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04/30/2019 City of Niagara Falls Agenda City Council Meeting Tuesday, April 30, 2019 @ 5:00 PM Council Chambers Page 1. IN CAMERA SESSION OF COUNCIL - 4:00 PM 1.1. Apr 30th Resolution to go In-Camera 12 - 13 2. CALL TO ORDER 2.1. O Canada to be performed by Aidan Tye. 2.2. In honour of National Poetry Month, Councillor Wayne Campbell will be reciting a poem on behalf of Deb Nanson and David Smith will be present to read a poem. 3. ADOPTION OF MINUTES Council Minutes of April 9, 2019 3.1. City Council - 09 Apr 2019 - Minutes - Pdf 14 - 38 4. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. 5. MAYOR'S REPORTS, ANNOUNCEMENTS 6. APPOINTMENTS/ PRESENTATIONS 6.1. Team Recognition - Niagara Falls Flyers Novice AA OMHA 2019 Champions Brandon Boone (Coach) and the players will be present to be Page 1 of 687 recognized by Mayor Diodati and Council. 6.2. Literacy Link Niagara Gay Douglas of Literacy Link Niagara will give a brief presentation regarding the programs and services available. Appointment - Literacy Niagara 39 - 40 6.3. Niagara Lymphoma Awareness & Assistance Tiffany Aello has requested to update Council on activities for the year and to seek a Proclamation for September 14 & 15, 2019 as "Lymphoma Awareness Weekend." (Presentation added) Niagara Lymphoma Awareness Presentation 41 - 50 7. PLANNING MATTERS 7.1. Public Meeting PBD-2019-28 (presentation, on behalf of applicant, has been added) AM-2018-023, Zoning By-law Amendment Application 5510-5526 & 5536 Ferry Street, 5916 Allendale Avenue & 5943 Stanley Avenue Proposal: 7 Storey Mixed Use Building (50 dwelling units and 893 square metres of commercial floor space), 12 Storey Hotel (150 rooms), 30 Storey Apartment Building (300 dwelling units) Applicant: La Pue International Inc.(Pawel Fugiel) Agent: Michael Allen Ferry and Stanley Public Presentation ACK Architects April 30 2019 PBD-2019-28, AM-2018-023 La Pue International Inc, Ferry & Stanley Av AM-2018-023 OPG Comments 51 - 86 8. REPORTS/PRESENTATIONS 8.1. Fire Station #7 Deputation - Emergency Management and Training Inc. Lyle Quan and Darryl Culley of Emergency Management & Training will be presenting for Council's information. RECOMMENDATION: For Council to receive information and refer to 87 - 178 Page 2 of 687 staff for a report. Niagara Fire Station Presentation - 15 Apr 2019 Niagara Falls - Fire Station Study 17Apr19 8.2. 2019 Development Charges Background Study Jackie Hall, of Hemson Consultants, will make a presentation to Council. DC Study Presentation - HEMSON 4.30.19 Development Charges Public Meeting Notice - April 30, 2019 179 - 191 8.3. TS-2019-12 Chair-A-Van Update: St. John Ambulance Operating Fee for Service Agreement and establishment of Appeal Committee Carla Stout, Manager of Transit Operations, Transportation Services is in attendance and will speak to the agreement. TS-2019-12 Chair-A-Van Presentation TS-2019-12 Chair-A-Van Formalization 192 - 205 8.4. 2019 Parking Budget - Presentation Tiffany Clark, Acting Director of Finance and Paul Brown, Manager of Parking, will review the Parking Budget Presentation. 2019 Parking Budget Presentation - 4.30.19 2019 PARKING BUDGET - MEDIA 206 - 235 8.5. F-2019-14 Water/Sewer Policies Amber Ferguson, Manager of Revenue, will review the 2019 Water Policy Presentation. 2019 Water Policies Presentation 4.30.19 F-2019-14 - Water Sewer Policies F-2019-14 Attachment 1 - 700.23 Water Sewer Collections Policy 236 - 279 Page 3 of 687 (Option 1... F-2019-14 Attachment 2 - 700.23 Water Sewer Collections Policy (Option 2... F-2019-14 Attachment 3 - 700.23 Water Sewer Collections Policy (Option 3... F-2019-14 Attachment 4 - 700.24 High Water Consumption Adjustment Policy... F-2019-14 Attachment 5 - 700.25 Water Sewer Back Billing Policy F-2019-14 Attachment 6 - 700.26 Reluctant Water Sewer Charges Policy F-2019-14 Attachment 7 - 700.27 Water Disconnection and Reconnection Pol... F-2019-14 Attachment 8 - 700.28 Water Sewer Tenant Accounts Policy F-2019-14 Attachment 9 - 700.29 Collection of Water Sewer Arrears from C... F-2019-14 Attachment 10 - 700.30 Estimating Consumption on Malfunctionin... 8.6. 2019 Water/Wastewater Budget Presentation Tiffany Clark, Acting Director of Finance, will review the Water/Wastewater Budget Presentation. 2019 Water & Wastewater Budget - 4.30.19 2019 Municipal Utility Budget - MEDIA 280 - 325 8.7. F-2019-15 Cancellation, Reduction or Refund of Taxes Under Section 357 and 358 of The Municipal Act, 2001 F-2019-15 Cancellation Reduction or Refund of Taxes F-2019-15 Attachment Council 357 List April 30 2019 326 - 329 Page 4 of 687 8.8. MW-2019-14 Reconstruction of Montrose road from McLeod Road to Charnwood Avenue Cost Sharing with Niagara Region MW -2019-14 - Reconstruction of Montrose Rd_McLeod Rd to Charnwood Av_Cost Sharing with Region MW -2019-14 - Attachment 1 - Niagara Region Montrose Road Cost Sharing letter April 11, 2019 330 - 334 8.9. PBD-2019-27 26CD-11-2018-010, Draft Plan of Vacant Land Condominium Amendment to Draft Plan Approval 8196 McLeod Road Applicant: Bruno Galante PBD-2019-27, Amendment to Draft Approval, 26CD-11-2018-010 and AM-2018-024, 8196 McLeod Road 335 - 345 8.10. TS-2019-11 Cattell Drive Parking Control Review TS-2019-11 Cattell Drive Parking Control Review TS-2019-11 Cattell Drive Parking Control Review Attachment 346 - 348 9. 