structure to house the existing equipment and to facilitate the ongoing training needs for the volunteer firefighters who provide fire protection to this area of the City. The location of the station is central to the area it serves and it is not anticipated that this would change in the foreseeable future. As the City's development expands in and towards the area, it is expected that call demand will increase proportionately. The existing station is in need of further upgrades which would continue to be "band -aid" solutions and put more dollars into an outdated, inadequate structure. Smoke Alarms Save Lives - Check Your Smoke Alarm Working Together to Serve Our Community October 20, 2003 - 2 - FS- 2003 -14 Earlier this year, the Volunteer Fire Fighters' Association from Station 6 established a committee to review the requirements for a new station. In their deliberations, they considered a number of community perspectives. After many months and a number of drafts and redrafts of building design and specifications, the firefighters arrived at a proposal for a new building and the redevelopment of the existing park area. The proposal addresses the Fire Services' needs for the area as well as community enhancements in the form of a banquet/community/meeting hall and the redevelopment of the park. The preliminary cost estimates for the proposal are: Apparatus Floor - Truck Bay Area $795,000 Banquet/Community Hall and Training Area $1,067,000 Design and Consultant Costs $120,000 Park Redevelopment (including asphalt parking lots for station and banquet/community hall) $600,000 or, Park Redevelopment (without asphalt parking lots for station and banquet/community hall) $400,000 It is recommended that this project be referred to the 2004 capital budget process for consideration. Recommended by: a±2,- Patrick R. Burke Fire Chief Edward P. Lustig Director of Fire Services PRB:rs Respectfully submitted: John MacDonald Chief Administrative Officer The City of Niagara Falls( Corporate Services Department CD- 2003 -20 Clerk's Division 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -7404 E -mail: diorfida @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: CD- 2003 -20 Council Attendance on Various Committees & Boards RECOMMENDATION: For the information of Council. BACKGROUND: Dean Iorfida City Clerk At a past Council meeting, a communication was received requesting information on Council members' attendance on committee and boards. It was directed that a report be brought back for Council's information. Attached please find a chart that was compiled after contacting the appropriate staff at City Hall and at outside agencies, who kept attendance tallies. Please note that there may be a few outside boards or agencies that this writer did not receive a report from and, therefore, are not included in the chart. For the most part, however, the chart provides an accurate depiction of who sits on which committees and their attendance. The numbers reported are merely that: numbers. They fail to provide context and one should not read too much into them. Any look at these numbers should bear in mind the following: • many of Council member's absences are for legitimate reasons: illness, business commitments, and vacations. • reasons are for absences are almost always relayed to staff in advance. • committee dates may conflict The Mayor on Tuesdays, for example, could have meetings of the Niagara Falls Hydro Board, Parking & Traffic Committee and Committee of Adjustment. • obviously, some Council members have more time because they are retired. Others have full -time jobs to contend with, in addition to their Council commitments. Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development - 2 - CD- 2003 -20 ♦ there may be other Council members or appropriate staff members at the committee meeting to represent the City's interests. • Council members are usually conscientious. A number have resigned from Committees when it became apparent that other commitments would preclude them from participating in a committee or board. • A Council member's value to a committee, especially one outside of City Hall, may be best served in other ways. For example, I received the following e-mail from Sue McDowell of the Victoria Centre B.I.A.: "Alderman Puttick is in contact with me often about issues and how he can help, even outside of the meetings." • the full extent of the Mayor Thomson's external commitments are not fully outlined: he also sits on Regional Council and Public Works and Human Resources Committees at the Region, amongst others. • Alderman Janvary-Pool was named to Council in April 2002. CONCLUSION: The attached information is a reasonably accurate depiction of the variety of committees, boards and agencies in which Niagara Falls City Council members sit on. Overall, the various committees are well served by their Council representation. As Council size is reduced from twelve members to eight members, it may be necessary to reduce Council member representation on certain committees. Recommended by: � Dean Iorfi a aY City Clerk Approved by: Pthou T. Ravenda Executive Director of Corporate Services Respectfully submitted: ' 7? �l V 7 /John MacDonald Chief Administrative Officer Committee /Board Council Member # of # of Meetings Meetings 2001 -2003 Attended Council 74 Alderman Cam.bell 71 Alderman Craitor 64 Alderman Federow 65 Alderman Feren 59 Alderman Fisher 73 Alderman Ioannoni 67 Alderman On 60 Alderman Pietran_• elo 72 Alderman Puttick 69 Alderman Vol s atti 72 Alderman Win: 70 Ma or Thomson 73 Alderman Janv. -Pool 33 33 Communi Services 38 Alderman Cam 'bell 37 Alderman Craitor 33 Alderman Federow 35 Alderman Feren 32 Alderman Fisher 38 Alderman Ioannoni 34 Alderman Orr 31 Alderman Pietrangelo 37 Alderman Puttick 37 Alderman Vol •atti 37 Alderman Win_ 37 Ma or Thomson 37 Alderman Janv. -Pool 22 22 Cor Borate Services 29 Alderman Cam •bell 29 Alderman Craitor 24 Alderman Federow 27 Alderman Feren 25 Alderman Fisher 29 Alderman Ioannoni 26 Alderman Orr 25 Alderman Pietrangelo 28 Cor . orate Services cont. 29 Alderman Puttick 27 Alderman Vol . atti 29 Alderman Win_ 29 Ma or Thomson 28 Alderman Janva -Pool 8 8 = 23 Recreation Commission 25 Alderman Pietran:elo Alderman Federow -_ 17 = 20 Trails & Bikewa s Alderman Cam.bell Arts & Culture Comm. 31 Alderman Cam.bell 17 Alderman Win: 5 7 = 6 Civic Committee Alderman Craitor Alderman Fisher 7 Alderman Janv. -Pool 3 3 E.P. & G 27 Alderman Vol.atti 20 Alderman Cam.bell 11 Alderman Win: 19 7 Alderman Paisle Janv. -Pool 8 8 = 20 S . orts Wall of Fame 20 Alderman Janvary -Pool Alderman Fisher 17 Park in the Ci 4 Alderman Cam.bell 2 Alderman Fisher 3 Alderman Janvary-Pool 3 Alderman Vol .atti 4 Ma or's Youth Adviso 34 Aldeinian Ioannoni 26 Trillium Awards 4 Alderman Fisher 3 Alderman Janvar -Pool 3 Parkin ' & Traffic 25 Alderman Craitor 21 Alderman loannoni 14 Alderman Volt atti 16 Ma or Thomson 9 Committee of Ad'ust. 47 Alderman Vol.atti 36 Alderman Pietrangelo 37 Alderman Feren 18 Ma or Thomson 27 Alderman loannoni 16 10 Herita . a a.ka. LACAC 34 Alderman Win: 28 Senior Citizens Assoc. 27 Alderman Fisher 21 H dro Board 31 Ma or Thomson 31 Alderman Cam.bell 31 Nia . ara Falls Tourism 17 Alderman Feren 0 Ma or Thomson 15 Alderman Janv. -Pool 8 8 Alderman Puttick* 15 *invited _• est Festival of Li. hts 25 Alderman Federow 11 Alderman loannoni 7 Libra Board 27 Alderman Fisher* 26 *re.resentin. the Ma or Board of Museums 27 Alderman Fisher 23 Chamber of Commerce 9 Alderman Janvary-Pool 8 Humane Socie 24 Alderman Win_ 9 9 Alderman Fisher 15 13 Bo s & Girls Club Alderman Pietran : elo 24 4 United Wa Board 13 Alderman Feren* 1 *resit ed b/c of other commitments - Transit 32 Mayor Thomson 32 Disabili Advsio 22 Alderman Paisley Janvary-Pool 22 Fallsview B.I.A. 10 Alderman Craitor 5 Alderman Federow 8 Victoria Centre B.I.A. 12 Alderman Puttick 7 Chi ' 1 awa B.I.A. 3 Alderman Fisher 3 Alderman Federow 1 -- Main & Fer B.I.A. 4 Alderman Win. 3 Alderman Craitor 2 Clifton Hill B.I.A. 1 Alderman Vol .atti 1 Illumination Board 6 Ma or Thomson 0 Alderman Puttick 5 Parks Commission 39 Mayor Thomson 37 NPC Committees 27 Mayor Thomson 23 Nia Caraof Niagara Falls Canada Corporate Services Department F- 2003 -46 Finance Division Kenneth E. Burden 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2016 E -mail: kburden @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: F- 2003 -46 - City of Niagara Falls Banking Services RECOMMENDATION: That the agreement for banking services between the City and the Bank of Nova Scotia be extended for the period November 1, 2003 to October 31, 2006, in accordance with the renewal option. BACKGROUND: For the past several years, the City has enjoyed a harmonious working relationship with the Bank of Nova Scotia. Staff has reviewed the option in the existing agreement to maintain the excellent working relationship. The agreement provides an extension of three years of the existing pricing of services such as: Account Maintenance Money Management System Consolidated Cash Plan ScotiaConnect Scotia Direct Electronic Daily Statement Purchase Card The Bank of Nova Scotia has advised that Merchant Services for processing credit card transactions will be provided by a separate agreement. Also, the interest payment rate will reduce by ten basis points due to the positive cash management trend. Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development October 20, 2003 F- 2003 -46 For the past ten years, the Bank of Nova Scotia has provided new products that have improved the processes for handling the City's funds. Staff is reviewing opportunities being provided by the Bank should the extension be approved; opportunities such as: Purchase Card - Internet Reporting Expense Management System Electronic Payment System Electronic Data Transmission Integration with City's Financial System Point of Sale/Internet (E- Commerce) Smart Card Technology Staff recommends that the Bank of Nova Scotia be re- appointed as the City's financial institution in accordance with the option to extend the existing agreement for a three -year period. Recommended by: Respectfully submitted: aeci K. E. Burden /f John MacDonald Director of Finance Chief Administrative Officer Approved by: J'idithooev T. Ravenda Executive Director of Corporate Services Niagara Cara Falls( of The Niagara Canada Corporate Services Department F- 2003 -47 Finance Division 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356-2016 E -mail: kburden @city.niagarafalls.on.ca His Worship, Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members. October 20, 2003 Re: F- 2003 -47 - Municipal Accounts RECOMMENDATION: Kenneth E. Burden Director That Council approve the municipal accounts totalling $14,615,984.60 for the period ending October 20, 2003. BACKGROUND: The accounts have been reviewed by the Director of Finance and the by -law authorizing payment is listed on tonight's Council agenda. Recommended by: Respectfully submitted: K. E. Burden Director of Finance Approved by: T. Ravenda Executive Director of Corporate Services Ul�46-010; John MacDonald Chief Administrative Officer Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS Supplier : 1019530001 to ZIZIAN0001 Fund : 11 CITY OPERATING FUND Supplier Name Nagaro fall The City of Caaad Date Range: 01-Oct -2003 to 14- Oct -2003 Sequence by: Supplier Name Fund No. Masked: Yes Cheque No Cheque Date Purpose AP5200 Page : Amount 1314540 ONTARIO INC 215T CENTURY DOCUMENT MANAGEMENT TECHNOLOGIES 407 ETR EXPRESS TOLL ROUTE 464586 ONTARIO LTD 0/A LITE BROS LTD 942352 ONTARIO LIMITED 0/A BRISK ALL GLASS & SAFETY 5 942352 ONTARIO LIMITED 0/A BRISK ALL GLASS & SAFETY 5 A J STONE COMPANY LTD ACCU LOCK AND SECURITY ACTION CORPORATION AFFILIATED CUSTOMS BROKERS LTD ALBANESE,LORI ALL GREEN IRRIGATION ANTONIO,CHUCK AVENUE ROOTS AZON CANADA LTD BANK OF MONTREAL BARCLAY & TODD'S BATEMAN,DOLORES BATES,SHAWN BAYLIS & ASSOCIATES BCE EMERGIS INC BELL CANADA BELL CANADA BELL CANADA BIGGARS KEY SHOP BLAIR,RICK BODKIN LEASING BRENNAN,JIM BUNTIN REID BUNTIN REID C R L CAMPBELL CONSTRUCTION & DRAINAGE LTD CANADA BUILDING MATERIALS CO CANADA LAW BOOK INC CANADIAN LINEN AND UNIFORM SERVICE CANADIAN PACIFIC RAILWAY CO CANTEC SECURITY SERVICES CAPITANO,ROB CARRICK,MARZENNA CARRIER MAUSOLEUMS CONST ONTARIO INC CARSWELL CARTER CAR & TRUCK RENTALS CASHWAY BUILDING CENTRES CATHERW00D,MARGARET CENTENNIAL CONSTRUCTION CENTENNIAL CONSTRUCTION CENTURY VALLEN CERIDIAN LIFEWORKS SERVICES CHASE,G CHUBB,DAVID& CHUBB, MARLENE CIBC CIBC CIRCLE P PAVING CITICORP VENDOR FINANCE LTD CITY OF NIAGARA FALLS CITY OF PORT COLBORNE FINANCE DEPARTMENT CLASS A FIRE & RESCUE CLASS A FIRE & RESCUE CLAYDON,JEFF COGECO CABLE CANADA INC 278933 14-Oct-2003 278934 14 -Oct -2003 278935 14 -Oct -2003 278936 14 -Oct -2003 278765 07 -Oct -2003 278937 14 -Oct -2003 278940 14 -Oct -2003 278766 07 -Oct -2003 278938 14 -Oct -2003 278939 14 -Oct -2003 278941 14- Oct-2003 278768 07 -Oct -2003 278943 14 -Oct -2003 278944 14 -Oct -2003 278945 14 -Oct -2003 278770 07 -Oct -2003 278771 07 -Oct -2003 278772 07 -Oct -2003 278946 14 -Oct -2003 278947 14 -Oct -2003 278773 07 -Oct -2003 278774 07- Oct-2003 278948 14 -Oct -2003 278949 14 -Oct -2003 278950 14 -Oct -2003 278776 07 -Oct -2003 278951 14 -Oct -2003 278777 07 -Oct -2003 278778 07 -Oct -2003 278952 14 -Oct -2003 278804 07 -Oct -2003 278779 07 -Oct -2003 278953 14- Oct -2003 278780 07 -Oct -2003 278781 07 -Oct -2003 278954 14 -Oct -2003 278955 14 -Oct -2003 278782 07 -Oct -2003 278783 07 -Oct -2003 278956 14 -Oct -2003 278784 07 -Oct -2003 278785 07- Oct -2003 278786 07- Oct -2003 278787 07 -Oct -2003 278958 14 -Oct -2003 278959 14 -Oct -2003 278788 07 -Oct -2003 278960 14 -Oct -2003 278789 07- Oct-2003 278790 07 -Oct -2003 278961 14- Oct -2003 278791 07 -Oct -2003 278792 07 -Oct -2003 278793 07 -Oct -2003 278962 14 -Oct -2003 278794 07 -Oct -2003 278963 14-Oct -2003 278964 14 -Oct -2003 278795 07 -Oct -2003 REFUND MATERIALS ADMINISTRATIVE MATERIALS MAINTENANCE AND REPAIRS MAINTENANCE AND REPAIRS MATERIALS MATERIALS CONTRACT SERVICES ADMINISTRATIVE ADMINISTRATIVE MATERIALS ADMINISTRATIVE CONTRACT SERVICES. MATERIALS REFUND SUPPLIES ADMINISTRATIVE REFUND ADMINISTRATIVE UTILITIES UTILITIES UTILITIES UTILITIES MATERIALS REFUND LEASES AND RENTS REFUND SUPPLIES MATERIALS LEASES AND RENTS MATERIALS MATERIALS MATERIALS CONTRACT SERVICES CONTRACT SERVICES ADMINISTRATIVE ADMINISTRATIVE CONTRACT SERVICES MATERIALS LEASES AND RENTS MATERIALS REFUND CONTRACT SERVICES CONTRACT SERVICES MATERIALS CONTRACT SERVICES REFUND REFUND REFUND REFUND CONTRACT SERVICES LEASES AND RENTS ADMINISTRATIVE MATERIALS MATERIALS MATERIALS ADMINISTRATIVE UTILITIES 750.00 10.00 21.64 197.66 627.18 1,851.10 5,643.04 14.07 1,799.19 67.62 51.21 449.40 41.29 2,708.82 106.98 408.83 114.55 60.00 87.41 171.20 63.89 1,619.28 325.46 296.01 22.03 100.00 435.83 91.99 792.80 1,633.00 14,692.44 2,197.33 317.26 131.68 875.18 1,952.11 231.85 126.80 30,981.85 123.57 723.35 14.92 750.00 33,288.59 99,435.23 1,810.36 2,253.42 113.15 750.00 571.63 940.39 39,214.09 4,347.00 3,675.00 461.45 629.38 1,399.11 141.33 287.47 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS Supplier : 1019530001 to ZIZIAN0001 Fund: 11 CITY OPERATING FUND Supplier Name The City of Niagara Pops Ca ada Date Range: 01-Oct-2003 to 14-Oct-2003 Sequence by: Supplier Name Fund No. Masked: Yes Cheque No Cheque Date Purpose AP5200 Page : 2 Amount COGECO CABLE CANADA INC COLLIER,HEIDI COLLINS SAFETY O/A 3077225 CANADA INC COLLINSON,JACK COMMISSIONAIRES COMMUNITY RESOURCES CENTRE COMPUTER MEDIA GROUP COPYMAN PRINT SHOP CORPORATION OF THE CITY OF WELLAND CORSINI,GUY COTTON INC CRAWFORD ADJUSTERS CANADA INCORP CRAWFORD ADJUSTERS CANADA INCORP CRAWFORD ADJUSTERS CANADA INCORP CRYDERMAN,GEORGE CUPE LOCAL 133 CUPE LOCAL 133 DALGAS ENTERPRISES INC DARCH FIRE DARRALL,BOB DAVEY TREE EXPERT CO DAVEY TREE EXPERT CO DEFILIPPIS,ERNIE DELCAN CORPORATION DELL COMPUTER CORPORATION DELL COMPUTER CORPORATION DENNIS,JACK DESIGN ELECTRONICS DICARLO,PAOLO DINO,RODEL DREN,KARL DUWLOVIC,ED DURWARD JONES BARKWELL & CO LLP E3 LABORATORIES EARTH TECH CANADA INC ELECTRICAL SAFELY AUTHORITY EMERALD EMERALD ENBRIDGE ENVIRONMENT CANADA (INTRA 0077 DAC 807) ETHERINGTON,DAVE EXCALIBUR SIGN & NEON FALLS ELECTRIC INC FALLS WHOLESALE LTD & ZIPPO CANADA SALES FEDEROW,ART FIRE MONITORING OF CANADA INC FIRESERVICE MANAGEMENT LTD FLEXO PRODUCTS LTD FLEXO PRODUCTS LTD G & K SERVICES CANADA INC GABRIELES CUSTOM CATERING GERRIE ELECTRIC WHOLESALE LTD GLADDING SALES AGENCY LTD GLADDING SALES AGENCY LTD GRASSWORKS LAWN MAINTENANCE GRAYBAR ELECTRIC LTD GRAYBAR ELECTRIC LTD GREEN,BRUCE GREENSPACE SERVICES 278965 14- Oct'�2003 UTILITIES 278796 07 -Oct -2003 REFUND 278797 07- Oct -2003 MATERIALS 278966 14 -Oct -2003 ADMINISTRATIVE 278798 07 -Oct -2003 CONTRACT SERVICES 278799 07 -Oct -2003 LEASES AND RENTS 278967 14- Oct -2003 MATERIALS 278968 14 -Oct -2003 MATERIALS 278800 07 -Oct -2003 MAINTENANCE AND REPAIRS 278801 07 -Oct -2003 REFUND 278802 07 -Oct -2003 MATERIALS 278803 07 -Oct -2003 ADMINISTRATIVE 278970 14- Oct-2003 CONSULTING SERVICES 278971 14 -Oct -2003 ADMINISTRATIVE 278805 07 -Oct -2003 REFUND 278806 07 -Oct -2003 ADMINISTRATIVE 278972 14 -Oct -2003 ADMINISTRATIVE 278973 14 -Oct -2003 MATERIALS 278807 07- Oct -2003 MATERIALS 278974 14 -Oct -2003 ADMINISTRATIVE 278808 07 -Oct -2003 CONTRACT SERVICES 278975 14 -Oct -2003 CONTRACT SERVICES 278809 07 -Oct -2003 REFUND 278810 07 -Oct -2003 CONTRACT SERVICES 278811 07- Oct -2003 EQUIPMENT 278976 14- Oct-2003 CONTRACT SERVICES 278977 14- Oct-2003 REFUND 278978 14 -Oct-2003 CONTRACT SERVICES 278812 07 -Oct -2003 ADMINISTRATIVE 278813 07 -Oct -2003 REFUND 278814 07 -Oct -2003 ADMINISTRATIVE 278815 07 -Oct -2003 UTILITIES 278816 07 -Oct -2003 ADMINISTRATIVE 278817 07 -Oct -2003 CONTRACT SERVICES 278818 07 -Oct -2003 CONTRACT SERVICES 278819 07 -Oct -2003 MAINTENANCE AND REPAIRS 278820 07 -Oct -2003 MAINTENANCE AND REPAIRS 278979 14 -Oct -2003 CONTRACT SERVICES 278980 14 -Oct -2003 UTILITIES 278822 07 -Oct-2003 CONSULTING SERVICES 278823 07 -Oct -2003 ADMINISTRATIVE 278981 14- Oct-2003 REFUND 278982 14 -Oct -2003 CONTRACT SERVICES 278824 07 -Oct -2003 SUPPLIES 278983 14 -Oct -2003 ADMINISTRATIVE 278825 07 -Oct-2003 CONTRACT SERVICES 278984 14 -Oct -2003 MATERIALS 278826 07 -Oct -2003 MATERIALS 278985 14 -Oct -2003 MATERIALS 278827 07 -Oct -2003 MATERIALS 278986 14 -Oct -2003 CONTRACT SERVICES 278987 14- Oct-2003 MATERIALS 278828 07 -Oct -2003 MATERIALS 278988 14 -Oct -2003 MATERIALS 278989 14 -Oct -2003 CONTRACT SERVICES 278829 07 -Oct -2003 MATERIALS 278990 14 -Oct -2003 MATERIALS 278830 07 -Oct -2003 MATERIALS 278831 07- Oct -2003 CONTRACT SERVICES 96.20 750.00 265.64 24.21 11,370.68 471.50 79.93 46.00 366.88 80.31 653.06 850.25 1,512.00 17,755.43 100.00 2,815.62 3,061.85 1,656.00 1,123.50 89.21 399.11 9,105.70 750.00 99,851.50 43,711.59 6,985.10 100.00 3,578.02 220.93 750.00 201.24 127.13 8,560.00 1,324.94 18,404.00 224.70 1,118.15 540.35 3,303.70 32,100.00 163.96 77.55 2,691.71 1,879.78 202.12 192.60 1,211.00 531.88 131.48 71.60 281.25 168.91 572.97 225.19 1,412.40 1,617.18 1,565.84 118.45 809.02 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS Supplier : 1019530001 to ZIZIAN0001 Fund : 11 CITY OPERATING FUND Supplier Name Niagara fall The City of Canada ,��6/ Date Range: Sequence by: Supplier Name Fund No. Masked: Yes Cheque No Cheque Date Purpose AP5200 Page : 3 01 -Oct -2003 to 14 -Oct -2003 Amount GREY ISLAND SYSTEMS INC GROUND AERIAL MAINTENANCE LTD GT FRENCH PAPER LIMITED GT FRENCH PAPER LIMITED GUILLEVIN INTERNATIONAL INC HAMDANI DRYCLEANERS LTD HECO HECO HICKEY,NEAL HIGGINS,FRANK HOLLOWAY PHILP CONST INC HOLMAN,GEOFF HUBERT,)AKE HUMMELL,HAROLD HUMMELL,HAROLD IKON IKON OFFICE SOLUTIONS EASTERN DIVISION T8022 INFORMATION NIAGARA J J MACKAY CANADA LTD 3 P HAMMILL & SON LTD JACKSON,DAVE JAGGER RIMS LIMITED JAUKOVIC,SLAVKO JOHNSON,TOM JONES,DON KON,ADELE KUCHYT,TOM KUIPERS,JANET LA GUIDA LACROIX,CATHY ANN LADSON PROPERTIES LTD LAWRENCE'S LAWN CARE LELIEVRE,PETER LOUTH & NIAGARA ORCHARDS LOWE,BUDDY M & L SUPPLY fIRE AND SAFETY M & L SUPPLY fIRE AND SAFETY MACLEAN,JASON MAN A MILE MARINE CLEAN LTD MATTHEWS INTERNATIONAL CORPORATION MAVES,DIANE MCCONNELL,LUCILLE MCDONALD,ROB MCLEAN,JEFF MCNAMARA,SUSAN METRO PLUMBING & HEATING MICRON INSTALLATIONS LIMITED MINISTER OF FINANCE MINISTRY OF ATTORNEY GENERAL MINISTRY OF ATTORNEY GENERAL MOHAWK COLLEGE MOROCCO,JOHN MORTON,DALE MOSS,STEVEN& MOSS, SUSAN MUNICIPAL EQUIPMENT SALES MUNICIPAL WORLD INC NESTLE FOODSERVICE SALES NIAGARA BAILIFF SERVICES 278832 07-Oct -2003 EQUIPMENT 278833 07 -Oct -2003 MAINTENANCE AND REPAIRS 278839 07 -Oct -2003 MATERIALS 278991 14 -Oct -2003 MATERIALS 278835 07 -Oct -2003 MATERIALS 278836 07 -Oct -2003 MAINTENANCE AND REPAIRS 278837 07 -Oct -2003 MAINTENANCE AND REPAIRS 278993 14 -Oct -2003 CONTRACT SERVICES 278838 07- Oct -2003 ADMINISTRATIVE 278994 14 -Oct -2003 ADMINISTRATIVE 278839 07 -Oct -2003 CONTRACT SERVICES 278840 07 -Oct -2003 ADMINISTRATIVE 278995 14 -Oct -2003 ADMINISTRATIVE 278841 07 -Oct -2003 ADMINISTRATIVE 278842 07 -Oct -2003 ADMINISTRATIVE 278843 07 -Oct -2003 CONTRACT SERVICES 278996 14 -Oct -2003 EQUIPMENT 278844 07 -Oct -2003 MATERIALS 278846 07 -Oct -2003 CONTRACT SERVICES 279000 14 -Oct -2003 MATERIALS 278997 14 -Oct -2003 ADMINISTRATIVE 278845 07 -Oct -2003 CONTRACT SERVICES 278998 14 -Oct -2003 REFUND 278847 07 -Oct -2003 ADMINISTRATIVE 278999 14 -Oct -2003 ADMINISTRATIVE 278848 07 -Oct -2003 ADMINISTRATIVE 279001 14 -Oct -2003 ADMINISTRATIVE 279002 14 -Oct -2003 ADMINISTRATIVE 278932 10- Oct -2003 ADMINISTRATIVE 278849 07 -Oct -2003 REFUND 278850 07- Oct-2003 REFUND 278851 07 -Oct -2003 MAINTENANCE AND REPAIRS 279004 19 -Oct -2003 REFUND 279006 14- Oct -2003 MATERIALS 278854 07 -Oct -2003 ADMINISTRATIVE 278866 07 -Oct -2003 279012 14 -Oct -2003 MATERIALS 279007 14 -Oct -2003 ADMINISTRATIVE 278856 07 -Oct -2003 ADMINISTRATIVE 278857 07 -Oct -2003 CONTRACT SERVICES 278858 07 -Oct -2003 MATERIALS 278859 07 -Oct -2003 ADMINISTRATIVE 278860 07 -Oct -2003 ADMINISTRATIVE 278861 07 -Oct -2003 ADMINISTRATIVE 279008 14 -Oct -2003 REFUND 278862 07 -Oct -2003 ADMINISTRATIVE 278863 07 -Oct -2003 CONTRACT SERVICES 279009 14 -Oct -2003 MAINTENANCE AND REPAIRS 279011 14 -Oct -2003 ADMINISTRATIVE 278864 07 -Oct -2003 ADMINISTRATIVE 279010 14 -Oct -2003 ADMINISTRATIVE 278867 07 -Oct -2003 ADMINISTRATIVE 279013 14 -Oct -2003 ADMINISTRATIVE 278869 07 -Oct -2003 ADMINISTRATIVE 279014 14 -Oct -2003 REFUND 279015 14 -Oct -2003 EQUIPMENT 278870 07 -Oct -2003 MATERIALS 278871 07- Oct -2003 MATERIALS 279016 14 -Oct -2003 ADMINISTRATIVE 5,502.75 2,095.87 2,234.29 889.62 345.00 5.82 471.94 284.81 104.00 188.58 64,719.34 118.70 55.58 196.00 199.29 17,178.24 5,750.00 59.00 16,387.50 28.06 144.11 5,626.40 100.00 218.58 72.29 149.27 265.19 55.68 588.50 215.00 500.00 299.60 100.00 1,408.67 749.04 15,998.68 259.85 188.57 190.00 1,057.16 968.00 54.00 72.00 220.34 750.00 72.00 28,972.75 271.78 6,001.14 1,659.36 1,659.36 4,194.40 306.09 126.89 1,050.00 5,402.13 1,995.01 280.62 413.23 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS Supplier : 1019530001 to ZIZIAN0001 Fund: 11 CITY OPERATING FUND Supplier Name The Cily of Niagara falls Canal Date Range: 01-Oct-2003 to 14 -Oct -2003 Sequence by: Supplier Name Fund No. Masked: Yes Cheque No Cheque Date Purpose AP5200 Page : 4 Amount NIAGARA BLOCK INC NIAGARA CREDIT UNION NIAGARA CREDIT UNION NIAGARA DISTRICT AIRPORT COMMISSION NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC NIAGARA FALLS HYDRO NIAGARA FALLS HYDRO NIAGARA FALLS HYDRO NIAGARA NEWSFAX NIAGARA SHEET METAL NIAGARA TRANSIT NIAGARA.COM NIAGARA.COM NORM'S VACUUM ONTARIO GYM & SPORTS PENINSULA CONSTRUCTION INC PENINSULA VIDEO & SOUND INC PERRI -MED PESIC,BOZIDOR PETERBILT OF ONTARIO INC PIPEFLO CONTRACTING CORPORATION PIRSON,MIKE PRATA,GUY PRAXAIR PRECISE PARK LINK INC PROVINCIAL CONSTRUCTION (NIAGARA FALLS) LTD PROVINCIAL MAINTENANCE PURAIRE INC PURE WATER PUROLATOR COURIER PUROLATOR COURIER R F ZIRALDO LTD RACO AUTO SUPPLY LTD RACO AUTO SUPPLY LTD READ SAWCUTRNG & CORING INC. RECEIVER GENERAL RECEIVER GENERAL RICK STEWART CONSTRUCTION LTD RIVER REALTY DEVELOPMENT (1976) INC ROBERT BRAKEL & ASSOCIATES LTD RONALD C ELLENS APPRAISALS INC RONALD C ELLENS APPRAISALS INC 5 & R CAR RENTALS TORONTO (CENTRAL) LIMITED SAFEDESIGN APPAREL LTD SAFETY EXPRESS LTD SANDWELL CONSULTING ENGINEERS LTD SARP TRANS -VIDEO INSPECTION LTD SCARINGI,VITO SCOTIABANK SINGULAR PRODUCTIONS LIMITED SMITH,DARRELL SOFTCHOICE CORPORATION SOFTWARE FIRST COMPUTERS LTD SPOTLIGHT INC SQBOX SOLUTIONS LTD SRM ASSOCIATES ST CATHARINES PROFESSIONAL FIRE FIGHTERS ASSOCIATIO STAMFORD HOME HARDWARE 2 '79017 14- Oct=2003 MATERIALS 278873 07 -Oct -2003 ADMINISTRATIVE 279019 14- Oct -2003 ADMINISTRATIVE 279020 14 -Oct -2003 GRANT 278876 07 -Oct -2003 ADMINISTRATIVE 279022 14 -Oct -2003 ADMINISTRATIVE 278874 07 -Oct -2003 ADMINISTRATIVE 278875 07- Oct -2003 UTILITIES 279021 14 -Oct -2003 UTILITIES 279023 14 -Oct -2003 ADMINISTRATIVE 279024 14 -Oct -2003 MAINTENANCE AND REPAIRS 278878 07 -Oct -2003 GRANT 278872 07- Oct-2003 ADMINISTRATIVE 279018 14 -Oct -2003 CONTRACT SERVICES 278879 07 -Oct -2003 EQUIPMENT 278881 07 -Oct -2003 MATERIALS 279025 14 -Oct -2003 CONTRACT SERVICES 279026 14 -Oct -2003 CONTRACT SERVICES 278882 07 -Oct -2003 MATERIALS 279027 14 -Oct -2003 REFUND 279028 14- Oct -2003 MATERIALS 278883 07- Oct -2003 CONTRACT SERVICES 278884 07 -Oct -2003 REFUND 279031 14- Oct -2003 ADMINISTRATIVE 278885 07- Oct -2003 MATERIALS 279032 14 -Oct -2003 CONTRACT SERVICES 278886 07 -Oct -2003 CONTRACT SERVICES 279033 14 -Oct -2003 CONTRACT SERVICES 278887 07 -Oct -2003 MATERIALS 278888 07- Oct -2003 MATERIALS 278889 07-Oct -2003 ADMINISTRATIVE 279034 14 -Oct -2003 ADMINISTRATIVE 279038 14- Oct -2003 CONTRACT SERVICES 278890 07- Oct -2003 MATERIALS 279035 14 -Oct -2003 MATERIALS 279036 14 -Oct -2003 278891 07 -Oct -2003 ADMINISTRATIVE 279037 14- Oct -2003 ADMINISTRATIVE 278897 07 -Oct -2003 REFUND 279039 14 -Oct -2003 REFUND 279040 14 -Oct -2003 CONSULTING SERVICES 278898 07 -Oct -2003 CONSULTING SERVICES 279041 14 -Oct -2003 CONSULTING SERVICES 279042 14 -Oct -2003 REFUND 279043 14 -Oct -2003 MATERIALS 278899 07 -Oct -2003 MATERIALS 278900 07 -Oct -2003 REFUND 278901 07 -Oct -2003 CONTRACT SERVICES 278902 07 -Oct -2003 ADMINISTRATIVE 278903 07 -Oct -2003 ADMINISTRATIVE 279045 14 -Oct -2003 MAINTENANCE AND REPAIRS 278904 07 -Oct -2003 ADMINISTRATIVE 279046 14 -Oct -2003 ADMINISTRATIVE 278905 07 -Oct -2003 ADMINISTRATIVE 278906 07- Oct-2003 MATERIALS 279047 14 -Oct -2003 CONTRACT SERVICES 278907 07-Oct-2003 CONSULTING SERVICES 278909 07- Oct-2003 DONATION 279048 14 -Oct -2003 MATERIALS 536.14 13,904.00 13,839.00 19,500.00 1,745.17 1,745.17 7,513.31 4,985.90 2,948.30 656.45 862.50 100,000.00 42.75 412.44 690.00 482.66 10,368.10 192.60 723.86 100.00 995.93 2,407.50 100.00 45.26 74.00 1,681.40 108,879.41 12,835.61 89.01 58.50 144.53 62.28 3,397.25 2,346.65 208.03 171.20 141,157.01 145,018.89 750.00 750.00 1,747.67 1,374.00 1,488.50 15.00 2,209.70 163.40 750.00 7,326.34 211.60 158.76 483.00 250.91 17,836.50 3,455.75 4,434.02 1,123.50 1,605.00 300.00 34.48 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS Supplier : 1019530001 to ZIZIAN0001 Fund : 11 CITY OPERATING FUND Supplier Name The City of Niagara falls Caoa_I • Date Range: 01- Oct -2003 to 14- Oct -2003 Sequence by: Supplier Name Fund No. Masked: Yes Cheque No Cheque Date Purpose AP5200 Page : 5 Amount SUNCOR ENERGY PRODUCTS INC TALK WIRELESS INC TD CANADA TRUST TELUS INTEGRATED COMMUNICATIONS TELUS MOBILITY TELUS NATIONAL SYSTEMS INC THE CAMERA PLACE FOTO SOURCE THE CHAMBER OF COMMERCE NIAGARA FALLS CANADA THE PEPSI BOTTLING GROUP THE REGIONAL MUNICIPALITY OF NIAGARA THE REGIONAL MUNICIPALITY OF NIAGARA THE REGIONAL MUNICIPALITY OF NIAGARA THE REGIONAL MUNICIPALITY OF NIAGARA THE SENIORS REVIEW THE SERNAS GROUP THE SPONSORSHIP REPORT THE UNIFORM GROUP INC THE UNIFORM GROUP INC THISTLEWAITE YARDWORKS TIMS WATER SERVICE TOTTEN SIMS HUBICKI ASSOCIATES TOUCHSTONE SITE CONTRACTORS TRENCHLESS UTILITY EQUIPMENT INC TROW CONSULTING ENGINEERS LTD UNISTRUT CENTRAL UNITED PARCEL SERVICE UPPER CANADA SPRINGS INC UWO LOCAL GOVERNMENT PROGRAM V GIBBONS CONTRACTING LTD W S WALTERS CONSTRUCTION WALKER BROTHERS QUARRIES LTD WALKER COMMUNITY DEVELOPMENT CORPORATION WATT,DAVID WAYNE SAFETY INC WAYNE SAFETY INC WEAVER,WENDY WEIR FOULDS WESTBURNE /RUDDY WRIGHT FUELS INC WSIB YARNELL OVERHEAD DOOR 279049 14 -Oct -2003 278910 07 -Oct -2003 278911 07 -Oct -2003 279050 14 -Oct -2003 279051 14- Oct-2003 278912 07 -Oct -2003 279052 14 -Oct -2003 279053 14 -Oct -2003 278914 07 -Oct -2003 278892 07 -Oct -2003 278893 07 -Oct -2003 278894 07 -Oct -2003 278895 07 -Oct -2003 279094 14 -Oct -2003 278915 07 -Oct -2003 278916 07 -Oct -2003 278917 07 -Oct -2003 279054 14 -Oct -2003 279055 14-Oct-2003 279056 14 -Oct -2003 278918 07 -Oct -2003 279057 14 -Oct -2003 279058 14 -Oct -2003 278920 07- Oct-2003 278921 07 -Oct -2003 279059 14 -Oct -2003 278922 07 -Oct -2003 279060 14 -Oct -2003 278923 07 -Oct -2003 278930 07 -Oct-2003 279061 14 -Oct -2003 279062 14 -Oct -2003 279063 14- Oct-2003 278924 07 -Oct -2003 279064 14 -Oct -2003 278925 07 -Oct -2003 278926 07 -Oct -2003 278927 07 -Oct -2003 278928 07 -Oct -2003 279065 14 -Oct -2003 278931 07 -Oct -2003 MATERIALS MATERIALS ADMINISTRATIVE CONTRACT SERVICES CONTRACT SERVICES CONTRACT SERVICES MATERIALS ADMINISTRATIVE MATERIALS ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE MATERIALS ADMINISTRATIVE CONTRACT SERVICES ADMINISTRATIVE MATERIALS MATERIALS CONTRACT SERVICES CONTRACT SERVICES CONTRACT SERVICES CONTRACT SERVICES MATERIALS CONSULTING SERVICES MATERIALS ADMINISTRATIVE MATERIALS ADMINISTRATIVE CONTRACT SERVICES ADMINISTRATIVE MATERIALS REFUND ADMINISTRATIVE MATERIALS MATERIALS MAINTENANCE AND REPAIRS CONSULTING SERVICES MATERIALS MATERIALS ADMINISTRATIVE MATERIALS 1,944.49 34.48 1,000.00 488.75 515.15 8,236.30 115.00 10.70 1,705.72 12,567,315.00 242,786.16 275,643.65 4,738.56 176.55 11,786.96 256.80 1,476.49 3,021.86 558.00 272.85 5,599.32 9,298.30 2,731.25 4,999.85 23,729.10 8.83 25.00 70.00 19,491.26 415.00 701.62 750.00 389.69 894.24 690.00 358.45 1,865.01 651.36 12,658.19 10,740.97 82.93 Total: 14,615,984.60 The City of Niagara Fall Canada Community Services Department MW- 2003 -183 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356 -2354 E -mail: edujlovi ©city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: MW- 2003 -183 Municipal Parking & Traffic Committee Recommendations - October 14, 2003 Meeting RECOMMENDATIONS: 1) By -law 89 -2000 Updates It is recommended that the updates to By -law 89 -2000 appearing later on tonight's agenda be approved. 