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, a councillor may request that one or more of the reports be moved out of the consent agenda to be considered separately. F-2019-16 Monthly Tax Receivables Report – March F-2019-16- Tax Receivables Monthly Report (March) F-2019-16- Attachment 349 - 352 Page 5 of 687 F-2019-17 Municipal Accounts F-2019-17 Municipal Accounts F-2019-17 Attachment 353 - 370 FS-2019-01 Fire Station 4 Lease Agreement FS-2019-01, Fire Station 4 Lease Agreement 371 FS-2019-02 Mutual Assistance Agreement for Emergency Management FS-2019-02, Mutual Assistance Agreement for Emergency Management 372 - 374 PBD-2019-22 Telecommunication Facility Consultation Extension Request 3516 Marshall Road Fontur International on Behalf of Signum Wireless PBD-2019-22, 3516 Marshall Rd, Telecommunication Facility Consultation Extension Request PBD-2019-22, Appendix 2 - Draft Extension of concurrence policy to Procedure 500.20 PBD-2019-22, Appendix 3 - Draft General UPdates to Procedure 500.20 375 - 385 PBD-2019-24 26CD-11-2015-003 Revision to a Registered Condominium Description 3710 Main Street (Chippawa) Applicant: 1515435 Ontario Ltd. (Mike Petrus) Lawyer: Brandon Boone PBD-2019-24, 26CD-11-2015-003, 3710 Main Street, Modification to a Condominium Description, Mike Petrus 386 - 391 PBD-2019-29 PLC-2019-001,002, Request for Removal of Part Lot Control 392 - 400 Page 6 of 687 Blocks 291-293 (inclusive), 295, 296 and 298 in Plan 59M-463 Warren Woods Phase 5A Plan of Subdivision Applicant: GP Empire Communities (Niagara) Ltd. PBD-2019-29, PLC-2019-001 & 002, Request for Removal of Part Lot Control, Warren Woods Phase 5 R&C-2019-09 Junior B Renewal Agreement R&C-2019-09-Junior B Renewal Agreement 401 - 402 CD-2019-05 Fee Waiver Applications A.N. Myer High School & Niagara Falls International Marathon CD-2019-05 Fee Waivers NF Marathon Fee Waiver AN Myer Food Trucks Fee Waiver - NF Marathon 403 - 413 TS-2019-13 Bus Lease with Mississauga Bus Coach & Truck Repairs Inc. TS-2019-13 MBCT Bus Lease TS-2019-13 MBCT Bus Lease Attachment.docx 414 - 416 TS-2019-14 Dell Avenue – Intersection Control Reviews TS-2019-14 Dell Ave - Intersection Control Reviews TS-2019-14 Locations Attachment 417 - 419 10. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 10.1. Proclamation Request - World Hepatitis Day That Council proclaim July 28th, 2019 as Hepatitis Awareness Day RECOMMENDATION: That Council approve the proclamation request. 420 Page 7 of 687 Proclamation WHD 2019 - Niagara Falls 10.2. Proclamation Request - Niagara Falls Museums Requesting that May be proclaimed as Museum Month. RECOMMENDATION: That Council approve the proclamation request. NF Proclamation request NF Proclamation 421 - 423 10.3. Noise By-law Exemption - Request from Big Texas on Ferry Street CDC Entertainment is requesting an exemption to the City's Noise By- law for amplified music, crowd noise and a generator for an outdoor concert at Big Texas, 5769 Ferry Street, on Tuesday, May 21, 2019 at 7:00 p.m until midnight. RECOMMENDATION: For Council's Consideration 10.4. Niagara Peninsula Conservation Authority - Resolution regarding the extension of the current temporary members of the NPCA RECOMMENDATION: For the Information of Council. NPCA Resolution No. 113-19 NPCA Alberta Board_Profile_and_Competency_Matrix 424 - 429 10.5. Regional Niagara - MOU for Planning Function and Services -Report PDS 4-2019, Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities RECOMMENDATION: Refer to Staff for a report for next meeting. CLK-C 2019-081 PDS 4-2019 430 - 530 10.6. Regional Niagara - Various Correspondence -Report PDS 5-2019, Statutory Public Meeting for Draft Regional Official Plan Amendment 15 - Exemption Policies -Report Pw 22-2019-, Managed Competition and Fair Wage 531 - 668 Page 8 of 687 Consideration for Waste Collection Contract -Report PDS 9-2019, New Official Plan Consultation Timeline Framework -Report PW 20-2019, Base and Enhanced Services for Next Collection Contract -Report PDS 6-2019, Niagara Region 2018 Employment Inventory Results Report RECOMMENDATION: For the Information of Council. CLK-C 2019-080 PDS 5-2019 CLK-C 2019-082 PDS 6-2019 CLK-C 2019-083 PDS 9-2019 CLK-C 2019-084 PW 20-2019 CLK-C 2019-085 PW 22-2019 10.7. City of Brantford - Resolution of Single-Use Plastic Straws Resolution adopted by Brantford City Council at its meeting held March 26, 2019. A copy is being distributed to other municipalities in the Province of Ontario. RECOMMENDATION: For the Information of Council. Resolution - Single-Use Plastic Straws - Sent to Ontario Municipalities 669 - 670 10.8. Letter of No Objection - Cowboy Mounted Shooting The Chief Firearms Inspector with the OPP requires a "Letter of No Objection" from the municipality before allowing Mr. James Davidson to operate his indoor riding arena at his farm located at 5812 Bossert Rd for the purpose to train horses and riders for mounted shooting competitions. Only the use of blank ammunition to be discharged. RECOMMENDATION: That Council direct the Clerk to forward the Letter of No Objection to the requestor for them to forward to the OPP. Letter of No Objection Clerks Memo 671 - 675 11. RESOLUTIONS 11.1. PBD-2019-27 26CD-11-2018-010, Draft Plan of Vacant Land Condominium Modification to Draft Plan Approval 676 Page 9 of 687 8196 McLeod Road Applicant: Bruno Galante THEREFORE BE IT RESOLVED that subject to subsection 45(47) of the Planning Act, 1990 R.S.O Council deems the modification to the conditions of Draft Plan of Vacant Land Condominium to be minor and exempt from the requirement for a written notice. Resolution PBD-2019-27 12. RATIFICATION OF IN-CAMERA 13. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by-law listed for Council consideration. 2019-47 - A by-law to authorize the payment of $49,745,743.21 for General Purposes. 04 - Municipal Accounts 190430 677 2019-48 - A by-law to amend By-law No. 79-200, to permit the development of an apartment building on part of the Lands, and to protect the Provincially Significant Wetlands (PSW) on the balance of the Lands (AM-2018-009). AM-2018-009 By-law AM-2018-009 Schedule 678 - 680 2019-49 - A by-law to authorize the execution of the 2018-2023 Collective Agreement with the Niagara Falls Professional Fire Fighters Association. Firefighter By-law 681 2019-50 - A by-law to amend By-law No. 79-200 to regulate the development of the Beaver Valley Corridor plan of subdivision on the Lands (AM-2017-020). AM-2017-020 By-law AM-2017-020 Schedule 682 - 684 Page 10 of 687 2019-51 - A by-law to designate Lot 42, Part of Lot 43 and Part of Duncan Avenue (Closed), Plan 67 and Part of Lot 21, Plan 246, to be deemed not to be within a registered plan of subdivision (DB -2019-001). DB-2019-001 By-law 685 2019-52 - A by-law to designate Blocks 291-293 (inclusive), 295, 296 and 298, Registered Plan 59M-463, not be subject to part-lot control (PLC-2019-001 and 002). PLC-2019-001 By-law 686 2019-53 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 30th day of April, 2019. 04 30 19 Confirming By-law 687 14. NEW BUSINESS 15. ADJOURNMENT Page 11 of 687 The City of Niagara Falls, Ontario Resolution April 30, 2019 Moved by: Seconded by: WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public is if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act, 2001. WHEREAS s. 239(7) of the Act mandates that the municipality or local board or a committee of either of them shall record without note or comment all resolutions, decisions, and other proceedings at a meeting of the body whether it is closed to the public or not; and WHEREAS s. 239(8) of the Act requires that the record required by subsection 239(7) shall be made by the Clerk of the Corporation in the case of a meeting of council; and WHEREAS on April 30, 2019 Niagara Falls City Council will be holding a Closed Meeting as permitted under s. 239(2)(b) for matters that pertain to personal matters about an identifiable individual and s. 239(2)(d) of the Act for labour relations or employee negotiations. WHEREAS due to the nature of the discussion of the in the Closed Meeting, it is not appropriate for City staff to be in attendance when the personal matter is discussed, save the Director of Human Resources ("HR"), and the CAO, if required; and WHEREAS s.228(4)of the Act permits the Clerk the discretionary authority to delegate in writing to any person, other than a member of council, any of the clerks powers and duties under the Act; and THEREFORE BE IT RESOLVED that on April 30, 2019 at 4:00 p.m., Niagara Falls City Council will go into a closed meeting, prior to their regularly scheduled meeting at 5:00 Page 12 of 687 p.m., to consider matters that fall under s. 239(2)(b) personal matters about an identifiable individual; and 239(2)(d) labour relations or employee negotiations. FURTHER BE IT RESOLVED THAT on April 30, 2019 the City Clerk, W illiam Matson, delegates his authority for the purpose of a portion of the Closed Meeting to the Director of HR, Trent Dark; and FURTHER BE IT RESOLVED THAT the Director of HR will record without note or comment all recommendations to Council emanating from the Closed Meeting; and FURTHER BE IT RESOLVED THAT the City Clerk will resume his duties upon conclusion of the Closed Meeting agenda. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 13 of 687 MINUTES City Council Meeting Tuesday, April 9, 2019 Council Chambers 5:00 PM COUNCIL PRESENT: Mayor Jim Diodati, Councillor Wayne Campbell, Councillor Carolynn Ioannoni, Councillor Vince Kerrio, Councillor Victor Pietrangelo, Councillor Mike Strange, Councillor Wayne Thomson, Councillor Chris Dabrowski, and Councillor Lori Lococo COUNCIL ABSENT: COUNCIL LATE: 1. IN CAMERA SESSION OF COUNCIL - 3:30pm 1.1. In Camera Resolution ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Lori Lococo that Council enter into an In Camera session. Carried Unanimously 2. CALL TO ORDER O Canada - Performed by: Giancarlo Feltrin In honour of National Poetry Month, a poem was recited by Amanda Schilz 3. ADOPTION OF MINUTES 3.1. Council Minutes of March 19, 2019 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that the minutes of March 19, 2019 be approved as recommended. Carried Unanimously 4. DISCLOSURES OF PECUNIARY INTEREST Disclosures of pecuniary interest and a brief explanation thereof will be made for the current Council Meeting at this time. Page 1 of 25 Page 14 of 687 City Council April 9, 2019 a) No Disclosures 5. MAYOR'S REPORTS, ANNOUNCEMENTS a) Mayor Diodati recognized April as Cancer Awareness Month. • Daffodil sales taking place throughout the City at grocery stores and various locations. • Visit cancer.ca for all the details. • You can support the cause with your donation and by wearing a daffodil pin. • Council Members have all been given a daffodil pin—you can proudly wear your pin to show your support. • Last year alone the Canadian Cancer Society was able to help nearly 250,000 Canadians through services like their cancer-help line. b) Mayor Diodati extended birthday wishes to CAO Ken Todd on April 12th and Councillor Carolyn Ioannoni on April 13th. c) Mayor Diodati recognized Councillor Campbell for attending Trans Meet & Greet, presenting a certificate to Irene Monteith in celebration of her 90th Birthday and for attending a ribbon cutting ceremony for the 40th Anniversary of the Wonders of Wood show. d) Mayor Diodati recognized Councillor Mike Strange for attending the Niagara Training and Employment Agency Recognition Night, the Paul Harris Fellow Recognition Event and for attending the Flag Raising for Autism Awareness. e) Mayor Diodati recognized Councillor Chris Dabrowski for attending the Canadian Critical Incident Stress Foundation Conference. f) The next Council meeting is scheduled for Tuesday, April 30, 2019. 6. APPOINTMENTS / PRESENTATIONS 6.1. Citizen Recognition - Jim Boutilier, Fire Chief & Mayor Diodati recognized 3 citizens, Brian Clark, Steve Heinrich and Marie Fleming with a Fire Chief Challenge Coin for their rescue efforts at a recent apartment fire. 6.2. Mayor's Youth Advisory Committee - Daniel Krowchuk and Chantelle Tran, representatives from the committee spoke in support of staff report Page 2 of 25 Page 15 of 687 City Council April 9, 2019 R&C-2019-05, Elimination of Plastic Straws and Stir Sticks in City Facilities. The report recommends: 1. That the City of Niagara Falls eliminate the use and distribution of plastic straws and plastic stir sticks in all City owned facilities and at City events to complement the existing plastic beverage bottle ban. 2. That staff develop and recommend an implementation plan with input from stakeholders. 3. That staff create and implement an educational component to support the ban and raise awareness regarding reduction of all single use plastics. ORDERED on the motion of Councillor Carolynn Ioannoni, Seconded by Councillor Mike Strange that the recommendations contained in the report be approved and that Regional Council invite the Mayors Youth Advisory Committee (MYAC) to make a presentation to Regional Council to consider that the Region of Niagara eliminate the use and distribution of plastic straws and plastic stir sticks in all Regional owned facilities and at Regional events. Carried Unanimously 6.3. Niagara Falls Cultural Hub & Farmers Market - Architectural, Operating & Business Plan Megan Torza of dtah Consulting, presented on the detailed design of the project. The report recommends the following: 1. That Council approve the design of the cultural and market facility. 2. That Council approve the finalization of the construction drawings and direct staff to commence with the tendering process. And that staff report back to Council with the tender results. 3. That Council direct staff to apply for the Infrastructure Funding: Culture and Recreation stream, Heritage Canada: Cultural spaces Canada Fund and other related provincial and federal Page 3 of 25 Page 16 of 687 City Council April 9, 2019 infrastructure grants. And to authorize the Mayor and City Clerk to execute the required documents on behalf of City Council. 4. That Council receive the Operating and Business Plan Report for the cultural and market facility. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo that Council receive the presentation and approve the recommendations. Carried Unanimously a) Public Meetings not due to start until 6:00 p.m. Moved to 8.5 (CD-2019- 04) on agenda. CD-2019-04 Licensing of Commercial Parking Lots for 2019 & Deputation Request Tim Parker, Office Administrator with the Victoria Centre BIA spoke to Council on this matter. The report recommends that Council receive the report for information and direct staff to enforce the applicable Commercial Parking Lot licensing by-laws for 2019. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Mike Strange that the report be approved as recommended and to enforce the City's sidewalk by-law prohibiting businesses from using Municipal property, in particular, sidewalks for the purpose of signage or setting up any aspect of their business. Carried Unanimously 7. PLANNING MATTERS 7.1. Public Meeting PBD-2019-16 AM-2018-009, Zoning By-law Amendment Application 8100 McLeod Road Applicant: Lally Homes Ltd (John Lally) Proposal: 6 Storey 55 Unit Apartment Building Page 4 of 25 Page 17 of 687 City Council April 9, 2019 The report recommends that Council approve the Zoning By-law amendment application to rezone the lands to a site specific Residential Apartment 5B Density (R5B) zone, in part, and the Environmental Protection Area (EPA) zone, in part, to permit a 6 storey, 55 unit apartment building on a portion of the lands and protect the Provincially Significant Wetlands (PSW) located on the balance of the lands. Alex Herlovitch, Director of Planning, Building and Development gave an overview of the background report PBD-2019-16. John Lally, representing Lally Homes Ltd., was in support of the staff report and asked for the support of Council. The Public Meeting was closed. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Carolynn Ioannoni that the report be approved as recommended. Carried Unanimously 7.2. Councillor Carolyn Ioannoni left at 6:26 p.m. and did not return. Public Meeting PBD-2019-17 AM-2018-027, Zoning By-law Amendment Application 8488 and 8550 Oakwood Drive Proposal: Proposed Site Specific Prestige Industrial Zone Applicant: Robert Montgomery and T.T. & H Montgomery Construction (Niagara) Limited Agent: Chris Cristelli The report recommends that Council approve the Zoning By-law amendment application to rezone the majority of the lands to a site specific Prestige Industrial (PI) zone and a portion of the lands containing Warren Creek and the associated buffer (top of stream bank setback) Environmental Protection Area (EPA), subject to adding an office and a production and data processing establishment to the list of permitted uses, and subject to the other regulations outlined in this report. Page 5 of 25 Page 18 of 687 City Council April 9, 2019 Alex Herlovitch, Director of Planning, Building and Development gave an overview of the background report PBD-2019-17. Chris Cristelli, representing the Applicant, was in support of the staff report and asked for the support of Council. The Public Meeting was closed. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the report be approved as recommended. Carried Unanimously (Councillor Ioannoni was absent from vote) 7.3. Public Meeting PBD-2019-18 AM-2019-001, Zoning By-law Amendment Application 2800 Thorold Townline Road and 3081 Taylor Road Proposal: Renewable Natural Gas Facility Applicant: Walker Environmental Group Inc. The report recommends that Council approve the Zoning By-law amendment application to place 3 additional parcels under a site specific Extractive Industrial (EI) zone that applies to the majority of the property and permits a waste disposal site and associated renewable natural gas facility, and to place a portion of the watercourse and valley that crosses the land under an Environmental Protection Area (EPA) zone, subject to the regulations outlined in this report. Alex Herlovitch, Director of Planning, Building and Development gave an overview of the background report PBD-2019-18. Graham Guest, General Manager, Energy & Technical Services from Walker Environmental Group Inc. and Joe Tomaino, Development & Approvals Manager from Walker Environmental, representing the Applicant, was in support of the staff report and asked for support of Council. The Public Meeting was closed. Page 6 of 25 Page 19 of 687 City Council April 9, 2019 ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Vince Kerrio that the report be approved as recommended. Carried Unanimously (Councillor Ioannoni was absent from vote) 7.4. Public Meeting PBD-2019-19 (report added) AM-2017-020 & 26T-11-2017-004 Beaver Valley Corridor Draft Plan of Subdivision and Zoning By-law Amendment Application Former Highway 420 Extension Corridor and 5140 Kalar Road Applicant: Centennial Developments (Niagara) and Centennial Construction and Contracting (Niagara) Inc. (Domenic DiLalla) Agent: Upper Canada Consulting (William Heikoop) The report recommends the following: 1. That the Beaver Valley Corridor Plan of Subdivision be draft approved subject to the conditions in Appendix A. 2. That the Mayor or designate be authorized to sign the draft plan as "approved" 20 days after notice of Council’s decision has been given as required by the Planning Act, provided no appeals of the decision have been lodged. 