2) Municipal Parking and Traffic Committee Membership It is recommended that the Terms of Reference related to membership on the Municipal Parking and Traffic Committee be revised to include the Niagara Parks Police Chief. 3) MW- 2003 -148 - Ascot Circle Operations Review It is recommended that parking restriction on the north side of Ascot Circle, situated from a point 45m west of Sabine Drive (east intersection) to a point 125m west of Sabine Drive (east intersection) be extended to include House # 7819 subject to staff consultation with the homeowners affected. 4) MW- 2003 -165 - Victoria Avenue at Magdalen Street - Intersection Control Review It is recommended that: 1) funding for the installation of traffic signals and curb extensions at the intersection Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - MW- 2003 -183 of Victoria Avenue and Magdalen Street be included in the 2004 Capital Works Budget; 2) traffic signals be installed at the intersection of Victoria Avenue and Magdalen Street in 2004 concurrently with the following: 1) the construction of a curb extension on the east side of Victoria Avenue at Magdalen Street, with appropriate curb depressions at the crosswalk locations; 2) decorative traffic signal poles be installed to augment the existing streetscape; 3) crosswalks be provided on all intersection approaches; 4) "Cross on Walk Signal Only" signs be installed with each pedestrian signal display head; 5) a "Do Not Block Intersection" sign be installed facing northbound motorists; 6) the first two metered parking spaces on Victoria Avenue, on either side of Magdalen Street be removed, and replaced with a "no stopping, tow away zone "; 7) the first two metered parking spaces on Magdalen Street, west of Victoria Avenue be removed, and replaced with a "no stopping, tow away zone "; 8) the existing "no standing" restriction on the west side of Victoria Avenue, south of Magdalen Street be replaced with a "no stopping" zone; 9) the existing "no standing" restriction on the east side of Victoria Avenue at Magdalen Street be replaced with a "no stopping, tow away zone "and, 3) the traffic signal installation be deferred until the alignment of the Grand Boulevard is adopted. 5) MW- 2003 -166 - Armoury Street Parking Review It is recommended that this item be deferred for further staff review. 6) MW- 2003 -167 - Allendale Avenue Parking Review It is recommended that: 1. permit parking control, augmented by a "tow away" zone tab, be implemented on the east side of Allendale Avenue from a point 12 metres north of Robinson Street to a point 72 metres north of Robinson Street; 2. permit parking control, augmented by a "tow away" zone tab, be implemented on the east side of Allendale Avenue from a point 135 metres north of Robinson Street to a point 65 metres north of Peer Lane; 3. parking be restricted at all times on the east side of Allendale Avenue from a point 72 metres north of Robinson Street to a point 135 metres north of Robinson Street; October 20, 2003 - 3 - MW- 2003 -183 4. parking be restricted at all times on the east side of Allendale Avenue from a point 65 metres north of Peer Lane to Ferry Street; and, 5. the existing parking restriction on the west side of Allendale Avenue between Ferry Street and Robinson Street be replaced with a stopping restriction augmented by a "tow away" zone tab. 7) MW- 2003 -176 - Orchard Avenue at Symmes Street - All -way Stop Review It is recommended that: 1. The stop sign control be reversed at the intersection of Orchard Avenue at Symmes Street; and, 2. Staff undertake a review of the intersection operations after six months. MW- 2003 -178 - Traffic Operations Review in vicinity of St. Thomas More Roman Catholic Church It is recommended that: 1. Hazard Identification Beacons not be installed on Dorchester Road in vicinity of St. Thomas More Roman Catholic Church; and, 2. staff assist the church representatives in defining the most appropriate location of "Do Not Enter" regulatory signs suggested to be installed at the entrance and exit on church property. 9) MW- 2003 -179 - Forsythe Street at Desson Avenue - All -way Stop Review It is recommended that: 1) The stop sign control be reversed at the intersection of Forsythe Avenue and Desson Avenue; and, 2) Staff undertake a review of the intersection operations after six months. 10) MW- 2003 -160 - On- Street Pay & Display Machines - 5 -year Implementation Plan It is recommended that: 1) the 5 -year implementation plan to replace on- street parking meters with Pay & Display machines be adopted; and, 2) $150,000.00 be allocated toward the 5 -year Capital Works Parking Machine Implementation Plan for the purchase of Pay & Display equipment. October 20, 2003 - 4 - MW- 2003 -183 11) MW- 2003 -102 - Queen Street - Operations Review It is recommended that: 1) no changes be made to the existing intersection controls along Queen Street at this time; and, 2) Staff report back on the installation of the portable chicane within six months. BACKGROUND: The Municipal Parking and Traffic Committee, at its meeting of October 14, 2003, considered the matters noted and formulated the recommendations above. City Council's concurrence with the recommendations outlined in this report would be appreciated. Respectfully submitted by: Za<el /re- //// Sam LaRosa, Vice - Chairperson, Municipal Parking & Traffic Committee S: \TRAFFIC\REPORTS\2003\2003 Couactl\M W- 2003- 183.wpd The City of Niagara Fall Cariajak 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: (905) 356 -7521 Fax: (905) 356-2354 E -mail: munwks ©city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: MW- 2003 -184 Sodium Chloride (Salt) Regional Tender 2003 -T -47 RECOMMENDATION: Ed Dujlovic, P. Eng. Director MW- 2003 -184 It is recommended that sodium chloride be purchased from Cargill Deicing Technology, Pickering, Ontario for a five -year term. The quoted prices are for supply and delivery. BACKGROUND: The City of Niagara Falls again participated with other Municipalities through Regional Tendering. Cargill Deicing Technology was low bidder and tenders to supply bulk sodium chloride for five winter seasons at the following costs, excluding taxes. Winter Season 2003 - 2004 2004 -2005 2005 - 2006 2006 - 2007 2007 - 2008 Cost / tonne Increase $44.49 $45.49 $46.39 $47.14 $47.89 1.1 % decrease from 2002 2 % increase 2 % increase 1.6 % increase 1.6 % increase Working Together to Serve Our Community Municipal Works Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Laws -I MW- 2003 -184 Prepared by: -2- Respectfully Submitted: Grp bof Butch Hummell 5. hn MacDonald hief Administrative Officer Operations Superintendent Approved by: Ed Dujlovic, P.Eng. Director of Municipal Works /It S:\REPORTS\2003 Reports \M W- 2003- 184.wpd October 20, 2003 The City of Niagara Fall 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: (905) 356 -7521 Fax: (905) 356-2354 E -mail: munwks @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council, City of Niagara Falls, Ontario. Members: October 20, 2003 Re: MW- 2003 -185 Winter Sand (2003) Season - Regional Tender 2003 -T -45 RECOMMENDATION: Ed Dujlovic, P. Eng. Director MW- 2003 -185 It is recommended that the tender for supply and delivery of winter sand, including the mixing of salt with this sand, be awarded to Vineland Quarries for the unit prices tendered. BACKGROUND: The City of Niagara Falls again participated with other Municipalities through Regional tendering. The work consists of approximately 5,000 tonnes of screened sand, delivered to and mixed at our Stanley Avenue Service Centre. Low bidder for City of Niagara Falls was: Vineland Quarries $75,600.00 Staff recommends the tender by Vineland Quarries for supplying, delivering and mixing with salt, and stockpiling be accepted. The tender costs represent an increase of 1% over 2002 -2003 costs. Prepare by: spec Ily submitted: l Butch Hummell John MacDonald U Operations Superintendent Chief Administrative Officer Recomme bv: Ed Dujlovic, . ng Director of Municipal Works Lt S :\REPORTS\2003 Reports \M W- 2003- 185.wpd Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development Building & By -Laws The City of ad Niagara Fall Cana Community Services Department MW- 2003 -171 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356-2354 E -mail: edujlovi @city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: October 20, 2003 Re: MW -2003- 171 Northwest Servicing Review - Status Report Consultant Engagement - Engineering Design Phase RECOMMENDATION: It is recommended that the City of Niagara Falls engage the engineering services of R.V. Anderson Associates to complete the engineering design phase for the new pumping station serving the existing developed properties in the Northwest Service Area at an estimated fee of $57,000; and further that staff be directed to meet with the benefitting property owners to discuss the cost sharing of the preferred alternative identified in the Class Environmental Assessment and prepare a report for Council's future consideration. BACKGROUND: In May of 2002, City Council adopted the recommendations contained in report MW- 2002 -50 authorizing the engagement of the engineering firm R.V. Anderson Associates to complete the Class Environmental Assessment (EA) of the servicing alternatives for the area bounded by Kalar Road/Mountain Road/Q.E. W./Hydro Corridor which has been referred to as the Northwest Service Area. This area had been identified by the Regional Health Unit as having serious health risks due to failing private systems. The EA examined a number of communal and private solutions but concluded that a conventional gravity collection sewer with a pumping station and forcemain system was the preferred solution. This decision was presented in report MW- 2003 -56 in April of this year and adopted by Council. The Minister of the Environment received an objection from a local resident which has delayed the Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 -2 - MW- 2003 -171 advancement of the project. On October 7, 2003, staff received a letter from the Minister's office informing the City that an individual EA (more extensive review of other alternatives) is not required for this project and the City may now proceed subject to securing additional approvals of the final design. Accordingly, staff is now in a position to engage the services of a consultant to complete the design and seek approvals for the pumping station portion of the project. The gravity sewer design can be completed using in -house engineering services. Staff is recommending that the City engage R.V. Anderson Associates to complete this task in accordance with their proposal dated October 14, 2003. Prepared by: Respectfully submitted: Geoff Holman, C.E.T. Manager of Development Approved by: Ed Dujlovic, P.Eng. Director of Municipal Works Attach: 1 ohn MacDonald Chief Administrative Officer RV ANDERSON 19057359299 10/15 '03 14:48 N0.586 01/03 R.V. Anderson WA Limited October 14, 2003 City of Niagara Falls Municipal Works Department 4310 Queen Street Niagara Falls, ON L2E 6X5 Attention: Mr. Geoff Holman, CET Manager of Development Dear Sir: Re: 76 Division Street, Suite 405 Welland, Ontario L3B 3Z7 Canada Telephone: 905.735.3659 Fax: 905.735.9299 Welland @rvanderson.com www.rvanderson.com City of Niagara Falls Northwest Servicing Area Proposed Sanitary Sewage Collection System Proposal for Engineering Services - REVISED RVA 5812,44 /, RECEIVED OCT 7 6 ciwiNEERING S7 Further to your October 10, 2003 letter, we are pleased to submit this proposal to provide engineering services related to the design of a new sanitary sewage pumping station and force main in the Northwest Servicing Area of the City of Niagara Falls. It is understood that the scope of our work for this project involves the design of approximately 1100 m of 100 mm sanitary force main and one sanitary pumping station. The preliminary details and requirements for this facility were identified in an August 2003 report, prepared by R.V. Anderson Associates Limited, entitled "City of Niagara Falls Northwest Servicing Study — Proposed Sanitary Sewage Collection System — Preliminary Engineering Report." Based on our discussions, we will be pleased to undertake the following tasks: 1. Carry out the detailed design of new sewage pumping station and force main to meet peak dry- weather flows, as described in the 2003 RVA report, 2 Assist the City in obtaining a "Certificate of Approval" of Municipal and Private Sewage Works from the Ministry of the Environment, for the proposed pumping station and force main. Please note that costs for the MOE application(s) shall be the responsibility of the City. Also note that planning of this project as a "Schedule B" Municipal Class Environmental Assessment wastewater project was completed in the earlier part of 2003. 3. Assist the City in preparing a Terms of Reference for a geotechnical investigation of the area as well as the selection of a qualified geotechnical consultant. We would propose that the City retain directly the services of said consultant. Costs for the investigation have not been included in this proposal. RV ANDERSON 19057359299 10/15 '03 14:48 N0.586 02/03 Mr. Geoff Holman, CET R.V. Anderson Associates Limited 4. Conduct a detailed topographic survey of the subject area including all surface features and building fronts, as well as sub - surface infrastructure and utilities. This work shall be carried out by our sub - consultant, Suda & Maleszyk Surveying Incorporated. 5. Prepare contract drawings for the tendering and construction of a new sanitary sewage pumping station and force main, including all architectural, structural, process and instrumentation, mechanical, and electrical details. 6. Prepare contract documents and construction specifications for tendering the proposed works. Included in this task will be the estimation of a construction budget, based on the proposed design. 7. Attend design review meetings with the City at 50% completion and at 90% completion, prior to finalizing all contract documents and drawings. Drawings, contract documents, and construction specifications, up to 30 sets, will be provided to the City for the purpose of tendering. 8. Assist the City in tendering the project and recommend a qualified contractor from those submitting a complete and correct Form of Tender. We propose the following timeline for completion of Items 1 through 8, inclusive: Date Nov 1,2003 Jan 23, 2003 Jan 30, 2003 Mar 8, 2004 Mar 26, 2004 Apr 23, 2004 Apr 26, 2004 Milestone Particulars Authorization to Proceed Commence physical reconnaissance activities; Commence detailed design; 90% Design Review Meet with City staff; Review and finalize design; Final Design Issue drawings for MOE approval; MOE C of A 12 -week review period starts; Issue drawings for Tender; Call for Tender Tendering period for 19 days; Tender valid for 60 days; Tender Closing Commence tender review and recommendation of contract award; Certificate of Approval MOE C of A 12 -week review period ends; Receive C of A; additional time allotted for Easter Holiday; Contract Award Award and signing of contracts; Pre - construction meeting; RVA 5812.44 • RV ANDERSON 19057359299 10/15 '03 14:49 NO.586 03/03 Mr. Geoff Holman, CET R.V. Anderson Associates Limited Based on the work as outlined above, we would estimate a budget for professional engineering fees and disbursements as follows: Item Description Fees 1. Preliminary Engineering and Design $ 55,000.00 2. Disbursements $ 2,000.00 Total for Items 1 and 2 $ 57,000.00 Please note that fees estimates are exclusive of all applicable taxes. As requested, we have not included any fees at this time for Contract Administration and /or Construction Inspection services Professional fees for work performed shall be invoiced for the actual time expended, at rates based on our current "Billing Rate Schedule." Rates are reviewed annually and may be subject to change. We trust that the above is the information you require at this time. If you have any questions or require clarification, please do not hesitate to contact the undersigned. Yours very truly, R.V. ANDERSON ASSOCIATES LIMITED Vaino Raun, P. Eng. Principal, Regional Manager RVA 5812.44 Ministry Mlnist8re of the de Environment I'Envlronnement Office of the Minister Bureau du ministre 135 St. Clair Ave. West 12th Floor Toronto ON M4V 1 P5 Tel (416) 314 -6790 Fax (416) 314-6748 5tr' 1 6 2003 135, avenue St. Clair ouest 12• etage {'? ! ' Toronto ON M4V 1P5 \�. '` Tel (416) 314-679 ( \ .. T®IBc (416) 314 -67 BAS`+ 9, Mr. Geoff Holman Manager of Development City of Niagara 4310 Queen Street Niagara Falls ON L2E 6X5 Dear Mr. Holman: (1 f ENV970MC- 2003 -489 On April 17, 2003, the previous Minister received a request from a member of the public that the City of Niagara Falls (City) be ordered to prepare an individual environmental assessment (EA) for the proposed Northwest Servicing Study (Project). I am taking this opportunity to inform you that, based on a review of the Project documentation, the provisions of the Municipal Engineers Association Municipal Class Environmental Assessment, June 2000 (Class EA), the issues raised in the request and other relevant matters required to be considered under subsection 16(4) of the Environmental Assessment Act (EAA), a decision has been made that an individual EA is not required. A more comprehensive discussion of the ministry's evaluation of the requests may be found in the attached letter to the requester. With this decision having been made, the City may now proceed with the Project, subject to any other permits or approvals required. I would like to remind the City that, as it proceeds with the Project to completion, it must comply with the Class EA and any commitments made in the Project File. Failure to comply may result in prosecution under Section 38 of the EAA. This decision is made with the understanding that the City recognizes the importance and value of the EAA and that these commitments will be fulfilled. 0761G (03/01) 100% Recycled Chlorine Free. Made in Canada Mr. Geoff Holman Page 2. I would also like to inform you that applications for the new sanitary sewage collection system will not be considered under your current Transfer of Review agreement with the ministry. The Transfer of Review agreement delegates, to the City, review authority for certain types of sewage works under the Ontario Water Resources Act. The applications and supporting documents for the new sanitary sewage collection system to be constructed, which are the subject of the above study, should be made as direct submissions for review by the ministry's Environmental Assessment and Approvals Branch, along with the appropriate application fees. Please feel free to contact Mr. Aziz Ahmed, of the Environmental Assessment and Approvals Branch at (416) 314 -8172 should you require any further information. Sincerely, at, Jim Wilson, MPP, Simcoe -Grey Minister c: Jean Grandoni IAlb, Municipal Works FII6:� 1 Ministry Mlnisthre of the de Environment I'Environnement Office of the Minister Bureau du ministre 135 St. Clair Ave. West 12th Floor Toronto ON M4V 1P5 Tel (416) 314 -6790 Fax (416) 314-6748 SEP 16 ZOOS 135, avenue St. Clair ouh`st 12• etage Toronto ON M4V 1P5 Tel (416) 314 -6790 TOIac (416) 314.6748 ENV970MC- 2003 -489 Jean Grandoni RR1, Garner Road Niagara Falls ON L2E 6S4 1014 Dear Jean Grandoni: ® On April 17, 2003, the previous Minister received your request that the City of Niagara r 1 Falls (City) be ordered to prepare an individual environmental assessment (EA) for the �./ proposed Northwest Servicing Study (Project). I am taking this opportunity to inform you that, based on a review of the Project documentation, the provisions of the Municipal Engineers Association Municipal Class Environmental Assessment, June 2000 (Class EA), the issues raised in your request and other relevant matters required to be considered under subsection 16(4) of the Environmental Assessment Act (EAA), a decision has been made that an individual environmental assessment is not required for this Project. The following summarizes the issues and concerns raised in your request and how they have been addressed. Concerns were raised that the Kalar Road pumping station does not have the capacity to handle lands outside the urban boundary. • As a result of public concerns in the area of Kalar and Montrose Road regarding drinking water and sewage handling systems, the Regional Municipality of Niagara (RMN) Health Department conducted a sanitary survey. Results from the survey indicated that existing septic tanks and commercial systems in the area were showing signs of failure. The RMN Health Department has recommended municipal servicing to mitigate the identified health risk. 0761G (03/01) 100% Recycled Chbrbe Free. Made in Canada Jean Grandoni Page 2. As part of the sanitary survey conducted by the RMN Health Department and the assessment of alternatives during the Class EA process, the Kalar Road pumping station was determined to be capable of accepting the added capacity of the extended sewage services. Extension of sewage works requires approval under section 53 (sewage works) of the Ontario Water Resources Act. Prior to the issuance of this type of approval, the Ministry of the Environment will conduct a technical engineering review of the detailed design information and will ensure that the proposed sewage works will be able to handle the added capacity. A Certificate of Approval will not be issued if the added capacity cannot be handled. Concerns were raised related to the pollution content of Shriner's Creek within the Ten Mile Watershed. The restoration of the Ten Mile Watershed, including Shriner's Creek, is not within the scope of the proposed Project. The City has not identified any direct impacts from the Project on Shriner's Creek other than those impacts that may occur during construction. The City has committed to consult with the Niagara Peninsula Conservation Authority (NPCA) during the construction of the proposed Project and monitor construction activities to ensure that any adverse effects to the Ten Mile Watershed and Shriner's Creek will be minimized. • Despite this, the City is conducting further investigations into the restoration of the Ten Mile Watershed, including Shriner's Creek, with the intention of looking at ways to improve the water quality. Concerns were raised with inadequate public consultation. • The City conducted public consultation at four points throughout the process. This included: the Notice of Study Commencement, Notice of Public Information Centre, the Public Information Centre and the Notice of Completion. Jean Grandoni Page 3. Concerns were raised related to the insufficient examination of alternative solutions to the problem. The City considered five different alternative solutions to the problem. These included: Do Nothing, Construct a New Treatment Facility, Improve Individual Septic Systems, Reduce Sewage Flows and Construct a New Sanitary Sewage System. Each alternative was evaluated and the preferred solution was chosen based on an analysis of the potential effects of each on the social, economic and natural environment and a review of the input received from the public and government agencies. Concerns were raised that the City did not examine a separate new sanitary sewer system that would exclude the Kalar Pumping Station. • The preferred solution of the establishment, extension or enlargement of a sewage collection system and all works necessary to connect the system to an existing sewage outlet where such facilities are not in an existing road allowance or an existing utility corridor falls under Schedule `B" of the Class EA. • The consideration of alternative methods of implementing the preferred alternative, constructing a new sanitary sewage system, is considered detailed design and not a requirement for Schedule `B" projects under the Class EA. The City has selected a preferred solution. The specific design details, including individual components such as pumping stations, are not considered. This ministry is satisfied that preliminary studies determined that the Kalar pumping station can handle the added capacity and details to support this will be submitted during the technical engineering review of the Certificate of Approval application. A Certificate of Approval will not be issued if the added capacity cannot be handled. This ministry is also satisfied that adverse effects to the Ten Mile Watershed including Shriner's Creek will be minimized through the City's continued consultation with the Niagara Peninsula Conservation Authority and that the City conducted public consultation and considered alternatives in accordance with the requirements of a Schedule `B" project under the Class EA. Jean Grandoni Page 4. With this decision having been made, the Region can now proceed with the Project, subject to any commitments made in the Project File and any other permits or approvals required. I would like to thank you for participating in the Class EA process. Sincerely, ORIGINAL SIGNED BY Jim Wilson, MPP, Simcoe -Grey Minister c: Mr. Geoff Holman, Manager of Development, City of Niagara Falls The City of Niagara Falls Canada Community Services Department MW- 2003 -182 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E -mail: edujlovi @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: MW- 2003 -182 "Spare the Air" Campaign - 2003 Program Contribution RECOMMENDATION: It is recommended that Council continue its partnership with the Niagara Parks Commission by supporting the "2003 Spare the Air," Air Emissions Reduction Program through a contribution of $5,000.00. BACKGROUND: In 2002, the City initiated a partnership with the Niagara Parks Commission to help curtail the bus idling problem through a public awareness approach, the "Spare the Air" Campaign. Over the years, the issue of bus idling around the City has been contentious and with the continual increase in tourism related bus traffic, the bus idling problem will continue to grow. In an effort to combat the problem, a by -law was passed in October 1998 to control the idling of vehicles in the City of Niagara Falls. Although, we have this by -law available to us, it is both difficult to enforce and manpower intensive, as well, if heavily enforced, it may possibly have a negative impact on our bus tourism component. Staff has been working together with the NPC and it's partners, which include the Towns of Niagara on the Lake and Fort Erie, the Bridge Commissions, as well as, other agencies, to expand the existing program. In 2002, funding was received from the M.O.E. to carry out the expanded program. In 2003, Natural Resources Canada was to provide the funding necessary to carry out the program, however, not all of the anticipated funding was received. Therefore, the Parks Commission is seeking assistance from its partners through a contribution of up to $5,000.00 to offset manufacture of signs, the production and distribution of information pamphlets to bus drivers, and the direct mailings to various bus companies. As well, costs related to the hiring of Urban & Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - MW- 2003 -182 Environmental Management Inc. to monitor a public awareness campaign to impress on the bus drivers the environmental damage caused by bus idling. Any funds not utilized for the project will be returned to the contributing partner. The Council's concurrence with the recommendation outlined in this report would be appreciated. Recommended by: Karl Dren Respectfully Submitted Submitted by: ohn MacDonald Manager of Traffic & Parking Services ' hief Administrative Officer Ed Dujlovic, P.Eng. Director of Municipal Works S: \TRAFFIC\REPORTS\2003\ 2003 Community Services \MW- 2003- 182.wpd Nia Caraof Niagara Falls Canada Community Services Department MW-2003-186 Municipal Works Ed Dujlovic 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E -mail: edujlovi @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Re: MW- 2003 -186 Regional Computerized Traffic Signal System - Implementation Plan RECOMMENDATIONS: It is recommended that: 1) the City of Niagara Falls contributes $10,500.00 toward the cost sharing of developing an Implementation Plan based on the Regional Niagara ITS Architecture for the future Traffic Management System, and; 2) funding be allocated from the 2003 Budget account #G- 008 -5304 -2007 BACKGROUND: Since 1980, the Region of Niagara has been monitoring the operation of many of the traffic signals throughout the Region via a Networked Computerized Traffic Signal System. Recently an evaluation was carried out by IBI to determine whether technological enhancements may be incorporated into the existing system and to identify system strengths, weaknesses and potential mitigating measures. A Regional Niagara ITS Architecture was therefore developed to accommodate future system enhancements. The next step is to use the Regional Niagara ITS Architecture along with the recent assessment by IBI and develop an Implementation Plan. This will provide a road map of the migration from the existing traffic signal control systems to the future traffic management system. The cost of this phase is anticipated to be $79,500.00. The Region has requested that municipalities contribute toward the overall cost through cost sharing based on the number of municipally owned traffic signals. Thus, the City of Niagara Falls portion is $10,500.00. Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Set-vices October 20, 2003 MW- 2003 -186 City Council's concurrence with the recommendations outlined in this report would be appreciated. Prepared by: Karl Dren Manager of Traffic & Parking Services Approved y Ed Dujlovic, P.Eng. Director of Municipal Works V:\2003 CO UNCIL \031020\M W- 2003 -186. wpd File: G- I80 -10 Respectfully Submitted by: 4°‘</ John MacDonald Chief Administrative Officer The City of Niagara Fall 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: (905) 356 -7521 Fax: (905) 356-2354 E -mail: munwks©city.niagarafalls.on.ca His Worship Mayor Wayne Thomson and Members of the Municipal Council, City of Niagara Falls, Ontario. Members: October 20, 2003 Re: MW- 2003 -188 Snow Removal Equipment Rental - Tender #17 -2003 RECOMMENDATION: Ed Dujlovic, P. Eng. Director MW- 2003 -188 It is recommended that tender #17 -2003 rental of snow removal equipment be awarded to Montgomery Construction (Niagara) Ltd., Half -Way Sand Pit Ltd., Ken Warden Construction, L. Walter & Sons Excavating Ltd. and J. Mackenzie Ltd. for the 2003 and 2004 Winter Maintenance season. BACKGROUND: The City of Niagara Falls called a tender for the rental of Snow Removal Equipment for the 2003 / 2004 Winter Maintenance season. Contractors were invited and a notice was placed in the local newspaper. The City received bids from Montgomery Construction (Niagara) Ltd and Half -way Sand Pit Ltd. Bids received from Vac Mat Environmental Limited and Niagara Peninsula Construction and Excavating were returned because they did not provide the required certified cheque. The bids received did not fill the required equipment complement. In order to meet our equipment requirements, Ken Warden Construction, L. Walter & Sons Excavating Ltd. and J. Mackenzie Ltd. were asked to provide equipment pricing. All of the above contractors have provided equipment in the past for Winter Maintenance operations. Equipment Quoted: Truck and Plow Grader Rental Montgomery Brothers L. Walter & Sons Excavating $89.75 per hour $89.00 per hour Working Together to Serve Our Community Municipal Works Fire Services • Parks, Recreation & Culture • Business Development Building & By -Laws MW- 2003 -188 Four Wheel Drive Front End Loaders -2- October 20, 2003 Montgomery Brothers L. Walter & Sons Excavating Half -Way Sand Pit Ken Warden Construction J. Mackenzie Ltd. $79.00 per hour $89.00 per hour $95.00 per hour $90.00 per hour $100.00 per hour Councils' favourable consideration with the above recommendation would be appreciated. Pre 7 d by: / fiutch Hummel Respectfully nSubmitted by: 4g4r4 John MacDonald Operations Superintendent Chief Administrative Officer Recommeided by: Ed Dujlovic, P.Eng Director of Municipal Works Lt S: \ REPORTS \2003\MW-2003-1 88.vtvd Nia Cara F Niagara Falls Canada Community Services Department R- 2003 -74 Parks, Recreation & Culture 4310 Queen Street P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-7404 E -mail: akon @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: Adele Kon Director Re: R- 2003 -74- Niagara Falls Heritage Master Plan Study RECOMMENDATION: That Carl Bray & Associates Ltd. be retained to carry out the City of Niagara Falls Heritage Master Plan Study at a cost of $100,000 (including GST). BACKGROUND: In August 2003, fifteen (15) consulting firms were invited to submit proposals for the Heritage Master Plan Study. A total of six (6) teams of consultants responded. On Wednesday, October 8, 2003, representatives of the Heritage Mater Plan Steering Committee interviewed four (4) consulting teams and selected Carl Bray & Associates Ltd., with the assistance of sub - consultants, Archaeological Services Inc., the Tourism Company and Susan Maltby to undertake the study. This team has extensive collective experience in conducting municipal heritage master plan studies. As part of the 2003 Operating Budget, $50,000 was approved for the Heritage Master Plan Study. The remaining $50,000 has been included in the 2004 Operating Budget. If approval is granted, the study process will commence immediately, to be completed by July 31, 2004. Working Together to Serve Our Community Municipal Works • Fire Services • Parks, Recreation & Culture • Business Development • Building & By -Law Services October 20, 2003 - 2 - Recommended by: / Respectfully submitted: Adele Kon ohn MacDonald Director of Parks, Recreation & Culture Chief Administrative Officer DM/das Attachment S:\Council \Council 2003\R- 2003 -74- Niagara Falls Heritage Master Plan Study.wpd R-2003-74 City of Niagara Falls Heritage Master Plan Proposal for Consulting Services Prepared for: City of Niagara Falls Prepared by. Carl Bray & Associates Ltd. With: the Tourism Company Archaeological Services Inc. Sue Maltby Proposal #13 -2003 August, 2003 CBA 803 Johnson Street, Kingston, Ontario. Canada K7L 2B6 - Tel: (613) 542 -3393 - Fax: (613) 549 -6231 Email: carl.bray @sympatico.ca August 5, 2003 Mr. Ray Miller Manager of Supply & Service Clerk's Department City of Niagara Falls City Hall 4310 Queen Street Niagara Falls, ON L2E 6X5 RE: Proposal #13 -2003, Heritage Master Plan Dear Sir, On behalf of our consulting team, I am pleased to submit our proposal call response for the Heritage Master Plan. This important project can have many beneficial effects in the City and beyond. Heritage resources in Niagara Falls are too seldom given their due and there is immense potential for interpreting and enhancing resources of all types. Niagara Falls is unusual in having an internationally famous natural feature that alone has generated a distinct popular culture. Add to this the considerable archaeological, built and cultural landscape features of the city and the interpretive scope increases. But the important aspect of these often hidden resources is their potential to revive and sustain economic activity via tourism development. Our team is well - suited to helping the City realize this potential. The lead consultants and heritage master planners, Carl Bray & Associates, have worked on several major heritage conservation and tourism projects in Niagara Falls and region, as well as on comparable projects across Canada and internationally. Their project management and heritage planning expertise is augmented by a similarly experienced team composed of the Tourism Company, tourism marketing and development consultants, Archaeological Services Inc., archaeologists, historians and heritage policy planners, and Susan Maltby, conservator and cultural resource planner. All of the team members have worked together; all have also worked on important heritage and tourism projects within Niagara Falls. Our knowledge of the client's needs and of the city allows us to quickly identify important issues. Our established relationships with local agencies, volunteer groups and individuals allow us to quickly establish rapport and to work towards a consensus on future plans of action. And our team composition of principals of specialist firms gives the City the most time from the best people in each specialty. We trust that the attached document addresses all of the requirements in the study terms of reference. If you have any questions, please do not hesitate to call me at (613) 542 -3393. We hope to have the opportunity of working with you. Yours s Car Bray Principal Carl Bray & Associates • C A R L B R A Y A S S O C I A T E 5 L T D. Niagara Falls Heritage Master Plan A Proposal Study Purpose Study Approach Work Plan Study Team Budget Schedule TABLE OF CONTENTS 1 3 5 15 19 19 Carl Bray &Associates Niagara Falls Heritage Master Plan A Proposal NIAGARA FALLS HERITAGE MASTER PLAN PROPOSAL 1. Study Purpose The City of Niagara Falls is acting on recommendations made in several recent studies of its heritage resources by initiating a heritage master plan. The intent of this plan is to provide a policy framework for the conservation and development of the City's heritage resources. The scope of the plan includes determining the role of heritage in the City's future, especially through examining ways in which development of heritage resources can contribute to the community's economic growth. The heritage master plan is laudable because Niagara Falls has so many diverse heritage resources, and yet has only scratched the surface of their potential. One reason for this state is the multiple layers of control over such resources, with municipal, provincial and federal agencies variously owning and managing the city's heritage. Another reason is the perceived conflict between economic development and heritage conservation. The result of this has been a blurry definition of heritage within which natural features and historic events are well served, but the rich popular culture associated with the area has been left largely to the often cavalier efforts of the private sector. Visitors as well as residents have to make sense of a place that juxtaposes the efforts of a public agency such as Parks Canada with the fanciful offerings of wax museums and theme parks. This is a pity, because the community history of Niagara Falls, and the role the city plays in the popular imagination, are compelling themes of international interest, yet are poorly served. Natural, moveable and immovable heritage resources in Niagara Falls are addressed in several ways. The City has relied on a few museums to carry the primary responsibility for conservation and interpretation of a limited number of these resources. Other agencies address the rest. Parks Canada has designated (but does not manage) sites of national importance such as Lundy's Lane War of 1812 battlefield, while the Niagara Parks Commission controls much of the natural setting and many of the cultural sites as well. Regional government and international agencies also play a part. These bodies have had difficulty co- ordinating their efforts. In addition, private sector development of heritage resources has been separate from public sector efforts. The resulting lack of co- ordination stymies projects that could fully capitalize on the city and region's heritage. Ironically, this is much the same set of circumstances that, over a century ago, led the Province to assume control over a chaotic private sector landscape of rampant exploitation, when efforts to get the Falls and vicinity designated as a national park failed. The same impulse that spurred the Province to create the Niagara Parks Commission in the late 190 century is evident in initiatives begun by the City today. There is a growing awareness Carl Bray & Associates Page 1 Niagara Falls Heritage Master Plan A Proposal of the importance of heritage in improving local quality of life and in expanding the city's economic base through cultural tourism. There is also recognition of the threats to heritage resources, both from new development and from conflict between interest groups and the municipality. It is in this context that the heritage master plan can play a key role in updating these renewed efforts to conserve and develop the area's heritage resources in a co- ordinated and high quality way. The master plan can also move beyond the original parks- oriented focus and include such additional assets as the rich cultural and archaeological history that to date have been ill -served or ignored. In doing so, the master plan can both reveal the full spectrum of heritage resources in the city and provide a framework for managing and developing these resources. This process will not happen overnight, however. To move forward, the city must create a "culture of conservation": it must recognize the importance of heritage and supply the financial and operational resources needed to support heritage -based development. The City must overcome the prevailing lack of awareness of its heritage resources and remove the persistent threat of demolition or decay that has dogged previous efforts to conserve historic places and objects. For this new approach to succeed, heritage must take on an enhanced meaning in local people's lives. It must not simply be equated with museum displays and War of 1812 re- enactments: it must instead be a living heritage, rooted in local culture, and reflective of the lives of residents and visitors alike. Niagara Falls is both a discrete community and a global icon. Recognizing this range of meanings and values will be the key to realizing the full social and economic benefits of local history. Carl Bray & Associates Page 2 Niagara Falls Heritage Master Plan A Proposal 2. Study Approach Moving forward in the way described above requires a comprehensive approach to heritage planning. But standard approaches to heritage master planning are inadequate. Niagara Falls is not a heritage -aware community such as Victoria B.C. or Perth, Ontario: it is a working class city trying to come to terms with its past as a means of improving its future. Our method of tackling a project such as this is to begin by charting the territory. Using a thematic history as a springboard, our team identifies the many types of heritage resources present in the community, both those that are recognized and those that remain hidden. While we can rely on some excellent local histories (such as those prepared by George Siebel) and extensive scholarly documentation, we will also want to expand our inquiry to include voices from the local community. Our experience has shown that face -to -face interviews are the best means of revealing and exploring heritage meanings and values. Once the discussion reaches this level, then heritage in Niagara Falls can be much more precisely defined and priorities given. For a heritage master plan to succeed, people must be convinced that heritage is something of communal and economic value. In making a case for heritage, many personal connections must be pulled together to reach a consensus on what is of value, and how best to save and enhance it. The ultimate proof will be in demonstrations of economic and social benefit, but the initial agreement on the role of heritage is an essential first step. Taking the time to build a locally based political constituency that supports heritage conservation and development will lay the groundwork for the fundraising and partnerships necessary to build and sustain heritage - related projects. And it is not just the local residents who need to become involved. A successful heritage master plan will require some new thinking by the other agencies responsible for local heritage, such as Niagara Parks Commission, Parks Canada, the regional municipality, as well as those who are promoting cross - border efforts. Consensus - building will be necessary at this higher level too. The plan will need to involve all of those groups and agencies that are currently active in the heritage field and attempt to reach a common definition of heritage and a co- ordinated approach to conservation, interpretation, marketing and heritage tourism development. Of crucial importance is support from the development and renovation industries. From our experience elsewhere, we are convinced that the best means of conserving heritage resources is to integrate heritage with development so that both can proceed. This "heritage- friendly development process" combines the removal of barriers to heritage conservation (things such as overly restrictive Code interpretations) with incentives such as skills training and capacity building (primarily within the renovation trades), as well as investment in public infrastructure and partnerships. The municipality can have a key role in fostering this process yet be free of the often overwhelming regulatory responsibilities that a purely policy -led approach would entail. Carl Bray & Associates Page 3 Niagara Falls Heritage Master Plan A Proposal In summary, the proposed heritage master plan will need to suit the character of Niagara Falls and not be a generic template. In doing so, it will need to address the following: • Types of heritage resources (material and associative) • Current status of heritage activity • Current known resources of all types • Inventory/evaluation methods most suited to Niagara Falls • Thematic history • Organizational structure (City, interest groups, other agencies, private sector) • Funding • Community involvement and outreach (e.g. incentive programs, how -to workshops, linkages and partnerships) • Interpretation planning • Conservation planning (esp. for museums and archives) • Marketing and development planning • Action plan and schedule (10 years) The specific adaptations of this overall scope are explained in the work plan, below. Carl Bray & Associates Page 4 Niagara Falls Heritage Master Plan A Proposal 3. Work Plan Part One: Assessment Step I: Start -up Meeting Upon confirmation of the contract, the consultant team will meet with the client and the Steering Committee to review the study terms of reference, proposed scope of work, budget and schedule. The meeting will allow the team and client to establish a good working relationship and will begin an ongoing dialogue between team and client that will continue throughout the project (the lead consultant will also supply the client with regular updates on the study progress). Client and team will discuss a communications strategy for informing the public about the study and its progress. Given the study team's familiarity with Niagara Falls, this meeting will also be an opportunity for the client and members of the Steering Committee to forgo the usual orientation and instead to candidly express their concerns, alert the study team to current and emerging issues in heritage conservation within the city and region, and outline their goals and objectives for the study. The client will supply the team with all relevant background material at this meeting. The lead consultant will record minutes and send them to the client for review. Step 2: Background Research Following the meeting, the team will update their knowledge of heritage in Niagara Falls. They will do so initially by reviewing previous studies supplied by the client as well as other background material. From this initial review, the team will: • Notify the client of any gaps (and suggest means of acquiring the necessary information) • Identify potential issues that could affect the study • Use this research to prepare interview topics (for use in the next study task) • Review these topics with the client. Step 3: Interviews The study team will now explore the range and types of heritage activities that are currently undertaken in Niagara Falls. The primary means of doing so will be to talk directly to the experts; in other words, those people who are directly responsible for local heritage conservation and interpretation. Using the list of interview subjects developed in consultation with the client, the lead consultant and selected members of the study team will stay in Niagara Falls for concentrated periods of interviewing (i.e. over several days at a time). Each will be an interview with an individual: we will avoid focus groups and larger meetings in order to concentrate on personal discussions. These interviews will be conducted in an Carl Bray & Associates Page 5 Niagara Falls Heritage Master Plan A Proposal open -ended fashion, at a place of the subject's choosing, thus allowing the subject to identify their own priorities for the discussion and focus on their personal topics within the heritage field. Heritage meanings and values will then be elicited using interview techniques developed for such work (i.e. methodologies from cultural geography) that focus on key words, structures of feeling, and place images. Interviews will be recorded using notes (not tape - recorded) and will be followed by a telephone call to thank the subject and elicit any subsequent thoughts. The initial list of interview subjects will be augmented, as necessary and with client approval, by other interview subjects suggested during the interviews. The total number of interviews will be limited but will be representative of the different stakeholder groups in the City and surrounding area that affect heritage activity within Niagara Falls. Step 4: Thematic History The interviews will be informed in part by research undertaken by the study team. We are already familiar with the various published histories of the city; this history will be designed to summarize and pull together the various strands into a succinct and consistent account. Paralleling the interview process, the team historian will prepare athematic history using existing sources identified by the client and by area historians. This history will provide the basis for identifying and evaluating the cultural and physical context of the City's development and will highlight such underlying themes as key periods, events, activities, and individuals. As part of a summary assessment of the City's morphology, it will outline the main elements of the City's pattern of development over time and describe their unique heritage characteristics. Preparation of the thematic history will also inform the interview process by supplying context for some of the observations and suggestions made by interview subjects. In turn, any relevant oral history findings gathered during the interviews will be added to the thematic history. Steps: Workshop Following the review of background material and interview results, the team will facilitate a workshop with the client and Steering Committee. The purpose of this workshop is to begin a discussion of the current level of heritage activity in Niagara Falls. The team will begin the workshop with an overview of current issues and potentials for heritage development in Niagara Falls. Following this introductory presentation, and using the SWOT format, the team will lead a discussion on the current state of heritage activity in the city and region. The intent of the discussion is to try and reach consensus on the state of heritage activity and to set priorities for further assessment (in the next study step). Also in this meeting the team will seek the client's help in identifying any further sources of information from which to prepare the thematic history. Carl Bray & Associates Page 6 Niagara Falls Heritage Master Plan A Proposal The lead consultant will record minutes of the discussion and forward them to the client for review. Step 6: Review of Current Heritage Activity The team will use the interviews as well as the foregoing discussions with the client and Steering Committee to help determine the current state of heritage activity in Niagara Falls. This information will be augmented by further investigation by the study team. The focus of this investigation will be on activities within the City, however, the ways in which these local activities relate to heritage activity within the broader region (such as the existing links between area museums) will also be examined. The review will include, but not be limited to, the following components: • Interpretive programming and materials (e.g. signage, brochures, events, tours) • Conservation activities within the community's various heritage resource categories • Marketing of heritage • City's current role and responsibilities (i.e. ownership and management) • City's current heritage policies and programmes (e.g. Official Plan policies, development guidelines, funding/incentives) • Role and involvement of community groups with municipality in heritage activity From this review, a list of key issues will be prepared. As part of the review, the consultant team will assess the institutional capacity of the various mandated and non - mandated volunteer organizations in the city whose mandate includes heritage. This capacity assessment will provide a basis for exploring options for future working relationships between the municipality and these groups (to be undertaken in Part 2 of the study). Step 7: Overview of Heritage Resources Assessing heritage activity is one aspect of this study; another is assessing the range and type of heritage resources. As noted above, Niagara Falls is blessed with a rich variety of such resources, yet only some are recognized, and relatively few are well presented and cared for. Before planning can proceed, it is crucial to understand what the known resources are, and by what means these and other resources are identified and recorded. While the master plan will not include a comprehensive inventory of known heritage resources, it will contain an assessment of the current inventories. The assessment will include, but not be limited to: • Types of heritage resources inventoried (i.e. built, cultural landscape, archaeological; moveable /immovable; material and associative) • Current status of inventory development (i.e. level of completeness, gaps, inconsistencies, persons/agencies responsible for) • Inventory methods (i.e. inventory format and content, software, records keeping methods, file maintenance and updating protocols) Carl Bray & Associates Page 7 Niagara Falls Heritage Master Plan A Proposal The assessment will judge the adequacy of current inventories, as compared with conservation best practices, and will consider potential inventory enhancements and improved data management. The team will conduct the assessment using a combination of discussions with persons responsible for their production and management, review of inventory documents /databases, and field checks. Following the assessment of current inventories, and using the insights gained in the thematic history, the team will evaluate the heritage resources in each category and make a preliminary assessment of their historic significance. In doing so, we will use as a basis the evaluation process and template provided by the Ontario Realty Corporation's cultural resource protocols. The team will identify resources from the inventories and then check representative examples of each type in the field. We will integrate into this assessment the descriptions of historic significance contained in the designations of Provincial and Federal historic sites. A final aspect of this evaluation will be to identify specific areas of the city that have special historic significance (such as Old Drummondville) and which could be used as pilot project areas for new conservation and development initiatives. Step 8: Assessment of Tourism Potential The intent of understanding heritage activity and heritage resources is to make heritage a key component of the City's economic development strategy. Cultural tourism development is a proven means of achieving this aim. In order to assess the potential for tourism based on heritage, the team tourism consultant will review existing sources of information to determine the character and extent of the current and potential market for heritage products. As in previous study steps, the study method will include interviews, in this case with such people as tourism industry representatives and operators of heritage attractions. The objective of this task is to evaluate the economic development potential through tourism of implementing a heritage master plan. Late in Phases 2 and 3, options and then recommendations for specific actions to realize the economic development potential will be developed. The initial step will be to review the existing inventory of heritage resources for the purpose of assessing the level of tourism market participation and/or readiness of individual heritage attractions and resources located within the City of Niagara. This will encompass, but not necessarily be limited to, the following activities: • Site visits and physical inspection of heritage attractions and resources; • Interviews /discussions with operators /managers of the heritage attractions and resources to determine past and current level of participation in the tourism market, to identify successful and unsuccessful programs, and to identify programs and initiatives planned for the future; and, Carl Bray & Associates Page 8 Niagara Falls Heritage Master Plan A Proposal • Interviews /discussions with representatives of the City's tourism marketing agency, as well as regional tourism destination marketing organizations (such as Niagara Visitors and Convention Bureau and Southern Ontario Tourism Organization) to identify their perception of the current status and potential for heritage -based tourism opportunities in the City and region. Following the market readiness assessment, we will develop a relatively simple economic input/output model to estimate the direct economic costs and direct and indirect economic benefits of heritage tourism in the City of Niagara Falls over the past 3 years. On the cost side of the model, the inputs will include: • Total capital investment by the City since 2000 in the development and/or upgrading of heritage attractions, events and resources for the purpose of attracting and serving heritage tourists; and, • Annual operating funds /subsidies, for fiscal years 2000, 2001 and 2002, provided by the City in support of heritage attractions, events and resources for the purpose of attracting and serving heritage tourists. This will include funds provided by the City to destination marketing organizations for the purpose of promoting heritage tourism. On the benefits side, the inputs will include: • Total revenue collected at City - owned/supported heritage attractions, events and resources for fiscal years 2000, 2001 and 2002 (direct benefits); • Estimated amount of additional spending (for meals, accommodation, transportation, etc.) by visitors to City owned/supported heritage attractions, events and resources for fiscal years 2000, 2001, and 2002 (indirect benefits). We will gather data for the input/output model from existing secondary sources such as: • City of Niagara Falls municipal capital and operating budgets; • Visitor statistics and revenue reports from City- supported heritage attractions, events and resources; and, • Statistics Canada's Canadian Travel Survey and International Travel Survey data (2002) applicable to the City of Niagara. Part Two: Options Step I: Client Meeting /Public Meeting At this stage of the study, the team will have assembled the relevant background information to begin proposing elements of a heritage master plan. Before proceeding further, however, the team will want to discuss its findings with the client and also get feedback from the community at large. Part Two of the study will therefore begin with a discussion. Carl Bray & Associates Page 9 Niagara Falls Heritage Master Plan A Proposal The team will meet with the client (and any members of the Steering Committee invited by the client) to discuss the findings of the initial phase and to begin an exploration of options for the conservation and development of heritage resources. The consultants will present information on precedents of other comparable municipalities undertaking similar heritage planning exercises and will introduce the "heritage friendly development process ". Using a workshop format, the team will then facilitate a discussion of opportunities and constraints, and from this begin to examine possible roles for the municipality and other stakeholders in managing and promoting heritage resources. The deliverable from this meeting will be an initial set of options, recorded by the lead consultant for review by the client. Following the client meeting, the study team will join the client in hosting a public meeting on the heritage master plan. The purpose of the meeting will be to introduce the study and its aims, outline the information collected to date, and to solicit opinions and ideas from interested members of the public. The meeting will be held in a community hall and, aside from brief introductory remarks from the client and a short presentation by the study team, the meeting will be devoted to answering questions from the public. Step 2: Interim Report The study team will now summarize the results of Part One and the comments from the client meeting and public meeting. The team will compile these results into an interim report, for review by the client. The report will highlight the issues requiring resolution and will provide the basis for developing options for components of the heritage master plan (1 camera -ready copy will be supplied). Following client review of the interim report, the team will produce options for each component of the heritage master plan. These will include: • Inventory and evaluation options • Interpretation options • Conservation options • Organizational options • Tourism development options Step 3: Inventory and Evaluation Options Once the range of heritage resources has been determined, then the team can supply options for completing inventories and evaluating the results. Criteria, guidelines, and policies from case study precedents can be adapted to suit the specific needs of Niagara Falls. Of particular interest will be computer modelling tools that allow detailed assessment of the impact of Carl Bray & Associates Page I 0 Niagara Falls Heritage Master Plan A Proposal new development on a heritage resource, as part of the City's normal development review process. Step 4: Interpretation Options From the assessment of current inventories, and using the thematic history, the team will identify major themes and storylines that highlight the City's heritage resources. The assessment will set priorities for these themes as a starting point for identifying heritage tourism development opportunities. The team will prepare options for a co- ordinated approach to interpretation between the different public agencies and suggest possible links with private sector interpretation. The team will also point out any new opportunities for interpretation of both known and potential heritage resources. Step 5: Conservation Options The foregoing assessment will provide the basis for developing an overall approach for the conservation of heritage resources. Goals, objectives and components of this approach will be outlined and options discussed. Given the diversity and range of heritage resources within the City, discussion of a variety of strategies and procedures will be necessary, as will further definition of "heritage" within the context of Niagara Falls Included will be a review of such tools as intervention strategies, collections policies, and maintenance plans. Central to the investigation will be options for including conservation best practices within the normal activities of municipal departments and agencies. As a means of broadening the scope of heritage activity to include new development, the team will provide options for conservation within a development context. The team will identify and describe examples or heritage - friendly" development in Niagara Falls to provide tangible roof of the conservation options being described. The team will also cite precedents from other municipalities in which pro -active planning policies were important in establishing conservation practices within ongoing development and renovation activity. Step 6: Organizational Options An essential part of this study is to clarify the municipality's role in fostering heritage within the community. Central to establishing a strong municipal role will be a co- ordinated approach to heritage conservation and development. The consultant team will review the findings in the interim report to identify the main challenges facing the municipality in achieving this aim. The team will examine policy options, financing options, partnership options, and explore different ways of working with stakeholder groups. Carl Bray & Associates Page 1 I Niagara Falls Heritage Master Plan A Proposal Specifically, the team will examine options for: • Working relationships between the municipality and the various mandated and non - mandated volunteer groups • A linked approach with these groups for joint management of cultural heritage resources • Ways of building trust between these groups in order to establish effective bi- lateral . relationships to effect change The team will draw upon examples from other municipalities to illustrate these options. Of particular interest will be examples of municipalities and citizens' groups acting together as catalysts for both public and private sector conservation and compatible development projects. Step 7: Tourism Development Options In conjunction with the options identified for Inventory and Evaluation (Step 3), Interpretation (Step 4), Conservation (Step 5), Organizational Options (Step 6), we will identify tourism development options that respond to the opportunities and issues identified during the market readiness assessment (Part One, Step 8) and that have the potential to positively impact the heritage tourism cost/benefit relationship in the City of Niagara Falls. In addition to initiatives that could be undertaken unilaterally by the City, we will examine opportunities for linkages with tourism partners within the City and the Niagara Region. We anticipate that options will range from capital investment opportunities to financial operating support and marketing initiatives. To provide a broad framework for assessment of heritage tourism development options, we will examine the successes and failures of up to three similar communities (similar in population size, scope of heritage tourism resources, and size of tourism market). A long list of candidate "case studies" will be compiled by the consulting team and reviewed with the client to arrive at agreement on the three that will be researched. Part Three: Recommendations Step l: Client Meeting The options prepared in Part Two will be the focus for this meeting. The lead consultant and selected team members will meet with the client and review the findings of the study to date and discuss the issues highlighted in the options. The meeting will then seek consensus on the best options for each of the main subject areas discussed in the report. The lead consultant will provide meeting minutes, for review by the client. Carl Bray & Associates Page 12 Niagara Falls Heritage Master Plan A Proposal Step 2: Strategies Following the meeting, the consultant team will prepare strategies (based on the preferred option) for each of the following subject areas: Heritage resource inventory and evaluation strategy • Inventory and evaluation criteria, guidelines, and policies • Framework for municipal fact - finding and assessment protocols, including recommendations for the completion and maintenance of inventories Interpretation strategy • Priority subjects/themes • Types of interpretive activity • Programming opportunities Conservation strategy • Conservation protocols for municipal departments • Opportunities for linkages with other heritage organizations in region • Guidelines for fostering of "heritage friendly development" Organizational strategy • Management frameworks within the municipal bureaucracy • Protocols for working relationships with mandated and non - mandated heritage groups • Human resources requirements Tourism Development Strategy • Initiatives to enhance heritage interpretation and heritage tourism marketing in the key areas of linkages with regional resources, capital investment projects, events, and destination marketing • Potential sources of funding assistance – public and private sector — that the City should consider to support strategy implementation Step 3: Action Plan Summarizing the recommendations made in each of the strategies outlined above, the team will prepare an action plan for successful implementation of the master plan over the next 10 years. The action plan will provide the municipality with a description of component steps, a schedule, and an overview of resource requirements, including: • Inventory and evaluation requirements • Policy and guideline requirements • Organizational requirements • Financial requirements • Human resource requirements Progress within the action plan will be charted by success indicators, presented in the form of phases that must be completed (or benchmarks reached) before the municipality can advance to the next stage. Carl Bray & Associates Page 13 i Niagara Falls Heritage Master Plan A Proposal Step 4: Draft Heritage Master Plan The study team will compile the study results into a draft final report. The Heritage Master Plan will contain the information generated in Parts One, Two and Three and will be organized around the three sections identified in the terms of reference. Accordingly, the heritage resources section will include strategies for inventory and evaluation, interpretation and conservation, the section on the municipality's role will provide an organizational strategy and outline financial and staffing requirements, and the section on economic development potential will include strategies for tourism development, economic impact assessment, partnerships and funding. Step 5: Client Meeting The draft master plan will be sent to the client for review. The lead consultant and members of the consulting team will then meet with the client to discuss the plan and to propose and changes to its content. Should the client wish there to be a public meeting, the lead consultant and members of the consulting team will be available to make a presentation and facilitate discussion on the main recommendations of the master plan. Step 6: Final Heritage Master Plan Following consultation with the client, the consulting team will prepare the final report. If requested by the client, the lead consultant and members of the consulting team will be available to present the study recommendations to a Committee of Council or to Council itself. Deliverables will be 1 camera -ready copy of the draft and final reports. Carl Bray & Associates Page 14 Niagara Falls Heritage Master Plan A Proposal 4. Study Team Why us? • Strong skills in interviewing, building trust and dialogue • Unique research experience in discovering heritage meanings and values • Extensive heritage policy planning experience • Specialist skills for each of the major subject areas • A tested team • Principals of individual specialist firms • Comprehensive knowledge of heritage resources and issues in Niagara Falls and region • Good local contacts, established working relationships with heritage agencies and interest groups • Successful completion of many heritage projects in Niagara Falls and region Team Members Carl Bray & Associates Ltd. will be lead consultants and heritage planners. The Kingston- based firm provides professional services in research, planning, design and development of natural and cultural heritage resources. Carl Bray, Ph.D., CSLA, CAPHC, Principal, is a heritage planner and landscape architect with graduate degrees in urban design and cultural geography. He has over 25 years of professional experience in both the public and private sectors and has successfully completed projects across Canada and in the United States, the Caribbean and Europe. Formerly a senior staff member of Commonwealth heritage consultants in Perth, he founded his own firm in 1999. Relevant projects in the Niagara region include project management and heritage planning for the Master Plan for Lundy's Lane Battlefield National Historic Site (while with Commonwealth), the subsequent Landscape Plan for the site, an assessment of heritage resources held by the Niagara Parks Commission (while with Commonwealth), and project management and heritage planning for the Heritage Conservation District plan for the Village of Queenston (in association with Archaeological Services Inc.). Dr. Bray was project manager and heritage planner for the Master Plan for Ruthven Park National Historic Site, and was responsible for compiling the inventory and evaluation of heritage resources on the Queen's University campus and prepared heritage policies and procedures for use by the University, as part of their master planning exercise (both with Commonwealth). As principal of his own firm, he has led or contributed to teams that prepared inventories and evaluations of heritage resources and interpretive strategies along the Great Lakes shore, in the Muskoka lakes, and in Northern Ontario (many in association with the Tourism Company). He has led teams that prepared master plans for development of such historic sites as Uncle Tom's Cabin and created (with ASI) the "heritage friendly development" strategy for Old Town Toronto. Recent projects include cultural tourism development projects in Ontario, the Maritimes and the southern Carl Bray & Associates Page 15 Niagara Falls Heritage Master Plan A Proposal United States. Dr. Bray is an Adjunct Professor in the graduate School of Urban and Regional Planning and teaches the Heritage Conservation course there. Carl Bray, Principal, will be lead consultant and project manager. He will be the project heritage planner and will be the primary client liaison. He will be primarily responsible for the review of heritage activity and current inventories, will facilitate meetings and workshops, and will conduct interviews. He will be responsible for all deliverables and will participate in all aspects of the project. The Tourism Company will be the project tourism market and development consultants. Established in 1994, the firm's three partners each bring individual expertise to the firm's mix of tourism consulting skills. Jill Vandal, MBA, Partner, has a wide variety of professional experience in both the public and private sectors. Ms. Vandal's Canadian tourism consulting experience includes work in Ontario, Saskatchewan, Manitoba, Newfoundland, Nova Scotia, New Brunswick, Yukon Territory and Northwest Territories. International assignments include ecotourism projects in Jamaica and Bolivia and in 1998 she participated in the Countryside Exchange for Ardgour, Scotland. Jill's project experience covers a broad range of feasibility, marketing and strategic planning assignments. Jill is skilled in market demand and financial projections. She continues to work extensively with the Ontario Tourism Marketing Partnership, working with industry alliances such as Arts in the Wild, Spas Ontario and Paddling Ontario Alliance. She was part of a team that completed a Tourism Action Plan for the City of Toronto. She is the primary author of Ontario's Packaging Manual and How to Sell Through the Travel Trade and was the lead programmer for the Canadian Tourism Commission's innovative winter product development forum, "Winterchange ", with representatives from every province and territory in attendance. Recent work in the Niagara region includes work with the Binational Niagara Tourism Alliance, the Niagara Falls Tourism Development Strategy and Seventh Street Market in the St. Catharine's area. D'Arcy McKittrick, Partner, has been responsible for many development feasibility studies involving natural and cultural heritage resources. Jill Vandal will be the project marketing and tourism development expert. She will review current tourism development, assess its potential, and supply development options and strategies. She will co facilitate meetings and workshops and will participate in all aspects of the project. Ms. Vandal will be assisted by D'Arcy McKittrick, in her strategic assessment of tourism development potential. Susan L. Maltby, Conservator, will be the team conservation expert. Susan established her own consulting firm 14 years ago after having worked for the Canadian Conservation Institute for four years. Her firm offers a variety of services including artifact treatment, Carl Bray & Associates Page 16 Niagara Falls Heritage Master Plan A Proposal training seminars, collection surveys, advise on collections care and management, and conservation guidelines for exhibits, museums and heritage structures. Ms. Maltby has extensive experience working with a variety of museums and museum collections, including a number in the Niagara region. Projects /clients include: Niagara Falls Museum Board Review; Drummond Hill Cemetery Conservation Masterplan; Fort Erie Railway Museum; Ojibwe Cultural Foundation; Vancouver Museum Review; Ontario Hydro Heritage Assessment; and Ruthven.Park National Historic Site Management Plan. Ms. Maltby teaches in the Museum Studies Programme, University of Toronto, has taught in the Art Conservation Program at Queen's University and is an instructor at the Campbell Center for Historic Preservation Studies, Mt. Carroll, Illinois. In addition to her consulting work, Ms. Maltby writes a monthly numismatic conservation column — "Preserving Collectibles" - for Coin World, and is a regular contributor to Old -House Journal. Susan L. Maltby will assess current conservation activities, develop guidelines for establishing conservation policies and procedures, and assess and determine the most appropriate role for the municipality with respect to the governance of heritage resources. Archaeological Services Inc., Archaeologists and Heritage Planners, will be the team historians and strategic advisors. Ron Williamson, Ph.D., is a professional archaeologist with over 25 years of field and management experience. He founded Archaeological Services Inc. in 1980 and has directed hundreds of projects across Ontario involving archaeological assessment, planning and excavation. He has extensive experience in the Niagara Region, most recently completing the archaeological master plan for the Town of Niagara- on -the- Lake and an archaeological assessment of the Ball's Falls Heritage Conservation Area. Dr. Williamson has excavated War of 1812 battlefield sites at Snake Hill, Chippawa and Lundy's Lane and has directed ongoing excavations at the Peace Bridge in Fort Erie. He has published widely in the popular press and in international scholarly collections and journals. He is an Adjunct Professor in the Department of Anthropology at the University of Toronto and is an Associate Member of the Graduate Faculty. He has been past president of the Canadian Association of Professional Heritage Consultants (CAPHC) and has served on numerous committees of the Canadian Archaeological Association. He is regularly consulted for heritage policy advice by the Provincial government and the City of Toronto. Ron Williamson will advise on the planning and research components of the project and assess the archaeological heritage resource inventories. He will co facilitate public meetings, and will participate in all aspects of the project. Mary L. MacDonald (project historian). Since joining Archaeological Services Inc. as the firm's manager and principal historian in the Built Heritage, Cultural Landscape and Planning section, Ms MacDonald has prepared a variety of heritage resource impact assessments and thematic histories within the context of environmental assessment studies, land use heritage planning and special heritage studies. Her other duties include the determination of historic Carl Bray & Associates Page 17 Niagara Falls Heritage Master Plan A Proposal archaeological sites and their significance, field survey, recording and built heritage analysis. She is currently project manager for a variety of heritage resource assessments throughout southern Ontario and has acted as project historian for a number of large -scale studies, including the City of Toronto's Archaeological Masterplan, The City of Toronto's Central Waterfront Masterplan of Archaeological Resources (including industrial archaeology), the City of Burlington's Heritage Conservation District Study and the Village of Queenston's Heritage Conservation District Study. She is a member of the Canadian Association of Professional Heritage Consultants and the Canadian Historical Association. Mary L MacDonald will be responsible for compiling and augmenting background historical research and writing the thematic history. She will also participate in the identification and development of a thematically based understanding and interpretation of heritage resources within the City. Carl Bray & Associates Page 18 Niagara Falls Heritage Master Plan A Proposal 5. Budget and Schedule The study budget and schedule are outlined on the charts shown below. Figure 1 illustrates the estimated budget and person/day allocation required to complete the work plan tasks described above. An allowance for project management time has been included in the allocation of tasks for Carl Bray. Our policy is to invoice for professional time expended up to but not exceeding the budget amount for each task. If the scope of a task or tasks is expanded, or if additional tasks are undertaken under direction of the client, a revised time budget will be prepared for approval by the client prior to any additional time being expended on these tasks. Disbursements will be invoiced at cost. Disbursement allowances within the budget will not be exceeded without prior written consent by the client.. Figure 2 illustrates the proposed timeline for completion of the work plan described above. As indicated, we have estimated a time period of ten (10) months from project initiation to final report. This schedule assumes that meeting /workshop dates can be scheduled in the weeks indicates and that client review of meeting minutes and interim/draft final reports can occur in a timely fashion. We are prepared to begin work on this project in September, 2003. Carl Bray & Associates Page 19 Figure 1 BUDGET TASK Step I: Start -up meeting Step 2: Background Research Step 3: Interviews Step 4: Thematic History Step 5: Workshop Step 6: Review of Heritage Activity Step 7: Overview - Heritage Resources Step 8: Assessment of Tourism Step 1: Client/Public Meetings Step 2: Interim Report Step 3: Inv. 6i Eval. Options Step 4: Interp. Options Step 5: Cons. Options Step 6: Org. Options Step 7: Tourism Dev't Options Step 1: Client Meeting Step 2: Strategies Step 3: Action Plan Step 4: Draft Master Plan Step 5: Client Meeting Step 6: Final Master Plan CBA TC ASI SM $800 /d $1200 /d $1200 /d $600 /d $450/d $650/d 1.5 3 5 1 1.5 3 2 3 3 1.5 .5 1 2 1 5 .5 4 DMcK .5 .5 1 RW 1 MMcD 8 .5 .5 .5 SM .5 1 3 1 3.5 2 1 DAYS/ TASK 3.5 5 11 9 4.5 4 9.5 5.5 6.5 2.5 3.5 3.5 3.5 2.5 5.5 2 3 3 2 3 1 .5 1 .5 .5 1.5 .5 .5 .5 .5 1 2 1.5 .5 1 .5 1 6.5 5.5 6.5 3.5 7.5 Total days /person Total person days Sub - Total: fees Expenses Sub -Total Fees & Expenses GST TOTAL 47 18 3 16 18.5 38 000 25 000 12 000 12 000 $ 87 000 6 000 93 000 6 510 199 510 Figure 2 SCHEDULE 2003 2004 TASK Sept Oct. Nov Dec. Jan. Feb. Mar. Apr. May June July Step 1: Meeting Step 2: Research Step 3: Interviews Step 4: History Step 5: Workshop Step 6: Her. Activity Step 7: Her. Resources Step 8: Tourism Assessment Step 1: Meetings Step 2: Interim Report Step 3: Inv. & Eval. Step 4: Interpretation Step 5: Conservation Step 6: Organization Step 7: Tourism Step 1: Meetings Step 2: Strategies Step 3: Action Plan Step 4: Draft Final Report Step 5: Meeting Step 6: Final Report W/////OA f / F /// / / /// / // /// //TI /i , �T % / // r W/�A0 Plll/Tl/ /lll /le i Client Meeting * Public Meeting 0 Report Niagara Falls Heritage Master Plan A Proposal Appendices: Client references Firm descriptions CVs Project sheets Carl Bray & Associates City of Niagara Falls Heritage Master Plan Client References Carl Bray & Associates Ltd. (and Archaeological Services Inc.) Ms. Leah Wallace Heritage Planner Town of Niagara -on- the -Lake 1593 Four Mile Creek Road P.O. Box 100 Virgil, ON LOS 1TO T (905) 468 -3266 x 245 lwallace @notl.org Leah Wallace was the project manager for the Queenston Village Heritage Conservation District study, for which I was lead consultant, project manager and heritage planner (acting as an Associate of Archaeological Services Inc. of Toronto). Assessment of the village included archival and field research on the local cultural landscape (conducted by myself and Wendy Shearer Landscape Architect), as well as definition of landscape boundaries, heritage values, and identification of relevant cultural resource conservation policies from the Niagara Parks Commission, the Niagara Escarpment Commission, and Parks Canada (Queenston Heights NHS). Mr. Rollo Myers c/o Citizens for the Old Town 159 King Street East Toronto ON M5C 1G9 T (416) 861 -1793 co1793 @direct.com Rollo Myers was the project manager for the redevelopment study of Old Town Toronto, for which I was lead consultant, project manager and heritage planner (acting as an Associate of Archaeological Services Inc.). The study was an innovative approach to heritage master planning in which we proposed a heritage friendly development process as the primary means of linking public sector and private sector initiatives in heritage conservation and development. The final report included many case studies from other municipalities as well as projects from the within the study district. Ms. April Petrie Manager Heritage and Educational Services The Niagara Parks Commission Box 150, 7400 Portage Road Niagara Falls, ON L2E 6T2 T (905) 356 -2241 x 210 petrie@niagaraparks.com April Petrie was the primary client contact when I conducted an overview assessment of all heritage resources owned by the Commission (while working as senior staff at Commonwealth heritage consultants) as part of a KPMG -led Program Review of the Commission. The study covered all types of heritage resources and was intended to determine the economic benefit of heritage tourism to the Commission as well as the extent to which the Commission was able to capitalize on these resources while continuing to conserve and maintain its holdings. (Carl Bray & Associates and Carl Bray as staff of Commonwealth prepared the Landscape Plan and the Master Plan for Lundy s Lane Battlefield National Historic Site (with ASI). Adele Kon was the client in both cases.) the Tourism Company Serge Felicetti City of Niagara Falls Economic Development T (905) 356 7521 x 5102 sfelicetOcitv.niagarafalls.on Serge was project manager for the Niagara Falls Tourism Development Strategy. Working with Urban Strategies (formerly Berridge Lewinberg Greenberg Dark Gabor Limited), the Tourism Company prepared a Development Strategy for the Niagara Falls Tourist Area. The intent was to create an integrated economic development and land regulatory framework, which recognizes the international significance of Niagara Falls and its position as one of Canada's primary tourist destinations. Arlene White Ministry of Tourism; Binational Niagara Tourism Alliance T (905) 704 3942 arlene.white(mczcr.gov.on.ca Arlene was the primary Ministry contact for this project. the Tourism Company has assisted with this unique cross - border Canadian-U.S. tourism alliance with the development and presentation of industry educational material at workshops in both Ontario and New York state and the first annual conference. In addition, we facilitated an industry meeting on behalf of the alliance in early 2003. Sue Maltby Ms. Jane Davies Administrator Fort Erie Museum Board CBA CARL BRAY & ASSOCIATES LTD. 803 Johnson Street, Kingston, ON K7L 2B6 T (613) 542 -3393 • F (613) 549 -6231 <cadbray@sympatico.ca> CARL BRAY & ASSOCIATES LTD. provides professional consulting services in the evaluation, planning, design and development of cultural heritage and urban resources. Carl Bray, Principal, is a landscape architect and planner with graduate degrees in urban design and cultural geography. He has over 20 years of professional experience in both the public and private sectors and has successfully completed projects across Canada, the Caribbean, the United States and Great Britain. CARL BRAY & ASSOCIATES LTD. assists public agencies, private landowners and non -profit organizations. His advice is both visionary and pragmatic His working method of stakeholder involvement builds consensus and momentum, thus enabling clients to fully realize their development goals. Extensive project management experience will allow Carl Bray & Associates Ltd. to assist clients at all stages of the planning and development process, from research and pre- feasibility analysis through to detailed site design and implementation. MARKETS a Urban Development n Tourism Revitalization SERVICES Heritage Value Assessments Provincial and Federal Heritage Protocols Conservation and Development Strategies Land Use Master Plans Tourism Impact Analysis Cultural Tourism Master Plans Site and District Master Plans Interpretive Plans Commemorative Integrity Statements Heritage Conservation District Plans Feasibility Studies Planning and Urban Design Master Plans Advocacy and Community Participation EXPERTISE IN KEY PLANNING AND DEVELOPMENT TRENDS: n Urban intensification n Campus planning n Sense of place studies Development impact analysis Public - private joint ventures First Nations projects > Small town and Waal revitalization Cultural and eco-tourism AN EXTENSIVE NETWORK OF ASSOCIATES COVERING: > Related sectors — land development industry; tourism industry, urban and rural economic development agencies, non - governmental agencies Related disciplines — archaeology, architecture, conservation, environmental engineering, exhibit design, interpretive planning, museology, tourism, training C A R L BR A Y P x A S S O C I A T ES L T D. CBA CARL BRAY 803 Johnson Street, Kingston, Ontario K7L 2B6 Phone (613) 542 -3393 - Fax (613) 549 -6231 - E-mail carLbray@sympatico.ca SUMMARY OF QUALIFICATIONS Carl Bray & Associates Ltd. specializes in the evaluation, planning, design and development of cultural heritage and urban resources. Carl Bray, Principal, is a professional landscape architect and planner with graduate degrees in urban design and cultural geography. He has over 20 years professional experience in both the public and private sectors and has surretsfully completed projects arms Canada, the Caribbean, the United States and Great Britain. EDUCATION 1988 University College London, U.K. Doctor of Philosophy in Cultural Geography and Urban Design 1980 Oxford Brookes University, U.K Masters in Urban Design 1974 University of Guelph, CAN. Bachelor of Landscape Architecture (Hon.) PROFESSIONAL EXPERIENCE 1999 - Carl Bray & Associates Ltd., Kingston, ON Principal • Heritage planning, land use planning and design 1993 - 1999 Commonwealth Ltd., Perth, ON Senior Planner • Heritage planning, landscape architecture 1988 - 1992 Urban Strategies Inc, Toronto, ON Senior Planner • Land use planning and urban design 1980 - 1984 City of Toronto, Toronto, ON Area Planner • Land use planning, policy and development control (East Downtown /Don Districts) 1974 - 1978 Private Practice, Ontario and Alberta Main Street and Heritage Planner and Designer • Petrolia and Barriefield (Ont.) Parks Canada sites in Niagara -on- the -Lake (Ont.); 9 towns in the Peace River District (Alta) 1974 - present University Lectureships, CAN and U.K Assistant Adjunct Professor and Guest Lecturer • Assistant Adjunct Professor School of Urban and Regional Planning, Queen's University, Kingston (1999); Program in Landscape Architecture, University of Toronto (1994 -1996) • Guest Lecturer (Universities of York, Guelph, Toronto, Newcastle, Oxford Brookes, Cambridge and London) C A R L B R A Y t g A S S O C ! A T ES L T D. CBA PUBLICATIONS Design Guidance in Canadian Small Tounn: A Survey of Current Research. Canada Mortgage and Housing Corporation, July, 1984. Working Paper No. 51: New Ash Green; Working Paper No. 52 South Woodham Ferree; Working Paper No. 53: Christiania. Department of Town Planning, Oxford Polytechnic. Oxford, 1981. Barriefreld Village Heritage Comervasion Di#rictStudy. Township of Pittsburgh, Ontario. 1978. PROFESSIONAL MEMBERSHIPS Canadian Society of Landscape Architects Ontario Association of Landscape Architects Canadian Association of Professional Heritage Consultants AWARDS RECEIVED Graduate Study Scholarships (Commonwealth Scholarship, C.M.H.C. Graduate Scholarship, Rotary Foundation Fellowship) Professional Awards (C.S.LA. Citation for First Impressions project in Charlottetown, P.E.I.; C.I.P Citation for University of Waterloo Campus Master Plan) 1 J CBA HERITAGE PLANNING Planning with an emphasis on heritage entails valuing the past, especially its remaining physical and culural patterns, in ways that conserve the most important components and encourage compatible change. Cad Bray & Associates specializes in these aspects of heritage planning: • Heritage value assessments • Heritage master plans • Conservation reports and development strategies • Heritage planning policies and design guidelines Carl Bray is a full member of the Canadian Association of Professional Heritage Consultants (CAPHC) and has a Ph.D. in Cultural Geography. He is also a qualified landscape architect, with full membership in the GALA and CSLA. Recently and as a staff member in other consultancies and agencies, he has prepared heritage value assessments of heritage resources held by such major public bodies as the St. Lawrence Parks Commission, the Niagara Parks Commission, and the St Clair Parkway Commission. He has helped the St. Lawrence Parks Commission with heritage planning at Upper Camel-. Village over several years, and similarly worked with Queen's University completing their inventory and evaluation of heritage buildings and landscapes. He also wrote the University's conservation policy and supplied Queen's with conservation reports for Gordon Hall, Nicol Hall, and Victoria School. For municipalities, he has prepared heritage policies for the City of Toronto St. Lawrence Historic District and for the Town of Perth. For the federal government, he has prepared conservation reports and development strategies for the East and West Memorial Buildings and for such National Historic Sites as Ruthven Park, the Central Experimental Farrm and Stephen Leacock Museum. On a larger scale, he has prepared heritage master plans for Ruthven Park, Lundy's Lane Battlefield, Prince George Forest Industry and Railway Museum, and Ross Bay Cemetery. He has assessed the cultural landscape of the Central Experimental Farm National Historic Site as part of a planned expansion of the CEF museum. In northern Ontario, he helped prepare preliminary plans for heritage attractions in Elliot Lake and North Bay. He has prepared design guidelines for new construction at Ross Bay, St. John Trinity Royal National Historic Streetscape, and at Upper Canada Village. C A R L B It A V A S S O f t A T ES L T D. CBA CIIn Isar trILO:a r%is cr',a nrinx CULTURAL TOURISM Cultural tourism emphasizes the character of local people and plat, ensuring that tour rm supports and enhances the unique components of an historic or natural site. Carl Bray & Associates specializes in the following tourism services: • Cultural tourism matter plans • Site and district master plans • Interpretive plans • Sense of place studies • Tourism impact asses<ments Carl Bray is a landscape architect with international postgraduate training in urban design and cultural geogra- phy. As an Associate of the Tourism Company, he is responsible for the interpretive and site planning compo- nents of cultural tourism projects. With the Tourism Company, he has prepared interpretive plans for the Aboriginal Heritage Garden in Eel River Bar, New Brunswick and for the Huron North tourism region in Ontario. He led the team evaluating the future of two redundant parks owned by the St. Lawrence Parks Commission and is also assisting in a cultural tourism project for the City of Kingston. In previous private practice, he was responsible for producing the master plan for the Queen Elizabeth II Botanic Park ecotourism project in Grand Cayman and prepared site plans for heritage tourism sites and trails as part of a comprehensive cultural tourism development project for Barbados. He prepared a preliminary planning and design study for redevelopment of the historic barrio in downtown Tucson, linked with a natural reserve and golf resort at the edge of the Saguarro National Forest. He has been a parks planner for Parks Canada Atlantic Region, identifying future development sites for day use areas and campgrounds. In previous practice, he also evaluated the operation and development potential of the living history museums at Upper Canada Village, the Farm Museum and Old Fort William. As part of another Provincial review, he evaluated the tourism potential of all heritage resources operated by the St. Lawrence Parks Commission (including Old Fort Henry and Upper Canada Village), the Niagara Parks Commission (including Old Fort Erie and the Niagara Parkway), and the St. Clair Parkway Commission (including Uncle Tom's Cabin). Other tourism development work includes such historic sites as Stephen Icacock Museum, Ruthven Park National Historic Site and Lundy's Lane Battlefield. C A RI. B R A Y A SS O C I A T E 5 L TO. CBA RUTHVEN PARK NATIONAL HISTORIC SITE Cayuga, Ontario 19964997 This 1600 acre country estate overlooking the Grand River in southwestern Ontario is a National Historic Site owned and managed by the Lower Grand River land Trust. It contains one of Canada's finest Greek Revival mansions set in a rare landscape designed in the Picturesque style. It is also a complete cultural landscape, containing an entire agricultural estate of working farms, with farm- steads, small field layouts, and woodlots. It also has the remains of a former industrial village and sits upon sites with exceptional aboriginal archaeological potential. Its slough forest is one of the few Carolinian types in Canada, home to a number of rare plant and animal species. Its colourful history spans almost two centuries: its future is secured by a large endowment, held in perpetuity by a com- munity- based land trust Ruthven Park is one of the most comprehensive heritage sites in Canada. Carl Bray, while with Commonwealth heritage consultants, was project manager and heritage planner responsible for the Management Plan that evaluated the existing site and proposed conservation and development strategies for the future. Leading a team of architects, conservators, management consult- ants, archaeologists, botanists, landscape architects, museologists, historians, engineers and agrono- mists, Dr. Bray worked with the team and client group to produce a comprehensive report detailing the current state and future opportunities for this major heritage site. As recommended in the Plan, the estate, formerly in private hands, will be conserved as a public heritage site and operated as a financially self- sustaining enterprise. Following their adoption of the Management Plan, the Trust has secured substantial capital funding from the former owners and from Parks Canada and is taking the first steps in implementing the Plan's recommendations. C A R L B R A Y A S S O C 1 A T E 5 L T D. CBA UNCLE TOM'S CABIN Dresden, Ontario 2000 -2001 Unde Tom's Cabin is an African- Canadian heritage attraction located on the westem edge of the town of Dresden, in southwestern Ontario. Originally a private venture, the five acre site with its three heritage buildings, artifact collection and interpretive centre, is now owned and operated by the St. Clair Parkway Commission, an agency of the Provincial ministry responsible for tourism. The site interprets the life of Rev. Josiah Henson, an escaped slave and "conductor" on the Underground Railroad, who founded the British - American Institute as the core of the pioneering black community, the Dawn Settlement, and whose Life influenced Harriet Beecher Stowe in her writing of the best- selling 19d' century novel, "Uncle Tom's Cabin ". Once they assumed control of the site in 1994, the Commission invested substantially in improvements and managed to increased visitation. However, there remained an ongoing operating deficit that the funding partners — the Commission and Lamborn County — sought to eliminate. A consulting team led by Carl Bray & Associates won the contract to find ways of doing so. Our approach was to find ways of enhancing revenue generation while conserving the site's heritage values. The study process involved ongoing consultation with the volunteer advisory committee, Commission staff and Provincial representatives. A consensus emerged as to the site's heritage values, current strengths and weaknesses, and potential for future improvements. Our analysis culminated in a five - year business plan for site development. In this plan, we were pleased to conclude that there is a large untapped market of potential visitors to the site, and that improved marketing, staffing, and interpre- tive programming can yield substantial and immediate benefits. An initial capital investment can increase revenue such that the deficit can be eliminated within the five -year life of the business plan. C A R L B R A Y t i [ A SS 0 C 1 A T ES L T D. CBA UPPER CANADA VILLAGE Morrisburg Ontario 1996 -2000 Upper Canada Village is one of North America's premier living history sites, given a 3 -Star rating by the prestigious Michelin Guide. It is owned and operated by the St. Lawrence Parks Commission, an agency of the Provincial government. The Village carefully reconstructs a mid -19th century Upper Canadian settlement in order to demonstrate everyday life at that time. It contains many original structures salvaged from the flooding for the St. Lawrence Seaway, and original furnishings, as well as carefully reproduced buildings and landscapes, to provide a representative setting for the site's interpre- tive programs. Costumed guides, using period tools and techniques, offer visitors a remarkably com- plete illusion of "stepping back in time ". Carl Bray, as senior heritage planner with Commonwealth, has worked on several assignments for this site. In response to public concerns about encroaching new development, he prepared a Heritage Integrity Statement for the Village and its related historical sites, using workshops attended by all key stakeholders as a means of reaching consensus on the heritage values and management issues of this site. Once the Commission adopted the Statement as policy, he helped modify the Crysler Park Master Plan to follow the heritage policies, and prepared design guidelines for proposed new retail and hotel development outside the western limits of the Village. He also provided design and planning advice on the relocation of heritage structures, and is assisting the Commission in preparing detailed conservation policies for the Village itself. C AR L BR A Y t & A S S O C I A T ES L T D. CBA LUNDY'S LANE BATTLEFIELD NATIONAL HISTORIC SITE Niagara Falls, Ontario 1997 -2001 The Battle of Lundy's lane, fought on the aftemoon and evening of July 25, 1814, was one of the crucial battled of the War of 1812. Since the end of the war, the site has been commemorated in a variety of ways. Urban development has also changed the cultural landscape beyond recognition, save for the Drummond Hill Cemetery, epicenter of the battle and for many years the lone public property in which to place commemorative memorials. Planning for conservation and interpretation of this site came as a result of a unique agreement between a private donor and the municipality. The ten -acre site is now a key open space in the downtown and is finally getting the attention a National Historic Site deserves. Carl Bray, initially as senior staff at Commonwealth consultants, latterly as principal of Carl Bray & Associated Ltd., was project manager and heritage planner for the planning projects on this site. For the Master Plan, he prepared a history of site development, inventory and evaluation of heritage resources, a conservation strategy, Commemorative Integrity Statement, development and urban design guidelines. The Master Plan ex- plored a series of development options and the recommended option was supported by a business plan. Dr. Bray's own firm was the landscape architect and heritage planner that subsequently prepared a Landscape Master Plan for the entire site. The Landscape Plan organized site access, removed barriers and created links, enhanced interpretation and highlighted the essential elements of the cultural landscape. The two projects involved extensive consultation with the steering committee, local residents, and representatives of Provin- cial and Federal heritage agencies. The Master Plan was adopted by City Council in 1998 and it and the Landscape Plan have been the basis for subsequent landscape and building restoration and interpretation projects. C A R L B R A Y Sc A S S O C IA T ES LT D. List\ the Tourism Company Providing insight for the business of tourism "` Tourism Company is a management consulting firm specializing in the tourism industry. The three partners in the firm - D'Arcy McKittrick, Mike Robbins and Jill Vandal - each bring distinct individual expertise and background to the company providing a unique mix of tourism consulting skills. Established in 1994, the company is recognized one of Canada's leading tourism consulting firms. The three partners have worked in all Canadian provinces and territories and in a broad range of international destinations including the United States, Portugal, Bolivia, New Zealand and Jamaica. We attribute our success to two factors. Firstly, we are dedicated to servicing only the fields in which we feel expert - tourism. We follow our knowledge, our experience and our interests seeking clients with matching needs. Secondly, the individual areas of expertise of each of our partners combine to create a company greater than the sum of its parts. While each of us shares a passion for the tourism industry we each bring individual talents, insights and experience to the task. at Tourism Company provides the following consulting services to public, private and non- governmental organization (NGO) clients: > primary and secondary tourism market research including design and facilitation of focus groups, workshops and seminars, > demand forecasting, financial modelling, > financial forecasting and economic assessment • market and financial feasibility studies for new or expanding tourism ventures including accommodation, attractions, and events > strategic assessment of the development potential for tourism destinations and tourism ventures including site selection and assessment > preparation of tourism development plans — taking a project from concept through implementation — marketing strategies and business plans > organizational development, including human resources training and development Team members have developed specific expertise in the following tourism industry sectors: > Ecotourism > Heritage (cultural and natural) Tourism > Aboriginal Tourism > Resorts > Festivals and Events > Attractions > Recreation Facilities (indoor and outdoor) > Camping/Outdoor Education the Tourism Company is an active member in a number of Canadian and international tourism industry associations: > Tourism Industry Association of Canada > Travel and Tourism Research Association > The Ecotourism Society (U.S.) > Ecotourism Association of Australia > Tourism Toronto > Ontario Camping Association the Tourism Company supports the Toshiba Breath of Life in support of cystic fibrosis and The Peter Growski Invitational in support of Frontier College. the Tourism Company Team ... D'Arcy McKittrick M.B.A. Partner Mr. McKittrick combines an extensive and varied consulting background with experience as a tourism operator in the private sector. He has developed and refined a wide range of consulting skills, including demand and financial projections, primary and secondary research and group facilitation. He takes a creative approach in all assignments. Mr. McKittrick's tourism consulting experience includes strategic planning, market assessment, and development feasibility analysis/business planning. Some of D'Arcy's most recent clients include the Uncle Tom's Cabin, the Escarpment Centre of Ontario and Mocreebec Cree Village and Ecolodge. D'Arcy has worked in most Canadian provinces and territories. Internationally he has worked in the Caribbean (Cuba, the Bahamas and Jamaica), South America (Bolivia) and in Europe. In the private sector, D'Arcy was Cameral Manager of a four season Ontario resort that included an indoor pool, health club, golf course, meeting facilities and cross country ski trails. During that time, he served as a Board Member of Resorts Ontario and the Ontario Ski Resorts Association, and initiated a resort operator's consortium to pursue cooperative development of the U.S. golf market Michael Robbins - Partner Mr. Robbins has over 20 years of experience as a professional tourism consultant, and is a recognized expert in tourism research and marketing. He has completed tourism assignments throughout most provinces and territories in Canada, the U.S. and abroad, including work in the Caribbean, New Zealand, and Malaysia, and for Singapore, Thailand and Hong Kong. He has been involved in and responsible for a number of State and Provincial/Regional strategic tourism planning assignments in New York State, Newfoundland and Labrador, BC, Manitoba, Saskatchewan and Ontario. Mike has also been involved in and responsible for a wide range of heritage tourism planning assignments covering parks planning, adventure tourism development, cultural heritage attraction development and native tourism planning. He has a particular interest and expertise in ecotourism planning, development and marketing. He. has extensive private sector experience from a consulting and an investment perspective. Mike is on the Board of Directors of SmartRisk. He was on the Board of Directors of Cara Operations, one of Canada' largest hospitality companies, for eight years. Jill Vandal M.B.A. Partner Ms. Vandal has had a varied career in both the private and public sector. Her tourism consulting experience has covered a broad range of feasibility, marketing and strategic planning projects. Recent projects include research and analysis of the potential for corporate travel events in Canada's western Arctic for a CTC Product Club, the development of a strategic framework for public sector investment in tourism for Saskatchewan, and development of a tourism investment strategy for the City of Toronto. Jill is the primary author of a Packaging Handbook for Tourism Suppliers and "How to Sell Through the Travel Trade" for use by tourism operators across Ontario. She also designed and pilot tested supporting workshops for each of these resources. Jill was also the Lead consultant in the preparation of a tourism industry investment manual for internal use by the Business Development Bank of Canada. Jill has particular expertise in the design and facilitation of groups in the strategic planning process leading such groups as Innkeepers of Ontario, Relais & Chateaux North America, Spas Ontario and private Inns and hotels. She has also led a number of DMOs in strategic planning exercises including Tourism Toronto's meetings and conventions sales group, Tourism London and Ontario East Tourism Corporation. Jill participated in the 1998 Countryside Exchange in Ardgour, Scotland and was a member of the 2002 review panel assessing a proposed four year Bachelor of Hospitality Administration program at Canadore College, located in North Bay, Ontario. balsa Cxrpzny Selected Project Profiles ... Adventure and Ecotourism Strategy for the Province of Manitoba 2001/02 the Tourism Company completed a review of the market opportunities and market readiness of the adventure and ecotourism sector in Manitoba. The process included `mystery shopping' and a joint meeting of government and private sector stakeholders. Tourism Destination Development Plan for Labrador 2001/02 the Tourism Company is co-managing this project with the SGE Group out of Halifax. Extensive community consultations will form the foundation for the Destination Development Plan for Labrador, which covers a wide range of natural and cultural heritage, adventure and learning experiences. Tourism Investment Strategy, City of Toronto, 2000/01 the Tourism Company is working with Cameron Hawkins & Associates to complete a strategy that identifies opportunities for private sector investment in the tourism sector of Toronto. The study includes significant benchmarking around other successful urban destinations and a review of product offering in North American cities that Toronto competes with. The investment strategy will provide a framework for the City to actively seek private sector investment. Design and Facilitation of Strategic Planning Session; Attractions Council of Tourism Toronto; 2001 The Attractions Council of Tourism Toronto is comprised of a diverse group of both year round and seasonal attractions in and around the GTA. Jill Vandal led a half -day planning session with members of the Attractions Council to set planning priorities and to address issues and opportunities. Strategic Framework for Saskatchewan Tourism Development — 2000 the Tourism Company was part of an inter - provincial team that completed this framework for public sector investment in Saskatchewan. Our involvement focused on Cultural Heritage and Aboriginal tourism sectors. Escarpment Centre Ontario — Feasibility Study and Business Plan - 2000 Ito Tourism Company lead a multi- disciplinary team to complete a feasibility study and business plan for this Niagara Escarpment Interpretive Centre, to be located in the Owen Sound area. This project builds on their extensive experience with visitor /interpretive centre planning projects. Ontario Tourism Marketing Partnership (OTMP) 1999/2000 a. Tourism Company continues to work closely with OTMP in a number of areas. We assisted in the development of the 2000/01 Business Plan and a review of the service provider strategy. th' Tourism Company has written and delivered a Packaging Handbook for Tourism Operators and is developing a Handbook for Selling Through the Travel Trade for Suppliers. We are also contributing to product development by working with industry -led consortiums such as Spas Ontario and Arts in the Wild. Grey/Bruce/Owen Sound Regional Tourism Marketing Review 1999/00 — Counties of Grey, Bruce and Owen Sound The on -going realignment of tourism associations in Ontario has prompted this review of the role of regional efforts. The study process includes extensive consultation with area tourism operators. Bolivia Rapid Assessment — Sustainable Tourism Development Assessment 199899 — Inter - American Development Bank The purpose of this assignment was to identi fy and assess the highest potential sustainable tourism development opportunities and projects within Bolivia. t Tourism Company managed an intemational consulting team including consultants from Bolivia, Costa Rica, Equador and Mexico. Development of a Strategic Plan, 1999 — Relais & Chateaux North America the Tourism Company assisted Relais & Chateaux North America in the development of a five year strategic plan by designing and facilitating a two day workshop with member properties. Aboriginal Heritage Gardens Attraction, 199899 — Eel River Bar First Nation, New Brunswick the Tourism Company was the lead company directing the development of an interpretive master plan and overall attraction business plan to guide the development of a proposed aboriginal (Canadian Mic Mac Indians) heritage garden attraction in New Brunswick. Huron North Heritage & Ecotourism Strategy 1999 Seven Ontario communities located along the north shore of Lake Huron joined forces to implement a regional tourism development and marketing strategy based on cultural and natural heritage resources. the Tourism Company was responsible for the development of' an heritage opportunities evaluation methodology, demand market assessment, and preparation of pre- feasibility studies for recommended public sector projects. MoCreebec Cree Village Ecolodge and Ecotourism Centre 199899— MoCreebec Council of the Cree Nation the Tourism Company prepared a marketing plan for the introduction and ongoing marketing of the first designed and purpose -built ecolodge in Canada The client, MoCreebec Council of the Cree Nation, Moose Factory, Ontario, intends to attract and service domestic and international travelers seeking ecotourism experiences. Research included interviews with tour operators to test the concept. The Lodge opened in July 2000 and we continue to support them in a consulting capacity. Event Strategy and Tactical Plan for the Viking Millennium, 1998/99 — Viking Trail Tourism Association Working for the Viking Trail Tourism Association, Parks Canada, Department of Canadian Heritage and the Provincial Department of Tourism, the Tourism Company prepared the event strategy and plan to celebrate the 1000 anniversary of Leif Eriksson's arrival in North America to be celebrated in 2000. . An event calendar, business plans for the anchor events and a sponsorship plan were prepared. The event was successfully staged throughout 2000. Lands for Life: Resource -Based Tourism Background Reports — Boreal East, Boreal West, Great Lakes -SL Lawrence, 1997 — Ontario Ministry of Natural Resources As part of the Ministry's Northern Ontario Crown Land allocation planning exercise, the Tourism Company was retained to prepare resource -based tourism background reports for each of the three planning areas. The reports compiled and assessed information and research identifying current and expected future demand for and supply of resource - based tourism opportunities — both consumptive and non - consumptive. Ecotourism Development in the Great and Hope River Watersheds, Jamaica, 1997 — Inter American Development Bank 1' Tourism Company has been retained by the Inter - American Development Bank to identify and evaluate potential ecotourism activities that could take place as part of the current Watershed Management Program in and near the Hope River and Great River watershed management units. The evaluation of ecotourism development opportunities includes market and financial assessment, and an estimate of potential interest from private investors. Inventory/Accreditation System for Aboriginal Tourism Products in Canada, 1997 — Aboriginal Business Canada and Indian and Northern Affairs Canada the Tourism Company, working in association with the Canadian Tourism Research Institute completed a National inventory of Aboriginal tourism product. An accreditation program, modeled after the successful Australian Ecotourism Accreditation program, was developed to help in protecting the integrity of authentic Aboriginal tourism product Tourism Industry Investment Manual, 1997 — Business Development Bank of Canada (BDC) the Tourism Company prepared a tourism industry investment manual for internal use, in support of the introduction of a $500 - million fund by BDC. This project involved reviewing tourism- marketing plans for each province and territory and providing highlights, issues and opportunities. Province- specific case studies (developed in consultation with provincial experts), statistics on international and domestic travel and spending, and trends in Canadian tourism were also provided Tourism Impact Assessment of the Trans Labrador Highway, 1997 — Newfoundland and Labrador Department of Tourism, Culture and Recreation the Tourism Company was retained by the Government of Newfoundland and Labrador to conduct a field survey to asses the impact of the proposed new alignment for the Trans Labrador Highway between Cartwright and Red Bay. The objective of the assignment was to evaluate the impacts of the alignment proposed by the Works, Services and Transportation Department on the existing tourism industry and potential tourism development, and then to suggest alternative routes and supporting infrastructure. The highway will ultimately become part of The Great Circle Route through Atlantic Canada. '"Taoism Company Sugarloaf Provincial Park Ski Area Assessment, 1997— Boissonault McGraw and Associates the Tourism Company was retained to investigate the potential for creating new ski terrain and facilities to enable the ski area to host the Alpine Ski events for the Canada Winter Games. A design was prepared to provide the area with the ability to host the GS, slalom and dual slalom events for the Canada Winter Games. Niagara Falls Tourist Area Development Strategy, 1997— The City of Nia,gara Falls Working with Berridge Lewinberg Greenberg Dark Gabor Limited, the Tourism Company prepared a Development Strategy for the Niagara Falls Tourist Area. The intent was to create an integrated economic development and land regulatory framework, which recognizes the international significance of Niagara Falls and its position as one of Canada's primary tourist destinations. Development of New Business Concepts for Ontario Travel Information Centres, 1996 — Ontario Ministry of Economic Development, Trade and Tourism We Tourism Company, in association with Osbome Consulting and Training, was retained by MEDTT to facilitate the development of a number of creative concepts for commercialization of visitor centres in Ontario. Three focus groups were held to develop creative concepts, to evaluate and adapt these concepts from a business perspective, and to allow for final refinements. Creative industry leaders from a variety of private enterprises and public sector representatives participated in these focus groups. Joint Outdoor Tourism Marketing Strategy, 1995 — The Five `Golden Horseshoe" Conservation Authorities The five Golden Horseshoe Conservation Authorities had been working together for a number of years to improve revenue generation. The Authorities retained the services of 18e Tourism Company to develop a Joint Tourism Marketing Strategy. Recommendations from this study have been successfully implemented under the brand "The Conservation Lands of Ontario ". Tmnism Company 1 1 _1 _I 1 j J J J 1 Additional Project Experience ... ➢ Business Plan to Develop a Heritage Tourism Guide, Ontario Heritage Foundation, 1997 D Identification and Classification of Aboriginal Tourism Product in Canada, INAC, 1996/97 D Marketing Strategy for Stanley Island Cottages, Mohawk Council of Akwesasne, 1997 D Town Property Eco-tomism Market Assessment, Otonabee Region Conservation Authority, 1997 D Strategic Marketing Plan for the Trent -Severn Waterway, Parks Canada, 1996 D A Strategy to Attract the US Leisure Traveler to Mexico, MasterCard International, Global Marketing, 1996 D Sponsorship Engineering - The Tourism Context, Canadian Baseball Hall of Fame, 1996 D Sponsorship Engineering for the Trent -Severn Waterway and Rideau Canal, Department of Canadian Heritage, 1996 ➢ Business Plan for The Proposed Seventh Street Market, St. Catharines, Ontario, 1996 ➢ Heritage Presentation Strategic Marketing Plan for the Greater Toronto Area, Department of Canadian Heritage, Ontario Region, 1996 D Island Lake - The Tourism Context, Credit Valley Conservation, 1996 ➢ "Setting The Tourism Agenda" - A Tourism Stakeholder Workshop for the Municipality of Clarington, 1996 ➢ Feasibility Study for a Native Heritage Camp, Lovesick Lake Native Women's Association, 1996 ➢ Preparation of a Meeting Planning Guide, Glen Cross Conference & Training Centre, Ontario Hydro, 1996 D Marketing Strategy for the Toronto Entertainment District, 1995 D Business Plan for the Ganaraska Conservation Authority, 1995 D Haliburton County Trails & Tours Network Strategy, 1995 ➢ Tourism Marketing Strategy for Sudbury, 1995 ➢ Parks Mississauga, Strategic Marketing Plan, 1995 D South Coast Tourism Development Strategy, Newfoundland, 1995 D Market Research for the U.S. Association Market for the Metro Toronto Convention and Visitors Association, 1995 ➢ Planning and Marketing for the Cabot 500 Celebrations, 1994/95 D Friends of the Trent -Sevem Waterway Strategic Plan, Peterborough, 1994/95 D Atlantic Canada Tourism Marketing, 1994/95 D Stillwater Valley Inn & Campground Feasibility Study (Nipigon), 1994 ➢ New York State Multi- Season Tourism Destination Study, 1994 D Preparation of a Business Plan for Ontario Tourism Education Council, 1994 D Business Plan for the Parks of the St. Lawrence, 1994 D Assessment of the Canadian Tourism Operator and Wholesaler Sector, for Tourism Canada, 1994 ➢ Six Nations Visitor and Interpretive Centre Feasibility Study, 1993 ➢ Community-based Tourism Opportunities for Remote Native communities, for the Ontario Ministry of Culture, Tourism and Recreation (MCTR) and Northern Ontario Native Tourism Association, 1993 ➢ Marketing Strategy for the New York Canal System, 1993 ➢ Snowmobile Marketing Strategy for Northern Ontario, 1993 ➢ Competitive Tourism Strategy for Metropolitan Toronto, 1993 ➢ Strategic Directions for the Specialty Outdoors Sector in Ontario, for the MCI'R, 1992 ➢ Trent Severn Waterway International Marketing Plan, Peterborough, 1992 ➢ Strategic Review of New Zealand Marketing Activities in the US Market, 1990 Fr IklinisroGnpany Lite mnrn Company N. Jill Vandal, M.B.A. Partner Jill Vandal has a diverse background and experience in tourism as a consultant, trainer, and manager and as a result brings a broad perspective to consulting assignments. Ms. Vandal s Canadian tourism consulting experience includes work in Ontario, Saskatchewan, Manitoba, Newfoundland, Nova Scotia, New Brunswick, Yukon Territory and Northwest Territories. International assignments include ecotourism projects in Jamaica and Bolivia and in 1998 she participated in the Countryside Exchange for Ardgour, Scotland. Jill s project experience covers a broad range of feasibility, marketing and strategic planning assignments. Jill is skilled in market demand and financial projections. She continues to work extensively with the Ontario Tourism Marketing Partnership, working with industry alliances such as Arts in the Wild, Spas Ontario and Paddling Ontario Alliance. She is the primary author of Ontario s Packaging Manual and How to Sell Through the Travel Trade and was the lead programmer for the Canadian Tourism Commission s innovative winter product development forum, Winterchange , with representatives from every province and territory in attendance. Ms. Vandal has a strong background in the facilitation and training of groups. She has also successfully designed and facilitated a wide range of client groups in the strategic planning process, focus groups and visioning. Jill has a Masters in Business Administration with a focus on international business. She has been a Partner in the Tourism Company since 1995. PROJECT CONSULTING EXPERIENCE Strategic Planning and Marketing: Trade Development Strategy, Tourism Saskatchewan, ongoing Tourism Action Plan, City of Toronto, 2003 Resource Based Tourism Diversification Program -- Business Enhancement Workshops, Ontario Ministry of Northern Development and Mines, 2003 Great Lakes Heritage Coast Strategic Plan, Ontario Ministry of Natural Resources, 2002/03 Heritage Services Strategy, Hudson s Bay Company, 2002 Adventure and Ecotourism Strategy, Province of Manitoba, 2002 Arctic Corporate Travel Event Product Club - Marketing Strategy and Business Planning Support, 2001, 2002 Strategic Planning Session, Tourism London, 2002 Strategic Planning Session - Regional Culinary Tourism, Innkeepers of Ontario, 2002 Resource Jump Team, Land 0 Lakes Region, Ministry of Agriculture and Ministry of Tourism, 2001 Strategic Planning Sessions for a City-Wide Convention Sales Strategy, Tourism Toronto, 2001 and 2002 Tourism Destination Plan for Labrador, 2001 Tourism Needs Assessment, City of Toronto, 2000/01 Development of Marketing Strategy - Midland - Penetanguishene Tourism Consortium, 2001 Design and facilitation of Strategic Planning Session — Innkeepers of Ontario, 2001 Development and Pilot Testing of Selling Through the Travel Trade for Tourism Suppliers ,OTMP 2001 Design and Facilitation of Strategic Marketing Session — Sam Jakes Inn, 2000 2 Design and facilitation of ten direction- setting workshops with the tourism industry in Ontario, O.T.M.P. 2000 Facilitation of Planning Day; Midland - Penetanguishene Tourism Consortium; 2000 Strategic Framework for Saskatchewan Tourism Development, 2000 Strategic Planning Session — Touring Committee, Ontario Tourism Marketing Partnership; 2000 Facilitation of Annual Marketing Planning Day, Tourism Toronto; 2000 Development, Pilot Testing of A Guide to Building Successful Packages for Tourism Suppliers ; OTMP, 2000 Development of the 2000/01 Business Plan, Board of Directors, Ontario Tourism Marketing Partnership. Facilitation of Meeting to Develop a Strategic Plan; Relais & Chateaux North America, Chicago, Illinois, 1999 Design and facilitation of a Strategic Planning Session for Senior Management — Delta Chelsea Hotel, 1999 Design and Facilitation of Initial Two Meetings of Spas Ontario , Ministry of Economic Development, Trade and Tourism, Ontario 1999 Assessment of the Potential for Sustainable Tourism Development in Bolivia, Inter- American Development Bank, 1999 Viking Millennium Event Strategy and Tactical Plan, Viking Trail Tourism Association, 1998/99 Wa -sh-ow James Bay Wilderness Centre — Marketing Strategy, 1999 ' Cree Village Ecolodge — Marketing Strategy and Plan, MoCreebec Council, 1998/99 Business Plan for G Nadjiwon Ki Regional Aboriginal Tourism Association, Barrie Area Native Advisory Circle, 1998/99 Trails Development at Muskoka Sands Resort, Muskoka Sands Resort, Ontario 1998 A Tourism Perspective on Lands for Life, Planning for Prosperity Partnership, 1998 Business Plan for Regional Snowmobile Associations, Ontario Federation of Snowmobile Clubs (OFSC), 1998 Preparation of Background Papers on Resource -Based Tourism for Lands for Life Round Tables, MNR, 1997 Niagara Falls — Tourism Development Strategy, 1997/98 Tourism Industry Investment Manual, Business Development Bank of' Canada, 1997 Marketing Strategy and Marketing Plan for Stanley Island Cabins, Mohawk Council of Akwesasne, 1997 Ecotourism Market Analysis - Jamaica Watershed Management Program, Inter- American Development Bank, 1997 Identification and Classification of Aboriginal Tourism Product in Canada —Draft Aboriginal Tourism Accreditation Program, INAC, 1996/97 Trent -Severn Waterway Strategic Marketing Plan , Department of Canadian Heritage, Parks Canada, 1997 Development of New Business Concepts for Ontario Travel Information Centres, Ontario Ministry of Economic Development, Trade & Tourism, 1996 A Strategy to Attract the US Leisure Traveler to Mexico, MasterCard International, Global Marketing, 1996 Heritage Presentation Strategic Marketing Plan for the Greater Toronto Area, Department of Canadian Heritage, Ontario Region, 1996 Strategic Marketing Plan for Heritage Presentation Products to the Greater Toronto Area, Department of Canadian Heritage, 1996 Island Lake - The Tourism Context, Credit Valley Conservation, 1996 Setting the Tourism Agenda - A Tourism Stakeholder Workshop for the Municipality of Clarington, 1996 Review of Demand Projections, Seaway Village, 1996 Joint Outdoor Tourism Marketing Strategy for the Golden Horseshoe Conservation Authorities, 1995 N. Jill Vandal 3 Strategic Marketing Plan, Parks & Recreation, City of Mississauga, 1995 Haliburton County Trails & Tours Network Strategy, 1995 Metro Toronto Convention and Visitors Association, Preparation of Presentation to Metro Council, 1995 Strategic Marketing Plan, Parks & Recreation, City of Mississauga, 1995 Capacity Analysis, The John Cabot (1997) 500 Corporation, 1995 Review of the Washington Association Market, Metro Toronto Convention and Visitors Association, 1994 South Coast Regional Tourism Strategy, Newfoundland, 1994 Preparation of Business Plan, Ontario Tourism Education Corporation, 1994 An Organizational Review, Ontario Camp Directors' Workshop, Irondale, Ontario, 1991 -92 Strategic Review, Ontario Camp Leadership Centre, Bark Lake, Irondale, Ontario, 1990 City of Windsor Culture and Recreation Master Plan, Windsor, Ontario, 1987 -88 Economic Analysis of the Strategy for Public Use of Conservation Authority Lands, Metro Toronto and Region Conservation Authority, Toronto, Ontario, 1987 Project Feasibility Assessment and Development Planning: Feasibility Study for Development of an Aboriginal Tourism Business Centre, G Nadjiwon Ki Aboriginal Tourism Association, 2000 Aboriginal Heritage Gardens Interpretive and Business Plan, 1998/99 Moosonee Tourism Development — Regional Link, Moosonee Area Development Board, 1998/99 Kapuskasing Tourism Development - Regional Link, 1998/99 Market and Financial Projections for Expansion of High Hill Harbour Marina, Beardmore, Ontario 1997 as part of submission to the Ontario Heritage Fund Feasibility Study for a Native Heritage Camp, Lovesick Lake Native Women s Association, 1996 Market Assessment for a Visitor Centre, Bruce Peninsula/Fathom Five Marine National Parks, 1996; and 1997 Feasibility Study for a Visitor Centre, Missinaibi River, Mattice - Val Cote, 1995 Feasibility Study, Bamford Ponds Golf Resort, St. Joseph Island, 1995 Blind River Waterfront Development, 1995 Proposal to Develop a Resort in Costa Rica - A Review of the Business Plan, 1993 Feasibility Study, Elliot Lake/North Shore Outdoor Experiential Centre, Elliot Lake, Ontario, 1992 Operational Review, W. Erskine Johnston Arena, Township of West Carleton, Ontario 1992 Branksome Hall: A Facilities Use Study, Toronto, Ontario, 1991 Feasibility Study for the North East Community Centre and Library, City of Burlington, Ontario, 1989 Future Needs and Facility Requirements Study - Brantford YM -YWCA, Brantford, Ontario, 1988 -89 Feasibility Study for Indoor Recreational Cultural Facilities, Town of Milton, Ontario, 1988 Financial Analysis of a Proposed Mini Car Track Facility, Centennial Park, Etobicoke, Ontario, 1988 Market and Financial Feasibility Study, High Head Resort Development, Wentworth, Nova Scotia, 1988 Feasibility Study, Mersey River Wilderness Lodge Nova Scotia, 1988 Feasibility Study - Update, Beacon Motor Inn, St. Catharine's, Ontario, 1988 Bullrushes Resort Community Development, Bobcaygeon, Ontario, 1988 Feasibility Analysis, Urban Resort Development Bramalea, Ontario, 1988 Feasibility Study for Dundee Resort, Cape Breton, Nova Scotia, 1988 Market Analysis and Financial Projections, Urban Resort Hotel, Moncton, New Brunswick, 1988 n Caa N. Jill Vandal 4 Market Analysis and Financial Projections for Destination Resort on a Cruise Ship - S.S. Aquarama, Port Stanley, Ontario, 1988 Outdoor Recreation Facility Market Assessment/ Financial Projections, Camp Trailfinder, 1987 Market Study and Financial Projections, Pre - Cambrian Inn, Tamworth, Ontario, 1987 Etobicoke Centennial Park Multi -Use Indoor Soccer Arena Proposal, Financial Analysis, Etobicoke 1987 GROUP FACILITATION AND TRAINING EXPERIENCE Introduction to Tourism workshops, conference and resource material; Binational Niagara Tourism Alliance, 2002 Team Building with Corporate Services Division; Ministry of Economic Development; 2001 Design and Facilitation of Strategic Planning Session; Attractions Council of Tourism Toronto; 2001 Facilitation of Industry Alliances/ Direction Setting Workshops; OTMP, 2000/01 Consultation with Local Community, Bellevue House National Historic Site, Kingston, Ontario 1999 Consumer Focus Groups for Aboriginal Heritage Gardens Inc. — Moncton and Toronto 1998/99 Consultation with Nominees and Influencers — Toronto Tourism Awards, 1997 Consultation with Area Residents and Stakeholders on the Planned Visitor Centre, Bruce National Park/Fathom Five Marine National Park, 1997 Consumer Focus Groups in Toronto, Montreal and Vancouver to test Proposed Accreditation System for Aboriginal Businesses in Canada, 1997 Consumer Focus Group for a Proposed Four Season Recreational Residential Development, 1997 Review and Revision of Material for Marketing Planning Workshop, Parks Canada, 1997 Seasonal Supervisor Training for Ontario Place Staff, 1992 -98 Expert Focus Group /Creative Session for Ontario Travel Information Centre New Business Concepts, 1996 Consumer Focus Groups to Test New Ski Resort Packages for Silver Star Mountain Resort and Greyhound Lines of Canada, 1996 Public Consultation on Proposed Fee Increases, Trent -Severn Waterway, 1996 Preparation of Meeting Planning Training Guide, Glen Cross Conference & Training Centre, Ontario Hydro, 1996 Customer Service Training, Town of Huntsville Municipal Staff, 1996 Customer Service Training, Ontario Place Seasonal Staff, 1996 Training of Parks Canada Site Staff to Administer Customer Survey, 1996 Seasonal Staff Training Session, Metro Toronto Museums, 1995 "Supervisory Skills" Seneca College Executive Training Seminars 1989, 1990 and 1991 "Train the Trainer" Seneca College Executive Training Seminars 1990 and 1991 4-11.0 im Conway N. Jill Vandal 5 WORKSHOP /SEMINAR LEADERSHIP EXPERIENCE Partnering Outside Your Hallowed Halls — Canadian University and College Conference Officers Association; 2000 Markets and Marketing — Ontario Camping Association, Annual Conference, 1999 Green Marketing , Third Annual EcotourismConference, Sir Sanford Fleming College, 1997 Continuous Learning , Ontario Camping Association, Annual Conference, 1996 Customer Service , Ministry of Culture, Tourism and Recreation mini- conference, 1995 Leadership Development , Ontario Camping Association Annual Conference, 1995 "Beyond 2001 - A Simulation of a Camp of the Future" KUMBAYAH 1994, The Third International Camping Congress, 1994 Facilitation of Board/Staff Retreat, Support Initiative for Residents in the County of Haliburton, (SIRCH), 1994 "Cultivating Alumni" Association of Independent Camps, 1994 Workshop for Management Staff, Ontario Place, 1993, 1994, 1995 and 1996 "Creative Solutions to Manage Conflict ", Toronto Board of Education, 1993 "Year Round Camp Directors' Calendar ", Ontario Camping Association Annual Conference, 1993 "Long Range Strategic Planning , Ontario Camp Director's Workshop, 1992 "Camp Courageous - A Simulation ", Ontario Camping Association Annual Conference, 1992 "Campers/Directors: Closer Together ", Ontario Camping Association Annual Conference, 1991 and 1992 EDUCATION 1987 Master of Business Administration (M.B.A.), University of Western Ontario 1978 Bachelor of Applied Science (B.A.Sc.), Consumer Studies, University of Guelph Senior Consultant, Tourism and PROFESSIONAL EXPERIENCE Recreation 1995 — present'"` Tourism Company, Partner 1994 - 1995 1989 - 1994 1986 - 1988 Marshall Macklin Monaghan Sr Consultant, Travel and Tourism Taylor Statten Camps Director, Public Relations /Personnel Director, Camp Wapomeo Laventhol & Horwath Management Consultants N. Jill Vandal the Tourism Company Selected Tourism Project Experience Bi- national Niagara Tourism Alliance the Tourism Company has assisted with this unique cross - border Canadian -U.S. tourism alliance with the development and presentation of industry educational material at workshops in both Ontario and New York state and the first annual conference. In addition, we facilitated an industry meeting on behalf of the alliance in early 2003. Niagara Falls Tourist Area Development Strategy, The City of Niagara Falls Working with Urban Strategies formerly Berridge Lewinberg Greenberg Dark Gabor Limited, the Tourism Company prepared a Development Strategy for the Niagara Falls Tourist Area. The intent was to create an integrated economic development and land regulatory framework, which recognizes the international significance of Niagara Falls and its position as one of Canada's primary tourist destinations. H.M.C.S. HAIDA Market Assessment & Strategy the Tourism Company was retained by Parks Canada s Ontario Service Centre to conduct a market assessment and prepare a marketing strategy for HMCS Haida, a National Historic Site, that is being relocated from Toronto to Hamilton Harbour. This assignment involved the analysis of potential key markets for HAIDA, preparation of demand forecasts, and development of marketing options to re- launch and position HAIDA as a provincially significant marine heritage attraction. Canada Marine Discovery Centre Market Assessment Sr Strategy the Tourism Company was retained by Parks Canada s Ontario Service Centre to conduct a market assessment and prepare a marketing strategy for the proposed $10 million Canada Marine Discovery Centre on Marine Heritage in Hamilton, Ontario. This assignment involved the analysis of potential key markets for the Discovery Centre, preparation of demand forecasts, and development of marketing options to launch and position the Centre as a regionally significant marine conservation attraction. Heritage Services Strategy - Hudson s Bay Company the Tourism Company assisted the Hudson s Bay Company with the articulation of a strategy to capitalize on the company s rich heritage from an educational, tourism and merchandising perspective. Heritage Presentation Strategic Marketing Plan for the Greater Toronto Area, Department of Canadian Heritage, Ontario Region the Tourism Company assisted DCH representatives from across Ontario to prepare an assessment of heritage presentation market potential in the Greater Toronto Area (that was defined to include much of the Golden Horseshoe — approximately 1 hour radius from centre of Toronto). This included determining the size of the market, forecasting future growth, and identifying market characteristics and needs, followed by the preparation of a strategic marketing plan to support DCH tourism heritage presentation initiatives. National Heritage Tourism Strategy Bringing You Canada s Best was the title of the widely distributed report produced for this project by principals of the Tourism Company and published by the client, the federal Department of Canadian Heritage. The purpose of the study was to develop a strategy to guide the marketing efforts of the Canadian governments in their efforts to build heritage based travel by Canadians within the country as well as travel to Canada from key international markets. Joint Outdoor Tourism Marketing Strategy — The Five Golden Horseshoe Conservation Authorities The five Golden Horseshoe Conservation Authorities had been working together for a number of years to improve revenue generation. The Authorities retained the services of the Tourism Company to develop. a Joint Tourism Marketing Strategy. Recommendations from this study have been successfully implemented under the brand The Conservation Lands of Ontario , which lead to the formation of one of the first CTC product clubs. Dundas Valley Official Plan Review — Tourism Policies Working with Berridge Lewinberg Greenberg Dark Gabor Limited, the Tourism Company was responsible for identifying tourism development issues and land use policies as part of the Official Plan review for the Dundas Valley area. Business Plan for The Proposed Seventh Street Market, St Catharines the Tourism Company was retained by a private sector investor to assess the market and financial feasibility of a proposed agricultural visitor centre /attraction to be located adjacent to the Queen Elizabeth Way near St. Catherines. Seaway Village Business Plan Review, St Catharines the Tourism Company was retained by a private sector investor to review and assess a business plan (on behalf of lenders) for the development of a marine heritage attraction and visitor centre on the Welland Canal at St. Catherines. ARCHAEOLOGICAL 1111A SERVICES INC. Ronald F. Williamson (PhD Anthropology, McGill University) is an archaeologist with over twenty years of field and administrative experience. In 1980, Dr. Williamson founded Archaeological Services Inc., a Canadian-owned company with its head office in Toronto and a full -time, permanent staff of 15 people, making it the largest archaeological consulting firm in Ontario. The corporation provides a variety of services which may take many forms including, for example, complete heritage resource assessments (as part of environmental impact studies or subdivision plans review), the documentation of archaeological sites on properties of proposed development, or the complete salvage excavation of archaeological sites. Any cultural remains encountered during the course of their investigations are studied in A.S.L's laboratories to determine their cultural and temporal affiliations and to assess their archaeological significance. For historic Euro- Canadian features, this analysis often involves comprehensive archival research. As Chief Archaeologist for the firm, Dr. Williamson has directed numerous archaeological consulting projects over the past 15 years including a number of Archaeological Master Plan Studies (for the Town of Richmond Hill, the Town of East Gwillimbury, the District Municipality of Muskoka and the Wahta Mohawk, and the Township of Howland, the Ojibwa of Sucker Creek, and the Sheguiandah First Nation on Manitoulin Island). He has also served on the Steering Committee for the preparation of a Master Plan of Heritage Features for the Town of Fort Erie and prepared the archaeological component of the study. In 1987, he directed an international team of scholars in the exhumation and analysis of twenty-eight American soldiers who died near Old Fort Erie during the War of 1812. These remains were eventually repatriated to the United States. This project resulted in the publication, by Dundurn Press, of both a scholarly volume entitled Snake Hill: An Investigation of a Military Cemetery from the War of 1812 (1991), co- authored and co- edited by Dr. Williamson, and a more popular account of the investigation called Death at Snake Hill: Secrets from a War of 1812 Cemetery (1993). The latter volume, also co- authored by Dr. Williamson, was selected as the third volume of the Local History Series of the Ontario Heritage Foundation. His other recent publications include a chapter on the Early Iroquoian Period of Southern Ontario, in The Archaeology of Southern Ontario to A.D. 1650 (1990), published by the Ontario Archaeological Society; a paper entitled Croissance D mographique et Continuit Culturelle dans Le Nord -Est Am ricain in a Quebec journal entitled Recherches Am rindiennes au Qu bec (1993); an article on the Middle Archaic occupation of the Niagara Peninsula concerning evidence from the Bell Site in Fonthill in Ontario Archaeology (1994); and a chapter entitled "Landscapes Past to Landscapes Future: Planning for Archaeological Resources" in a book called Great Lakes Archaeology and Paleoecology: Exploring Interdisciplinary Initiatives for the Nineties (1994), published by the Quaternary Sciences Institute of the University of Waterloo. He also has coauthored a paper entitled "Digging For History: Excavations at the Fulton - Vanderburgh House in Richmond Hill, Ontario ", which is published in Ontario History (1996) and another paper entitled "The Positioning of Archaeology within Anthropology: A Canadian Historical Perspective" in an international archaeology journal called American Antiquity (1996). Dr. Williamson is an Adjunct Professor in the Department of Anthropology at the University of Toronto and is an Associate Member of the Graduate Faculty. He is also a former President of the Canadian Association of Professional Heritage Consultants, a national organization dedicated to furthering the cause of heritage resources conservation and excellence in heritage consultation. He has also been involved in several senior level policy development activities with the Province of Ontario, most recently with revisions to the Planning Act and was contracted in association with Unterman McPhail Cuming Associates in the preparation of a Cultural Heritage Technical Manual for distribution to all municipalities in the Province, intended to instruct the Ontario planning community on the ways in which the new heritage policies derived from the revised Planning Act should be implemented. He has also made major contributions to the review of the Ontario Heritage Act, the provision of guidelines for the planning and conservation of heritage resources in Timber Management Plans in Northern Ontario, and the development of regulations to accompany the revised Cemeteries Act with respect to the recognition and protection of heritage interests in the procedures involved in unmarked grave situations. He recently served on the National Aboriginal Heritage Committee of the Canadian Archaeological Association, for three years, and co- chaired the Ontario Provincial sub - committee with Sylvia Thompson of the Chiefs of Ontario. MARY L. MACDONALD, BA, MA, PH.D (abd.) Manager and Historian, Built Heritage, Cultural Landscape and Planning Section, Archaeological Services Inc. EDUCATION: Ph.D. (abd) 1993 1990 (History), University of Waterloo M.A. (History), Northeastern University, Boston MA B.A. (honours), University of Toronto PROFESSIONAL AFFILIATION: Canadian Association of Professional Heritage Consultants Canadian Historical Association PROFESSIONAL EMPLOYMENT: April 2000 - Archaeological Services Inc., Manager and Historian, Built Heritage, Cultural Landscape and Planning Section 2000 Part time staff, Toronto Board of Education 1997 - 2000 Freelance historical researcher 1993 2003 Lecturer, Department of History, University of Waterloo 1990 - 1993 Teaching assistant, Department of History, Northeastern University, Boston PROFESSIONAL EXPERIENCE: Heritage evaluation, conservation and historical research, Consulting (1997 -) 1 1 1 project management experience in a variety of conservation and planning works for public and private clients, pursuant to the Ontario Heritage Act, Planning Act and Environmental Assessment Act; extensive experience preparing heritage resource impact assessments and thematic histories within the context of environmental assessment studies, land use heritage planing analyses and special heritage studies such as heritage bridges, buildings, waterways and roadways; authoritative participation in heritage conservation district studies, heritage resource assessments and archaeological master plans, including background historical research, field survey, and inventory recording; archival research contributing to the determination of historic and historic archaeological sites and their significance, tracing both architectural and land use histories; collection of oral histories, photographic, cartographic, periodical, serial and other archival resources for local history studies, provincial and national thematic histories, historically informed litigation and biography. Educational (1993 -2000) 1 University level sessional lecturing and course development; 1 Primary level program development. SUSAN L MALTBY PERSONAL Address: 528 Bathurst Street Telephone: (416) 921 -2877 Toronto, Ontario Fax: (416) 921 -2877 M5S 2P9 Email: susan.maltby @utoronto.ca EDUCATION Queen's University graduated 1984 - Master of Art Conservation specializing in artifact conservation University of Toronto graduated 1980 - 4 Year Honours B.A. Anthropology (Archaeology) CONSERVATION EXPERIENCE Nov /88- Conservation Consultant: Services available include artifact treatment, training seminars, collection surveys, advice on collections care and management, and conservation guidelines for exhibits, museums and heritage structures Nov /86- Oct/88 Jan/85- Nov /86 Nov - Dec /84 June- Aug/84 June- Aug/83 Sept/81- Jan/82 Canadian Conservation Institute: Assistant Conservator, Ethnology Laboratory Canadian Conservation Institute: Mobile Laboratory Intern, Ethnology Laboratory Fellowship - Anthropology Conservation Laboratory, National Museum of Natural History, Smithsonian Institution, Washington, D.C. Summer Internship - Anthropology Conservation Laboratory, Smithsonian Institution Summer Internship - Klondike National Historic Site Parks Canada, Dawson City, Yukon Territory Banks Island Archaeological Research Project Research Assistant/Conservator SUSAN L MALTBY, CONSERVATOR, 528 Bathurst St., Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca PAPERS AND PUBLICATIONS 2002 "Artifacts in the Real World ", paper presented at the Canadian Association for Cultural Property pre- conference workshop: Care and Preservation of Art and Artifacts in Public Place, Kingston, May 23 -24, 2002 2001 "Here Drums the Sun" appeared in March/April, 2001 issue of Old -House Journal 2000 "Mending Broken Stones" appeared in March/April issue of Old -House Journal 1999 "Making Epoxy Fillers" appeared in July /August, 1999 issue of Old- House Journal "Ontario Hydro's Corporate Heritage ", (co- authored with David Cuming & Jean Simonton). In D. Dollery & J. Henderson (Eds.), Industrial Collections Care and Conservation. Cardiff/London:CMW/UKIC 1998 "Rust Converters" appeared in November/December, 1998 issue of Old -House Journal "Double Trouble, The Conservator's Many Roles in Architectural Conservation ", paper presented at the SSCR conference: Site Effects:The Impact of Location on Conservation Treatments, Dundee, May 5 -6, 1998 "Double Trouble, The Conservator's Many Roles in Architectural Conservation ", Pre- Prints of the SSCR Conference Site Effects:The Impact of Location on Conservation Treatments, Dundee, May 5 -6, 1998 1997 "Ontario Hydro's Corporate Heritage ", (co- authored with David Cuming & Jean Simonton), paper presented at the UKIC /Council for Museums in Wales Conference, Industrial Collections: Care and Conservation, Cardiff, April 9-11, 1997 1995 "Housing and Storing Your Collection ", chapter 9 in The CNA/NESA Numismatic Correspondence Course, CNA/NESA, July 1995 1992 "But I Could Make You a Perfectly Good New One! The Conservation of a 19th Century Sheet Metal Arcade: A Case Study. ", paper presented at the Annual Conference of the International Institute for Conservation - Canadian Group, May 29 -31, 1992 "Monitoring Coin Collections" in The Picus, The Annual Journal of the Classical & Medieval Numismatic Society: 141 -143 SUSAN L MALTBY, CONSERVATOR, 528 Bathurst St., Toronto, Ontario MSS 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca PAPERS AND PUBLICATIONS (cont.) 1991 "But I Could Make You a Perfectly Good New One! The Conservation of a 19th Century Sheet Metal Arcade: A Case Study ", paper presented at the Annual Conference of the Association for the Preservation of Technology, New Orleans, Louisiana, September 22 -28, 1991 1991 "How History Shapes the Future" - Panel Discussion, International Interior Design Exposition, Toronto, November 21, 1991 1989 - "Preserving Collectibles" (formerly "Saving Money "), monthly column in Coin World which deals with the conservation of numismatic collections 1988 "The Conservation of a Padlimiut Inner Boot ", paper presented at the Inuit Clothing Conference, McGill University, May 5 -7, 1988 1988 "Rubber, the Problem that Becomes a Solution ", paper presented at the Modern Organic Materials Meeting, Edinburg, April 14 -15, 1988 "Rubber, the Problem that Becomes a Solution ", Preprints of' Contributions to the Modern Organic Materials Meeting, SSCR, Edinburgh, April 14 -15, 1988 1987 "An Alternative Support System ", Textile Newsletter, Spring, 1987 "Supporting and Mounting of a Fragile Artifact ", poster exhibited at 13th Annual Conference of the IIC -CG, Victoria, B.C., May 16 -18, 1987 1986 "An Attractive Mounting System for Small Museum Artifacts ", IIC -CG Newsletter, Volume XII No. 2, December, 1986 1985 "The Conservation of Archaeological Baleen ", paper presented at the 18th Annual Meeting of the Canadian Archaeological Association ARCHAEOLOGICAL EXPERIENCE 1995/92/90 Wadi Ziqlab Project, Jordan: Conservator 1987 Wadi Ziglab Project: Conservator /Area Supervisor /Object Photographer 1981 Wadi Tumilat Project, Tell el Maskhuta, Egypt: Area Supervisor 1980 Canadian Paleopaphos Project, Cyprus: Assistant to the Associate Director 1979 Wadi Tumilat Project, Tell el Maskhuta, Egypt: Assistant Pottery Registrar /Director of Pottery Restoration SUSAN L MALTBY, CONSERVATOR, 528 Bathurst St., Toronto, Ontario MSS 2P9 phone /fax: (416) 921 -2877 susan.malibyca utoronto.ca AFFILIATIONS Association for Preservation Technology Canadian Association for Conservation of Cultural Property Canadian Association of Professional Heritage Consultants, President (1992/93) Canadian Museum Association ICOMOS Canada International Institute for Conservation of Historic and Artistic Works Ontario Museum Association Sir Sandford Fleming College, Collections Conservation and Management Program - Advisory Committee, member Society for the Preservation of Natural History Collections Western Association for Art Conservation SUSAN L MALTBY, CONSERVATOR, 528 Bathurst St., Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca Susan L. Maltby, Conservator Selected Project /Client List I) Museums /Collections Ontario Heritage Foundation: i) Survey of the Bethune - Thompson archaeological collection to assess its condition, specify packing and storage requirements, and select artifacts for conservation and/or display. The storage system devised was practical, inexpensive and easily applicable to a wide variety of materials. (1988) ii) Condition survey of all archaeological collections. The resulting report included recommendations on improving existing storage conditions, establishing an inventory control system and improving collections management practices. (1993) Hockey Hall of Fame and Museum, Toronto: collection survey; treatment, storage, and collections management recommendations; identification of artifacts not stable or robust enough for long term exhibit; and recommendations as to safe (Le., nondeleterious to the artifacts) exhibit case materials in preparation for moving collections to new museum. (1992) Museum of the History of Medicine, Toronto: i) Move preparation: work involved a complete collection survey to identify delicate and sensitive artifacts which were then specially packed. (1992) ii) Retained, during the move of the collection, as the move coordinator responsible for working with the movers, the museum volunteers, Toronto Hospital (the new home of the collection) and The Academy of Medicine to ensure that the collection was moved quickly, easily and with the utmost safety and security of the collection in mind. (1992) Ontario Hydro: Heritage assessment for Ontario Hydro in association with Unterman, McPhail, Cuming and Associates. Project included: a survey and sample inventory of industrial artifacts, archival, museum and corporate art collections; establishment of conservation management strategies; and guidelines and policy for collections care and management. (1991 -97) District Municipality of Muskoka Master Plan of Archaeological Resources: in association with Archaeological Services Inc.. Reviewed existing cultural facilities (museums, galleries and historic villages) within the region and made conservation and collections management recommendations. (1992) Battlefield House, Stoney Creek: Museum Master Plan in association with Taylor /Hazell Architects. (1992) Museum Study and Architectural Plans for Ojibwe Cultural Foundation: in association with Sears & Russell Consultants Limited (1994) SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto ca ) Timmins Museum: National Exhibition Centre Needs Assessment: in association with DHA Cultural Planners. (1994) Burlington Museums Future Master Plan: in association with Lord Cultural Resources Planning & Management Inc.. (1995) The Guild: currently consulting on the conservation and long -term preservation of the Guild's diverse and eclectic collection (including: outdoor sculpture; architectural fragments and constructs; fine art; decorative art; and furnishings). Vancouver Museum Review: in association with Sears & Russell Consultants Limited. (1995) Ruthven Park National Historic Site Management Plan: in association with Commonwealth Historic Resource Management Limited. (1997) Ruthven Park National Historic Site: currently retained as a conservation consultant. Ontario Farm Museum Heritage Assessment: in association with Commonwealth Historic Resource Management Limited and KPMG. (1998/99) Canadian Imperial Bank of Commerce, Archives: retained to advise on the care and preservation of the CIBC's extensive numismatic collection. (1999) University of Toronto Art Centre: currently retained as a conservation consultant. Fort Erie Railway Museum: retained to undertake a condition assessment of the steam locomotive the "6218". The resulting report specified the treatment needed to stabilize the locomotive and provided a budget for the proposed treatment. Project management and documentation will be provided throughout the treatment phase. (1999) Ojibwe Cultural Foundation: recently retained as conservation consultant to assist in the opening of their new cultural facility. (2001) Art Gallery of Ontario (AGO): retained as a conservation consultant to AGO staff to assist with the processing (i.e., Cultural Property) of a large decorative arts collection gift. (2000) Centre for Innovation in Artists' Materials, Queen's University: retained to research funding opportunities for this multidisciplinary research centre. (2000) Ontario Realty Corporation (ORC): retained as project manager to coordinate ORC properties included in Toronto's "Doors Open" event (May 27 & 28, 2000 & May 26 & 27, 2001). Vatican: retained, in association with Cultural Innovations, to undertake a feasibility study for a planned travelling exhibit of objects from the Vatican Sacristy and Treasury. (2000) Niagara Falls Museum Board Review: undertook, in association with dmA Planning and Management Services, an organizational review of the City's two museums. (2001) SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca 2 MacLaren Art Centre: undertook the conservation of 40+ Rodin foundry plasters. (2001) Lake Forest Lake Bluff Historical Society Conservation Assistance Program Study: in association with Johnson Laskey Architects. (2002) TSX Stock Market Place Visitor Centre: currently working in association with Exhibits International. Work includes dismantling the current exhibit, assessing the collections conservation needs, packing and moving the artifacts into storage and/or preparing them to be mounted in an upcoming exhibition. II) Monuments Heritage Toronto: i) Portuguese monument, High Park: retained to coordinate and supervise the relocation of the monument and the restoration of the decorative exposed aggregate concrete base. (1997) ii) Tenth Anniversary of The Hungarian Uprising of 1956 monument: recently retained to coordinate the restoration of the monument and reactivation of the fountain. (1999) iii) Retained to undertake a conservation assessment of two City of Toronto public art installations. The resulting report included: a condition assessment; treatment recommendations; and long/short term costing for work recommended. (1999) iv) Retained to research and document a number of monuments. (1999 -2000) Lloydtown Cemetery: in association with DJ McRae Contracting Limited. Retained to document the conservation repair and stabilization of 130 historic stone grave markers. (1999) City of Kitchener: retained as a conservation consultant advising on the care and preservation of the bronze statue of Queen Victoria in Victoria Park. (1999) City of Toronto, South African War Memorial: in association with MST Bronze. Responsible for project documentation. (2000) Elmbank Cemetery, GTAA: in association with Archaeological Services. Conservator and Project manager for the repair, relocation and reinstatement of the cemetery monuments and markers from this historic cemetery which currently sits at Pearson International Airport. Drummond Hill Cemetery, Niagara Falls, Ontario: recently undertook a masterplan for the entire cemetery. The resulting plan provides: a condition statement for every monument; treatment recomendations; treatment priority; and cost estimates for the recommended work. (2000) Drummond Hill Cemetery, Niagara Falls, Ontario: in association with Perdan Ltd., currently supervising the first phase of the monument conservation work. City of Charlottetown, PEI: retained to advise on the care and conservation of the bronze statuary component of the Cenotaph. (2001) SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca 3 City of Toronto, War of 1812 Memorial, Victoria Memorial Park: project conservator working in association with MST Bronze and Perdan Ltd.. (2001) Zion Primitive Methodist Church Cemetery: in association with Perdan Ltd.. Recently undertook a conservation assessment of this historic cemetery which resulted in a condition assessment and treatment recommendations for each monument. These recommendations have been integrated into a restoration specification. During the implementation phase of this project we will work closely with the successful contractor to insure that the work is carried out as specified. Richview Cemetery, Toronto: currently retained as conservation consultant for this historic cemetery. Responsibilities include condition assessment and treatment recommendations for each monument, production of restoration specifications and supervision of the restoration contractor retained to carry out the work. City of Charlottetown, PEI: retained to advise on the care and conservation of the Boer War monument. Treatment of the monument was recently undertaken in association with Age of Bronze Studio. III) Architectural Church of the Holy Trinity Interior Restoration/Conservation Project: Site director for this restoration/conservation project which involved the conservation of early, extant, stencil decoration and restoration of lacunae. Responsibilities included: liaison with church, diocese, parishioners and restoration team; project logistics; and conservation/restoration of stencil decoration. (1989) Bank of Montreal (Hockey Hall of Fame), Sheet Metal Cupola Restoration: scope of work included a full condition report; treatment proposal; treatment; conservation report and recommendations; and working in conjunction with the sheet metal workers to repair and stabilize the metal work where needed. The results of this project were first reported in the paper "But I Could Make You a Perfectly Good New One! The Conservation of a 19th Century Sheet Metal Arcade: A Case Study ", presented at the Annual Conference of the Association for the Preservation of Technology, New Orleans, Louisiana, September 22 -28, 1991. (1990/91) Ontario Legislative Building, Queen's Park: i) Conservation of six grotesques (phase I) in association with Herbert Read Ltd. (1992) ii) Room 195: consultant to J.D. Strachan Construction Ltd.. Worked in conjunction with Marilyn Laver, Lavinco, to determine the original wood finishes. (1994) iii) Legislative Assembly Ceiling: worked in conjunction with Hannivan & Company to assess the condition of the cove section of the ceiling and recommend a treatment course. (1993) iv) West Wing Glass Block Skylight: worked in conjunction with Clifford Restoration to test and determine a technique for removing tar from the glass; and repair broken and spalled glass. (1994) SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario MSS 2P9 phone /fax: (416) 921 -2877 susan.maltby@utoronto.ca 4 v) Conservation of decorative stone work (Phase III) in association with Herbert Read Ltd. Responsible for project documentation. (1994) vi) Repair /conservation of entrance doors: consultant to J. Wiedeman Contracting Ltd. (contractor retained to carry out repair work). Work included determination of original finishes (woodwork and hardware) and advice on conservation and repair of doors. (1996) vii) Recently retained to determine original colour schemes for the Premier's suites and the hallways of the second and third floor of the east wing. Double Trouble State Park, New Jersey, Sawmill Restoration Project: in association with David V. Abramson &Associates, project architect. Assessed sheet metal condition and reviewed restoration specifications. The recommendations resulting from this consultation were used to modify the existing project approach and specifications. (1993) Marshall Lime Kiln Dismantling /Commemoration Project, Upper James & Red Hill Creek Expressway, Hamilton: in association with Archaeological Services Inc. and Historica Research Ltd.. Responsible for recording and ensuring the safe dismantling and proper long -term storage of portions of the Marshall lime kiln (to be reconstructed at a later date). (1994) Stratford City Hall Restoration: retained by project architect, Garratt & Marklevitz Architects, to undertake paint analysis of exterior paint colours. (1997) Whitney Block & Tower, Stabilization, Exterior Envelope Repairs & Interior Systems Alterations: in association with Stevens Burgess Architects, Ltd.. Masterplan resulted in a phased restoration/stabilization and upgrade project for the entire building. Phase I work included conservation assessment, treatment specifications and on -site supervision/treatment of the 12 Tower (stone) statues. (1995 -97) Stone Officer's Quarters, Discovery Harbour, Penetanguishene: currently working in association with Sears & Russell Architects Ltd. to undertake a condition assessment and specify restoration work needed to stabilize and preserve this historic stone structure. Toronto Club, Toronto: recently retained to determine original architectural finishes. (2002) Victoria Memorial Museum Building Rehabilitation Project, Ottawa: currently working in association with Padolsky, Kuwabara, Gagnon (PKG) Joint Venture Architects. Team conservator responsible for conservation concerns regarding collections and architectural components. Library of Parliament, Ottawa: currently working as a conservation consultant to PM Designs regarding the conservation of historic metal work (both ferrous and copper alloy) from the interior and exterior of the Library. Work includes a full condition assessment and condition report of the metal work, treatment proposal, supervision of treatment and final conservation report. SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ca 5 IV) Teaching /Training University of Toronto, Museum Studies Programme: Instructor for MSL 1002F - The Museum Environment, an introduction to preventative conservation. (1993- present) Queen's University, Masters of Art Conservation Program: supervised students in the artifacts conservation stream (as a sabbatical replacement). Responsibilities included teaching core course work and supervising the students' daily labwork. (1996) Campbell Center for Historic Preservation Studies, Mt. Carroll, Illinois: instructor ( "Environmental Monitoring and Control ") for section I of the Historical Collections Core Curriculum and the Archaeological & Ethnographic Core Curriculum. (1998 present) Ministry of Citizenship, Culture & Recreation (MCTR) - Heritage Properties and Museum Programmes Unit: retained to develop and produce didactic materials for Ministry- sponsored stone monument repair workshops. (1998/99) Ontario Association of Cemeteries, Hands -On Monument Conservation Workshop: co- instructor (with MCTR & Perdan Ltd) for a 2 day advanced workshop. (2b01) V) Writing Coin World: monthly columnist - "Preserving Collectibles" (formerly "Saving Money ") - since 1989. Column deals with the conservation of numismatic collections. The Canadian Conservation Institute: retained to carry out a technical review of the CCI Note "Care of Coins and Medals" (9/4). As a result, the Note has been updated and expanded. It was reissued under the title "Basic Care of Coins, Medals & Medallic Art". (1996) Scott Stamp Monthly: regular contributor - "Tip of the Hat" - since 1996. Ministry of Citizenship, Culture & Recreation - Heritage Properties and Museum Programmes Unit: researched and wrote "Ten Common Stone Repairs for Tombstones: Stone Repair Adhesives", a Ministry Architectural Conservation Note. (1999) Old -House Journal: a) "Here Drums the Sun" appeared in March/April, 2001 issue b) "Mending Broken Stones" appeared in March/April, 2000 issue c) "Making Epoxy Fillers" appeared in July /August, 1999 issue; and d) "Rust Converters" appeared in November /December, 1998 issue. SUSAN L. MALTBY, CONSERVATOR, 528 Bathurst Street, Toronto, Ontario M5S 2P9 phone /fax: (416) 921 -2877 susan.maltby @utoronto.ea 6 The City of Niagara Fall Canada Corporate Services Department F- 2003 -48 Finance Division Kenneth E. Burden 4310 Queen Street Director P.O. Box 1023 Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356 -7521 Fax: (905) 356-2016 E -mail: kburden @city.niagarafalls.on.ca October 20, 2003 His Worship Mayor Wayne Thomson and Members of the Municipal Council City of Niagara Falls, Ontario Members: -3 icik Re: F- 200 -48 - 2002 Consolidated Financial Statements RECOMMENDATION: For the information of City Council. BACKGROUND: The Audit Committee met on October 20, 2003, to review the Corporation's consolidated financial statements for the year 2002. The financial statements were audited by the City's Auditor, Crawford, Smith and Swallow. Attached for your information is a copy of the audited 2002 Consolidated Financial Statements for the Corporation of the City of Niagara Falls Recommended by: grzfre-O/"./ Respectfully submitted: In K. E. Burden John MacDonald Director of Finance Chief Administrative Officer Approved FawC %bey:: �%Qo ea 4 T. Ravenda Executive Director of Corporate Services Working Together to Serve Our Community Clerks • Finance • Human Resources • Information Systems • Legal • Planning & Development craw%rd smiths, swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO Consolidated Financial Statements December 31, 2002 crawford smiths, swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO Consolidated Financial Statements December 31, 2002 Table of Contents Page Auditors' Report 1 Consolidated Statement of Financial Position 2 Consolidated Statement of Financial Activities 3 Consolidated Statement of Changes in Financial Position 4 Notes to Consolidated Financial Statements 5 - 16 Schedule of Operating Fund Activities 17 Schedule of Capital Fund Activities 18 Schedule of Reserves and Reserve Funds 19 Auditors' Report - Trust Funds 20 Statement of Financial Position - Trust Funds 21 Statement of Financial Activities and Changes in Fund Balances - Trust Funds 22 Notes to Financial Statements - Trust Funds 23 Crawford. Smith and Swallow Chartered Accountants LLP 4741 Queen Street Niagara Falls, Ontario L2E 2M2 Telephone (905) 356-4200 Telecopier (905) 356 -3410 Offices in Niagara Fells, Ontario SI. Catharines, Ontario Fort Erie, Ontario crawford smith 6& swallow AUDITORS' REPORT To the Members of Council, Inhabitants and Ratepayers of The Corporation of the City of Niagara Falls, Ontario We have audited the consolidated statement of financial position of The Corporation of the City of Niagara Falls, Ontario as at December 31, 2002 and the consolidated statements of financial activities and changes in financial position for the year then ended. These consolidated financial statements are the responsibility of the city's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. In our opinion, these consolidated financial statements present fairly, in all material respects, the financial position of the city as at December 31, 2002 and the results of its operations and its cash flows for the year then ended in accordance with Canadian generally accepted accounting principles. Niagara Falls, Ontario August 21, 2003 CRAWFORD, SMITH AND SWALLOW CHARTERED ACCOUNTANTS LLP THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO CONSOLIDATED STATEMENT OF FINANCIAL POSITION December 31, 2002 Financial Assets Cash - note 3 Investments - note 4 Taxes receivable - note 5 Accounts receivable - note 6 User charges receivable Long -term receivables Note receivable - note 7 Long -term investment - note 7 Contingent Liabilities - note 19 Liabilities Temporary loans - note 8 Accounts payable and accrued liabilities Deferred revenue - obligatory reserve funds - note 9 Deferred revenue Other current liabilities Post - employment benefits - note 10 Net Long -term liabilities - note 11 Net Financial Assets Non Financial Assets Inventories and prepaid expenses Net Assets Municipal Position Operating fund - note 12(a) Capital fund - note 12(b) Reserves and reserve funds - note 12(c) Niagara Falls Hydro Holding Corporation net equity - note 12(d) Amounts to be recovered 2002 68,507,031' (20,579,607) 47,927,423 2001 5,159,463 11,549,492 14,494,541 3,135,563 6,886,872 711,230 22,000,000 31,739,686 95,676,847 15,459,840 8,310,362 12,335,993 2,254,867 860,436 13,886,493 4,361,603 57,469,594 38,207,253 799,282 39,006,535 1,786,945 (10,543,670) 12,271,670 53,739,686 57,254,631 (18,248,096) 39,006,535 See accompanying notes crawiord smith Z., swallow 2 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended December 31, 2002 Revenues Taxation - note 5 User fees and charges Government of Canada grants Province of Ontario grants Other municipal grants Provincial Offences Act Interest and penalties Investment income Casino and gaming revenues Niagara Falls Hydro Holding Corporation net income - note 7 Contributions from Obligatory Reserve Funds Other Expenditures General government Protection to persons and property Transportation services Environmental services Health services Recreation and cultural services Planning and development Net Revenues (Expenditures) Add: New debt issued or assumed Add: Post - employment benefits Less: Debt assumed by Upper Tier - note 11 Less: Debt principal repayments 2001 39,690,271 35,111,528 69,869 1,674,264 40,042 287,167 1,811,126 544,483 2,600,000 1,558,632 1,262,965 3,518,127 88,168,474 22,673,576 11,143,811 22,049,764 31,033,511 1,147,552 9,912,519 2,286,533 100,247,266 (12,078,792) 2,422,000 380,104 (415,265) (1,759,862) Increase in amounts to be recovered 626,977 Change in Fund Balances 1'. J!" (11,451,815) See accompanying notes crawford smith 6& swallow 3 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO CONSOLIDATED STATEMENT OF CHANGES IN FINANCIAL POSITION for the year ended December 31, 2002 2001 Operations Net revenues (expenditures) � `' s (12,078,792) Sources (Uses) Change in investments ( 80 ) 0,149 Change in taxes receivable Cs (3,814,868) Change in accounts receivable i t� €�� (829,219) Change in user charges receivable t� _; n (435,344) Change in long -term receivables u ., < _ "' 70,555 Change in inventories and prepaid expenses 565,442 Change in temporary loans ��? 12,519,678 Change in accounts payable and accrued liabilities a <rY'?� 1,444,598 Change in deferred revenue - obligatory reserve funds 1,489,097 Change in deferred revenue ?'t r 589,392 Change in other current liabilities 637,879 Chan ge in .ost -em.lo ment benefits i 380,104 Net income of Niagara Falls Hydro Holding Corporation Net increase (decrease) in cash from operations Financing Long -term debt issued ' 2,422,000 Long -term debt assumed by Upper Tier - note 11 (415,265) Lon -term debt re aid 1,759,862 Net increase in cash from financing Increase (Decrease) in Cash Position ) � ,� s (1,573,386) Cash Position, Beginning of Year 6,732,849 Cash Position, End of Year " 5,159,463 See accompanying notes crawford smith A, swallow 4 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 1. Significant Accounting Policies The consolidated financial statements of the The Corporation of the City of Niagara Falls, Ontario are the representations of management prepared in accordance with local government accounting standards established by the Public Sector Accounting Board ( "PSAB ") of the Canadian Institute of Chartered Accountants. (a) Basis of consolidation (1) These consolidated financial statements reflect the assets, liabilities, revenues and expenditures of the operating fund, capital fund, reserves and reserve funds and include the activities of all committees of council and the following boards, municipal enterprises and utilities which are under the control of council: Library Board Transit Commission Waterworks Operation Chippawa Business Improvement Area Clifton Hill Business Improvement Area Downtown Board of Management Fallsview Business Improvement Area Lundy's Lane Business Improvement Area Main & Ferry Business Improvement Area Victoria & Centre Business Improvement Area Niagara Falls Hydro Holding Corporation All inter -fund assets and liabilities and sources of financing and expenditures have been eliminated with the exception of loans or advances between reserve funds and any other fund of the municipality and the resulting interest income and expenditures. The Niagara Falls Hydro Holding Corporation is accounted for on a modified equity basis, consistent with the accounting treatment for government business enterprises. Under the modified equity basis, the business enterprise's accounting principles are not adjusted to conform with those of the Municipality, and inter - organizational transactions and balances are not eliminated. (ii) Partial- consolidated entity The following joint local board is proportionately consolidated. See note 16. Niagara District Airport Commission (iii) Accounting for Region and School Board transactions The taxation, other revenues, expenditures, assets and liabilities with respect to the operations of the school boards and the Region of Niagara are not reflected in the municipal fund balances of these consolidated financial statements. 5 Crawford smith M. swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 1. Significant Accounting Policies - continued (iv) Trust funds Trust funds and their related operations administered by the Municipality are not consolidated, but are reported separately on the "Trust Funds Statement of Financial Position and Statement of Financial Activities and Changes in Fund Balances ". (b) Basis of accounting (i) Revenues and expenditures are reported on the accrual basis of accounting. (ii) The accrual basis of accounting recognizes revenues as they become available and measurable; expenditures are recognized as they are incurred and measurable as a result of receipt of goods or services and the creation of a legal obligation to pay. (iii) Inventories Inventories are valued at average cost. (iv) Capital assets Capital assets are recorded as an expenditure on the "Consolidated Statement of Financial Activities" in the year of acquisition. (v) Deferred revenue Funds received for specific purposes are accounted for as deferred revenue until the Municipality discharges the obligation which led to the receipt of the funds. (v) Amounts to be recovered The balance referred to as "Amounts to be recovered ", includes balances for post - employment benefits and net long -term liabilities. 2. Operations of School Boards and the Region of Niagara Further to note 1(a)(iii), the taxation, other revenues, expenditures and overlevies of the school boards and the Region of Niagara are comprised of the following: School Boards Region 2002 2001 2002 2001 $ $ $ $ Taxation and user charges 40,981,902 40,552,676 45,695,280 44,066,232 Payments -in -lieu of taxes 2,257 3,488 510,307 671,171 Amounts received or receivable Requisitions 40,984,159 40,556,164 46,205,587 44,737,403 40,984,159 40,556,164 46,205,587 44,737,403 Overlevies (Underlevies) at the end of year 6 crawforrl smith 651 swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 3. Cash This represents cash and short term investments from both the operating fund and the reserve funds (including those funds set aside in deferred revenue): Operating Fund Reserve Funds 2001 395,830 4,763,633 5,159,463 4. Investments Total investments amounting to $ 15,363,002 ($ 11,549,492 - 2001) are recorded on the "Consolidated Statement of Financial Position" at the lower of cost and market. The market value as at December 31, 2002 is $ 15,547,161 ($ 11,813,913 - 2001). 5. Tax Receivables and Revenues Property tax billings are prepared by the Municipality based on an assessment roll prepared by the Municipal Property Assessment Corporation ( "MPAC "). The property tax receivables and tax revenue of the Municipality are subject to measurement uncertainty as a significant number of appeals submitted by ratepayers have yet to be heard. The Municipality has established an allowance for doubtful accounts in the amount of $ 920,000 ($ 920,000 - 2001). The Province of Ontario instituted a mandatory capping program through the provisions of Bill 79, which limited assessment related increases to 10% in 1998, and an additional 5% in each of 1999 and 2000. Multi - residential, commercial and industrial property owners experiencing decreases were also capped at appropriate levels to fund the phasing -in of increases. The Province has enacted Bill 140, which serves to extend the capping provisions of Bill 79 indefinitely. The new legislation will limit assessment related increases in property tax bills to 5 %. 6. Interfund Receivables (Payables) As a means of financing certain activities, funds are borrowed by the operating fund from several reserve funds. Both financing and repayments are reflected as interfund transfers and therefore are eliminated from the "Consolidated Statement of Financial Activities ". Likewise interfund receivable and payable balances are not reflected on the "Consolidated Statement of Financial Position ". The interfund receivable and payable balance as at December 31, 2002 was ($ 3,078,693) (($ 745,033) - 2001). 7 crawforrl smith 21 swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 7. Investment in Niagara Falls Hydro Holding Corporation Statement of Financial Position Current assets Capital assets Other assets Total Assets Current liabilities Other liabilities Long -term note payable Total Liabilities Net Assets 2001 17,525,279 48,625,737 1,977,807 68,128,823 10,676,629 3,712,508 22,000,000 36,389,137 31,739,686 Statement of Financial Activities Revenues Operating expenses Net Income 2001 63,661,949 62,103,317 1,558,632 8. Temporary Loans The Municipality has certain loans due on demand totalling $ 2,640,181 bearing interest at fixed rates between 3.625% and 6.55 %. The Municipality has another loan in the amount of $ 450,000 due on demand bearing interest at prime less 0.375 %. The Municipality has a non - revolving loan in the amount of $ 12,369,659 bearing interest at 2.45% and maturing June 16, 2002. This note is secured by a pledge of tax revenues. The Municipality has an authorized line of credit of $ 4,000,000 of which NIL has been drawn upon as at December 31, 2002. See note 14. crawford smith 1& swallow 8 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 9. Deferred Revenue - Obligatory Reserve Funds The following balances are reflected as deferred revenue - obligatory reserve funds as provincial legislation restricts how these funds may be used and under certain circumstances these funds may be refunded. Lundy's Lane Battlefield debt retirement Collins/Toby debt retirement Licence agreements - 40 years Sick leave liability Greater Niagara Senior Citizen Association Fire Station #5 debt retirement Niagara Falls Hydro Holding Corporation debt retirement Recreation trail development 2% Parkland dedication Park development Public purpose Sewer and water impost Expansion and renewal Sidewalk construction Future municipal works Lot drainage Parking Development charges Discounted develo.ment char es 2001 99,104 154,492 679,488 25,641 296,168 107,976 14,664 930,707 143,561 197,338 578,519 117,454 898,917 284,572 7,807,392 12,335,993 10. Post - Employment Benefits Post - employment benefits Accumulated sick leave WSIB - Schedule If future liability Vacation pay OMERS past service obligation 2001 8,530,267 2,209,550 2,086,207 Vii= 936,409 124,060 1445(1,930 13,886,493 9 crawford smith G& swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 10. Post - Employment Benefits - continued Post - Employment Benefits and Accumulated Sick Leave The Municipality pays certain medical, dental and life insurance benefits on behalf of its retired employees. Under the Municipality's sick leave benefit plan, unused sick leave can accumulate and employees may become entitled to a cash payment when they leave the Municipality's employment. A reserve has been established for the accumulated sick leave liability. The balance as at December 31, 2002 is $ 670,000 ($ 675,000 - 2001). A reserve fund has been established for the accumulated sick leave liability. The balance as at December 31, 2002 is $ 290,000 (NIL - 2001). The liabilities for post - employment benefits and accumulated sick leave as reflected in these consolidated financial statements have been determined on an actuarial basis WSIB - Schedule II Future Liability The Municipality has elected to be treated as a Schedule II employer and as such, is required to remit payments to the Workplace Safety and Insurance Board to fund disability payments. The liability as reflected in these consolidated financial statements has been determined on an actuarial basis. A reserve fund has been established for this liability. The balance as at December 31, 2002 is $ 358,091 ($ 150,000 - 2001). Vacation Pay As at December 31, 2002, employees of the Municipality have accumulated vacation pay credits in the amount of $ 1,052,396 ($ 936,409 - 2001). Any unused credits may be carried forward to future years. Pension Agreements The Municipality makes contributions to the Ontario Municipal Employees Retirement System (OMERS), which is a multi - employer plan, on behalf of its staff. The plan is a defined benefit plan which specifies the amount of the retirement benefit to be received by the employees based on the length of service and rates of pay. As a result of OMERS waiving pension funding requirements, the amount contributed to OMERS for the year ending December 31, 2002 was nil for current service. Under the past service provisions of the OMERS agreement, the municipality is obligated at December 31, 2002 for an amount of approximately $ 0 ($ 124,060 - 2001) as established for the plan. crawford smith 681 swallow 10 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 11. Net Long -Term Liabilities (a) The balance of net long -term liabilities reported on the "Consolidated Statement of Financial Position" is made up as follows: Total long -term liabilities incurred by the Municipality including those incurred on behalf of school boards, other municipalities and municipal enterprises and outstanding during the year is Of the long -term liabilities shown above, effective November 1, 2001, since the Regional Municipality of Niagara (the "Region ") has assumed responsibility for waste disposal operations, the outstanding principal amount which pertains to sanitation and waste disposal and is currently recorded on the financial statements of the Region is Net long -term liabilities, end of year 2001 4,776,868 (415,265) 4,361,603 (b) Of the net long -term liabilities reported in (a) of this note, $ 3,509,299 in principal payments are payable from 2003 to 2007 and $ 2,819,378 from 2008 to 2012. (c) The long -term liabilities in (a) issued in the name of the municipality have received approval of the Ontario Municipal Board for those approved on or before December 31, 1992. Those approved after January 1, 1993 have been approved by by -law. The annual principal and interest payments required to service these liabilities are within the annual debt repayment limit prescribed by the Ministry of Municipal Affairs and Housing. (d) Total charges for the year for net long -term liabilities which are reported on the "Consolidated Statement of Financial Activities" are as follows: 2001 Principal 1,759,862 Interest 329,248 349,301 1459,203 2,109,163 11 Crawford smith la swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 12. Municipal Fund Balances at the End of the Year (a) Operating fund balance For general reduction of taxation For general reduction of user charges respecting waterworks For general use by Library Board For general use by the Business Improvement Areas For general use by Airport Commission (b) Capital fund balance Acquisition of capital assets to be recovered through taxation or user charges Acquisition of capital assets to be recovered from transfers from reserves and reserve funds Acquisition of capital assets to be financed from proceeds of disposition of property 2001 664,705 354,759 26,748 604,075 136,658 1,786,945 2001 (4,196,761) (963,423) (5,383,486) (10,543,670) crawford smith &, swallow 12 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 12. Municipal Fund Balances at the End of the Year - continued (c) Reserves and reserve fund balances Reserves set aside by council for specific purposes: Special purposes Working capital Watermain improvements Metering program Total Reserves Reserve Funds set aside by council for specific purposes: Sale of John Allan Park Capital/Operations Drainage Prepaid works projects contributions Sanitary Library funds Sports fund Workmen's compensation fund Lundy's Lane business improvement purposes Tree planting - developers Projects - special needs children Total Reserve Funds 2001 7,748,680 265,000 5,800 42,763 8,062,243 59,853 598,186 443,757 1,774,846 280,770 694,974 4,000 150,000 184,317 6,130 12,594 4,209,427 Total Reserves and Reserve Funds 12,271,670 (d) Niagara Falls Hydro Holding Corporation net equity Niagara Falls Hydro Holding Corporation net equity 2001 53,739,686 13. Trust Funds Trust funds administered by the Municipality amounting to $ 2,024,560 ($ 1,894,443 - 2001) have not been included in the "Consolidated Statement of Financial Position" nor have their operations been included in the "Consolidated Statement of Financial Activities ". 13 crawford smith Z., swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 14. Contractual Obligations and Commitments Capital expenditures The estimated future capital expenditures based on projects in progress at December 31, 2002 is approximately $ 10,600,000 ($ 4,018,000 - 2001) after deducting the expenditures incurred as at December 31, 2002. These projects will be financed by grants, subsidies and long -term liabilities in future years. Community Centre The Municipality is committed to contributing $ 15,000,000 towards the construction of a new Community Centre. The project is to be financed by contributions from several agencies in addition to grants provided by the Province of Ontario. As at the audit report date, a final memo of understanding has not been signed nor has there been notice given by the Province that a grant has been awarded. International Railway Bridge The Municipality, as a condition of the purchase of the CN /CP Railway Corridor during the year, has the responsibility for the demolition of the International Railway Bridge in the year 2004. This condition is subject to being waived if the bridge is subsequently sold to a third party. The Municipality has arranged for a Line of Credit in the amount of $ 4,000,000 for this purpose. See note 8. 15. Financial Instruments Credit Risk The City is exposed to credit risk on taxes receivable, user charges receivable, accounts receivable and long -term receivables from its customers. Allowances are maintained for the potential credit losses. However, because of the large number of customers, credit risk concentration is minimal. Interest Rate Risk The City is exposed to the risk that the value of investments will fluctuate due to changes in market interest rates. The City manages its investments based on its cash flow needs and with a view to optimizing its interest income. The balances for certain temporary loans and long -term debt bear interest at fixed rates. Consequently, the risk exposure associated with these balances is minimal. The balance for one temporary loan bearing interest at prime less 0.375% is exposed to the risk of changes in market interest rates. Market Risk Certain investments held by the City are subject to the risk that the value will fluctuate as a result of changes in market prices, whether those changes are caused by factors specific to the individual security, its issuer, or factors affecting all securities traded in the market. crawfoRI smith C&Z swallow 14 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 16. Contributions to Joint Board Further to note 1 (a)(ii) the following contributions were made by the Municipality to: 2001 78,069 Niagara District Airport Commission The Municipality's share of the net assets of the Niagara District Airport Commission is approximately 32 %. 17. Budget Figures The approved operating budget for 2002 is reflected on the "Schedule of Operating Fund Activities ". These numbers have not been audited but are presented for information purposes only. The budgets established for capital funds, reserves and reserve funds are on a project- oriented basis, the costs of which may be carried out over one or more years. As such, they are not directly comparable with current year actual amounts and have not been reflected on their respective schedules. 18. Classification of Expenditures by Object The "Consolidated Statement of Financial Activities" presents the expenditures by function; the following classifies those same expenditures by object: Salaries, wages and employee benefits Operating materials and supplies Contracted services Rents and financial expenses External transfers to others Tangible capital assets Debt service Total expenditures by object 2001 32,364,514 17,270,838 24,830,568 1,087,794 1,457,323 22,847,333 388,896 100,247,266 15 crawfoni smith 21 swallow THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO CONSOLIDATED FINANCIAL STATEMENTS for the year ended December 31, 2002 19. Contingent Liabilities The Municipality has been named as one of several defendants in a legal action seeking $ 20,000,000 for loss or damage to property and lost revenue. The Municipality's maximum insurance coverage per claim at the time of the suit was $ 15,000,000. The Municipality is also being sued for aggravated and punitive damages in the amount of $ 5,000,000. There is no insurance coverage for punitive damages. The Municipality's legal counsel is unable to assess the potential liability, if any, resulting from this action. Any settlement will be reflected as a charge to operations in the year incurred. The Municipality has been named as one of several defendants in a legal action seeking $ 20,000,000 for general and special damages. The Municipality's maximum insurance coverage per claim at the time of the suit was $ 15,000,000. The Municipality's legal counsel is unable to assess the potential liability, if any, resulting from this action. Any settlement will be reflected as a charge to operations in the year incurred. The Municipality has been named as one of several defendants in a legal action seeking $ 21,200,000 for general and special damages. The Municipality's maximum insurance coverage per claim at the time of the suit was $ 20,000,000. The Municipality's legal counsel is unable to assess the potential liability, if any, resulting from this action. Any settlement will be reflected as a charge to operations in the year incurred. No provision for possible Loss has been included in these consolidated financial statements. As at December 31, 2002, the Municipality has certain other legal claims outstanding. It is management's assertion that adequate insurance coverages are in effect for the settlement of these claims, if necessary. 20. Comparative Figures Certain figures have been reclassified to conform with the current year's presentation. crawforrl smith 661 swallow 16 • THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO SCHEDULE OF OPERATING FUND ACTIVITIES for the year ended December 31, 2002 Budget Revenues Taxation 42,870,256 User fees and charges 40,337,568 Government of Canada grants 150,000 Province of Ontario grants 1,459,000 Other municipal grants Provincial Offences Act 290,000 Interest and penalties 2,045,000 Investment income 1,288,000 Casino and gaming revenues 2,600,000 Other 437,000 91,476,824 Expenditures General government 10,221,818 Protection to persons and property 9,381,367 Transportation services 22,601,094 Environmental services 29,566,901 Health services 1,161,719 Recreation and cultural services 8,383,712 Planning and development 1,900,490 83,217,101 Net Revenues 8,259,723 Financing and Transfers Debt principal repayments (1,008,600) fir (1,759,862) Debt assumed by Upper Tier - note 11 ; r (415,265) Post - employment benefits 380,104 Transfers from (to) reserves and reserve funds (557,223) 1,542,576 � Transfers to capital fund (6,693,900 �'�� v� (7,022,043) Net financing and transfers (8,259,723) -; (7,274,490) 2001 39,690,271 35,111,528 59,380 1,599,264 40,042 287,167 1,811,126 269,284 2,600,000 2.729.606 84,197,668 9,160,967 11,108,387 19,173,572 25,613,566 1,122,156 8,995,898 2,225,387 77,399,933 6,797,735 Change in Operating Fund (476,755) Operating Fund, Beginning of Year 1,7,945 2,263,700 Operating Fund, End of Year 2,308610 1,786,945 See accompanying notes Crawford smith 2.1 swallow 17 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO SCHEDULE OF CAPITAL FUND ACTIVITIES for the year ended December 31, 2002 Revenues Canada grants Province of Ontario Other Expenditures General govemment Protection to persons and property Transportation services Environmental services Health services Recreation and cultural services Planning and development Net Expenditures Financing and Transfers Long -term debt issued Transfers from operating fund Transfers from reserves and reserve funds Net financing and transfers Change in Capital Fund Capital Fund, Beginning of Year 2002 2001 10,489 75,000 731,376 816,865 13,512,609 35,424 2,876,192 5,419,945 25,396 916,621 61,146 22,847,333 Capital Fund, End of Year (22,030,468) 2,422,000 7,022,043 2,625,370 12,069,413 (9,961,055) (582,615) (10,543,670) See accompanying notes Crawford smith a swallow 18 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO SCHEDULE OF RESERVES AND RESERVE FUNDS for the year ended December 31, 2002 Revenues Contributions from Obligatory Reserve Funds Investment income Other Financing and Transfers Transfers to capital fund Transfers from (to) operating fund Net financing and transfers Change in Reserves and Reserve Funds Reserves and Reserve Funds, Beginning of Year Reserves and Reserve Funds, End of Year 2001 1,262,965 275,199 57,145 1,595,309 (2,625,370) (1,542,576) (4,167,946) (2,572,637) 14,844,307 12,271,670 See accompanying notes crawford smith 21 swallow 19 Crawlord, Smith and Swallow Chartered Accountants LLP 4741 Queen Street Niagara Falls, Ontario L2E 2M2 Telephone 1905) 356-4200 Telecopier 1905) 3563410 Offices in. Niagara Falls, Ontario St. Catharines, Ontario Fort Erie, Ontario a- awforr] smith (,g, swallow AUDITORS' REPORT - TRUST FUNDS To the Members of Council, Inhabitants and Ratepayers of The Corporation of the City of Niagara Falls, Ontario We have audited the statement of financial position of the trust funds of The Corporation of the City of Niagara Falls, Ontario as at December 31, 2002 and the statement of financial activities and changes in fund balances for the year then ended. These financial statements are the responsibility of the city's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. In our opinion, these financial statements present fairly, in all material respects, the financial position of the trust funds of the city as at December 31, 2002 and the continuity of trust funds for year then ended in accordance with Canadian generally accepted accounting principles. Niagara Falls, Ontario August 21, 2003 CRAWFORD, SMITH AND SWALLOW CHARTERED ACCOUNTANTS LLP 20 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO STATEMENT OF FINANCIAL POSITION - TRUST FUNDS December 31, 2002 Ontario Home Cemetery Renewal Perpetual Total Plan Care Other $ $ $ $ Assets Cash 289,518 16,040 166,939 106,539 Investments - note 2 Federal 831,307 831,307 Provincial 175,923 175,923 Corporate 764,510 763,310 1,200 1,771,740 1,770,540 1,200 GST receivable Loans receivable - note 3 106 106 12,175 12,175 2,073,539 28,215 1,937,585 107,739 Liabilities Due to (from) operating fund 48,979 1,385 (2,700) 50,294 Fund Balances 2,024,560 26,830 1,940,285 57,445 2,073,539 28,215 1,937,585 107,739 See accompanying notes crawford smith swallow 21 • THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO STATEMENT OF FINANCIAL ACTIVITIES AND CHANGES IN FUND BALANCES - TRUST FUNDS for the year ended December 31, 2002 Balance, Beginning of Year Ontario Home Cemetery Renewal Perpetual Total Plan Care Other $ $ $ $ 1,894,443 27,658 1,830,149 36,636 Receipts Cemetery lot receipts 110,136 110,136 Interest 111,152 1,116 107,537 2,499 Land sale deposits 174,600 174,600 395,888 1,116 217,673 177,099 Expenditures Cemetery Care Loan repayments to Province of Ontario Transfer to operating fund 108,727 1,944 1,944 155,100 107,537 1,190 265,771 1,944 107,537 155,100 156,290 Balance, End of Year 2,024,560 26,830 1,940,285 57,445 See accompanying notes crawford smith 631 swallow 22 1 THE CORPORATION OF THE CITY OF NIAGARA FALLS, ONTARIO NOTES TO FINANCIAL STATEMENTS - TRUST FUNDS for the year ended December 31, 2002 1. Basis of Accounting Basis of accounting Receipts and disbursements on the statement of continuity are reported on the cash basis of accounting, with the exception of revenue derived from cemetery lot sales due to the Cemetery Perpetual Care Fund which has been accrued at year end. 2. Investments Trust fund investments of $ 1,771,740 ($ 1,668,575 - 2001) are recorded on the "Statement of Financial Position" at the lower of cost and market. 3. Ontario Home Renewal Program The Ontario Home Renewal Program was established by the Ontario Ministry of Housing in 1973 to provide grants for municipalities to make loans to assist owner occupants to repair, rehabilitate and improve their homes to local property standards. Individual loans are limited to $ 7,500 of which the maximum forgivable portion is $ 4,000. On July 13, 1993, the Ontario Home Renewal Program was discontinued. The municipality ceased issuing new loans as of this date and is required to remit the balance of the trust account to the Ontario Ministry of Housing by March 1, 1994. Loan receivables collected in each subsequent calendar year after 1993 must be remitted to the Province by March 1st of each year. In the event of the sale or lease of the home or in the event of the homeowner ceasing to occupy the home, the balances of the repayable loans and the unearned forgivable loan immediately become due and payable by the homeowner. 4. Financial Instruments Interest Rate Risk The City's trust funds are exposed to the risk that the value of investments will fluctuate due to the changes in market interest rates. The City manages its trust fund investments based on its cash flow needs and with a view to optimizing its interest income. Market Risk Certain investments within the City's trust funds are subject to the risk that the value will fluctuate as a result of changes in market prices whether those changes are caused by factors specific to the individual security or its issuer or factors affecting all securities traded in the market. crawford smith 2), swallow 23