3. That draft approval be given for three years, after which approval will lapse unless an extension is requested by the developer and granted by Council. 4. That the application to amend the Zoning By-law be approved as detailed in this report. 5. That the Mayor and City Clerk be authorized to execute the Subdivision Agreement and any required documents to allow for the future registration of the subdivision when all matters are addressed to the satisfaction of the City Solicitor. Alex Herlovitch, Director of Planning, Building and Development gave an overview of the background report PBD-2019-19. William Heikoop from Upper Canada Consulting, representing the Applicant, was in support of the staff report and asked for the support of Council. Page 7 of 25 Page 20 of 687 City Council April 9, 2019 The Public Meeting was closed. ORDERED on the motion of Councillor Wayne Campbell, Seconded by Councillor Lori Lococo that the report be approved as recommended. Carried Unanimously (Councillor Ioannoni was absent from the vote) 7.5. Public Meeting PBD-2019-14 AM-2018-016, 26CD-11-2018-008 Zoning By-law Amendment and a Draft Plan of Vacant Land Condominium Vacant Parcel between 2294 and 2472 Thompson Road Applicant: Hunain Siddiqui The report recommends the following: 1. That Council approve the Zoning By-law amendment application to rezone the lands to a site specific Residential Low Density, Grouped Multiple Dwellings (R4), to permit 53 townhouse dwelling units and a semi-detached dwelling on the subject lands; 2. That the Plan of Vacant Land Condominium be draft approved subject to the conditions in Appendix A; 3. That the Mayor or designate be authorized to sign the draft plan as "approved" 20 days after notice of Council’s decision has been given as required by the Planning Act, provided no appeals of the decision have been lodged; 4. That draft approval be given for three years, after which approval will lapse unless an extension is requested by the developer and granted by Council; and 5. That the Mayor and City Clerk be authorized to execute the Condominium Agreement and any required documents to allow for the future registration of the condominium when all matters are addressed to the satisfaction of the City Solicitor. Alex Herlovitch, Director of Planning, Building and Development gave an overview of the background report PBD-2019-14. • Carmen Bertone, speaking on behalf of his parents, Luigi and Josephine Bertone, of 2294 Thompson Road, spoke in opposition of Page 8 of 25 Page 21 of 687 City Council April 9, 2019 the development citing concerns of safety and high density issues. • John Bertone of 2498 Thompson Road, spoke in opposition of the development citing concerns of garbage, drainage and safety issues. • Rennie Taylor of 2426 Stanley Avenue, spoke in opposition of the proposed development due to high density concerns. • Nick and Jackie Langley, of 1974 Portage Road, spoke in opposition of development citing concerns of safety with increased traffic, sewage and the conservation of wildlife issues. • Paul and Joan Moore of 2250 Portage Road, spoke in opposition of development citing concerns of high density issues. • Rebecca Coleman of 2343 Jessie Court, spoke in opposition of proposed development citing safety concerns for her children as a result of increased traffic. • Zach Langley, of 1974 Portage Road, spoke in opposition of development citing concerns of safety issues. • Troy Milinkovich of 2162 Portage Road, spoke in opposition of development citing concerns relating to high density, increased strain on infrastructure and sewage issues. • Miki Richardson of 2701 Thompson Road, spoke in opposition of the development citing high density issues and not being properly informed of proposal as a local citizen. A petition signed of neighbours was submitted to the Council. • Diane Cyr, of 2098 Portage Road, spoke in opposition of the proposed development. Scott Arbuckle, spoke on behalf of the Applicant, provided an overview to outline the proposal. The Public Meeting was Closed. ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Victor Pietrangelo that Council deny the application. Carried Unanimously (Councillor Carolynn Ioannoni was absent from the vote) 8. REPORTS / PRESENTATIONS 8.1. Jim Bruzzese of BMA Consulting presented the Water and Wastewater Long-Range Financial Plan Recommendation: That Council approve the Water & Wastewater Long Range Financial Plan as outlined by BMA Consulting. ORDERED on the motion of Councillor Mike Strange, Seconded by Page 9 of 25 Page 22 of 687 City Council April 9, 2019 Councillor Wayne Campbell that Council receive and approve the Water & Wastewater Long Range Financial Plan as outlined by BMA Consulting. Carried Unanimously (Councillor Ioannoni was absent from vote) 8.2. Niagara Falls Water System Overview Presentation by James Sticca, Manager of Environmental Services ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that Council receive the presentation made by James Sticca, Manager of Environmental Services for information. Carried Unanimously (Councillor Ioannoni was absent from vote) 8.3. MW-2019-12 Water Meter Replacement Program The report recommends that Council authorizes staff to enter into contract negotiations with Neptune Technology Inc. and/or Evans Supply Limited, the sole supplier of Neptune Water meters, to negotiate a Water Meter Replacement Project, subject to a report back to Council for financial approval. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Wayne Campbell that the report be approved as recommended. Carried Unanimously (Councillor Ioannoni was absent from vote) 8.4. MW-2019-13 Water Conservation Programs The report recommends the following: 1. That the current bi-annual Rain Barrel Sale be changed to an annual Rebate program and administered jointly by the Municipal Works and Finance departments. 2. That the Alert Labs “Flowie” pilot rebate program be implemented and added to the suite of Water Conservation Programs being offered by the City. 3. That staff be directed to develop a means to review and assess the benefits and participation in the various Water Conservation Page 10 of 25 Page 23 of 687 City Council April 9, 2019 programs over the remainder of 2019. Further, that an annual report be provided regarding the ongoing effectiveness of the various component programs, including recommendations on any modifications or additions to them. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the report be approved as recommended. Carried Unanimously (Councillor Ioannoni was absent from vote) 8.5. Moved 8 (e) or 8.5 up in agenda under Appointments/Presentations (d). CD-2019-04 Licensing of Commercial Parking Lots for 2019 & Deputation Request Tim Parker, Office Administrator with the Victoria Centre BIA has requested to speak to Council on this matter. (moved up in agenda, see above). 8.6. PBD-2019-20 Section 20 Development Charge Act Appeal 3615 Gunning Drive Applicant: Anthony Vacca (of 8075 Oakridge Drive) spoke to Council. The report recommends that Council approve the appeal by the owner of 3615 Gunning Drive and issue a full Development Charge credit for the proposed use as a single dwelling unit. ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Chris Dabrowski that Council approve the appeal by the owner of 3615 Gunning Drive and issue a full Development Charge credit for the proposed use as a single dwelling unit, in the amo unt of $12,594.18, plus interest. Carried Unanimously (Councillor Ioannoni was absent from vote) 8.7. PBD-2019-26 Demolition of Former Court House and City Hall 4310 Queen Street Page 11 of 25 Page 24 of 687 City Council April 9, 2019 Shayne Chesney, Owner of Ontario Environmental & Safety Network spoke to the condition of the building. The report recommends that Council approve the demolition of the former Court House/City Hall building as approved in the 2019 Capital Budget. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Lori Lococo that Council approve the demolition of the former Court House/City Hall building as approved in the 2019 Capital Budget and to preserve a portion of the building such as a piece of the facade, cornerstone, etc... Carried Unanimously (Councillor Ioannoni was absent from the vote) 8.8. Councillor Wayne Campbell left at 8:48 p.m. and did not return. PBD-2019-23 Matters Arising from Municipal Heritage Committee Former Old City Hall, 4300 Queen Street Former Parks Building, 7565 Lundy's Lane The report recommends that the heritage attributes in place at the time of designation of the former Parks, Recreation & Culture building at 7565 Lundy’s Lane still exist and that the Committee would oppose any decision to remove the heritage designation. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Chris Dabrowski that Council oppose any decision to remove the heritage designation of the former Parks building at 7565 Lundy's Lane at this time; and furthermore, that staff report back on the feasibility of full rehabilitation of the site, including possible future uses, such as housing a columbarium within the existing building; and that Ontario Environmental & Safety Network be hired to complete a full condition assessment of the interior and exterior of the building; and that staff report on the cost of remediation work and determine if the building is structurally sound. Carried (Councillors Ioannoni and Campbelll were absent from vote) Page 12 of 25 Page 25 of 687 City Council April 9, 2019 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that Council allow Felix Pingue to speak to address his concerns. Carried Unanimously (Councillors Ioannoni and Campbell absent from vote) 8.9. PBD-2019-21 Boarding House Interim Control By-law Study Update The report recommend the following: 1. Council receive the public comments/input contained in this report; and 2. That the planning and licensing documents be refined in accordance with the comments/input received and be brought to a statutory public meeting before Council in June. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the report be approved as recommended and to also notify all BIA's and any other interested parties of the public meeting to be held in June. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) 8.10. L-2019-07 Boarding House Enforcement File No. 2019-04 The report recommends that Council direct Staff to investigate the allegations contained in the complaint received February 5, 2019, with respect to the use of a residential dwelling as a Boarding House. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo that the report be approved as recommended and to report back to Council. Carried Unanimously (Councillors Ioannoni and Campbell absent from vote) 8.11. MW-2019-11 Millennium Recreation Trail Section 2 Page 13 of 25 Page 26 of 687 City Council April 9, 2019 South of Mcleod Road The report recommends the following: 1. That Council receive this report for information. 2. That Council approve the development of Section 2 along the east side of the OPG Power Canal and eliminate the proposed pedestrian bridge crossing. Further, that staff be directed to arrange a public open house for public consultation and input in this regard. 3. That Council approve the revised 2019 Capital Budget Form for the Millennium Recreation Trail Section 2 (attachment 4). ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Mike Strange that the report be approved as recommended. Carried, with Councillor Kerrio opposed and Councillors Campbell and Ioannoni absent from the vote. 9. 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, a councillor may request that one or more of the reports be moved out of the consent agenda to be considered separately. CD-2019-03 Fee Waiver Applications St. Paul High School & Celebrate Old Downtown The report recommends the following: That Council approve the Fee Waiver Applications for: 1. St. Paul High School for their annual Food Truck event in the amount of $150.00 for the waiver of any Specific Location Daily Sales business licence. 2. Celebrate Old Downtown’s annual Cruising on the Q car shows taking place on Queen Street in the amount of $6300.00 for the road closure labour and materials costs. CAO-2019-06 Integrity Commissioner Page 14 of 25 Page 27 of 687 City Council April 9, 2019 The report recommends that ADR Chambers (Mr. Edward McDermott) be appointed, effectively upon ratification, to act as the Integrity Commissioner for the City of Niagara Falls. BDD-2019-02 Support for all Wine and Beer Made in Ontario as Part of Modernizing Alcohol Sales The report recommends that a letter be sent to the Provincial Government and area MPPs requesting the Provincial Government include in its retail channel regulation specific policies that support and expand growth of all wine and beer made in Ontario including wine made from 100% Ontario Grapes, VQA and International Canadian Blends (ICB). MW-2019-10 Assumption of Edgewood Estates Subdivision The report recommends that City Council formally assume Edgewood Estates Subdivision. R&C-2019-06 Sports Wall of Fame Committee Membership The report recommends that Council approve the following new member to the Niagara Falls Sports Wall of Fame Committee: • Dr. William Leskiw TS-2019-04 Multiple Locations - Speed Control Follow Up Review The report recommends that the following report be received for the information of Council. TS-2019-08 Accessible Parking By-law Update Page 15 of 25 Page 28 of 687 City Council April 9, 2019 The report recommends the following: 1. That the updated Accessible Parking By-law be approved; 2. That the existing regulations prescribed in Accessible Parking By-law 94-262 as amended by By-law 2002-175 remain in effect for existing accessible parking spaces; and, 3. That the City discontinue using the parking standards in the Facility Accessible Design Standards (FADS) document. TS-2019-10 Canadian Corps of Commissionaires Contract Renewal The report recommends the following: 1) That Council approve a three (3) year extension to the Canadian Corps of Commissionaires (Hamilton) contract for the supply of Parking Control Services and Building Security Services; and; 2) That the Mayor and City Clerk be authorized to execute the necessary agreement. PBD-2019-25 Demolition Charge Fee Waiver By-law 2017-62 Area The report recommends that Council amend the fee by-law to waive the demolition permit fee for vacant and/or buildings in poor condition for a period of 18 months, as outlined in this report. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Mike Strange that the reports are approved as recommended. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10. COMMUNICATIONS AND COMMENTS OF THE CITY CLERK 10.1. Drummond Road Canal Overpass A request for the installation of a barrier along Drummond Road at the Page 16 of 25 Page 29 of 687 City Council April 9, 2019 canal overpass. RECOMMENDATION: That Council refer the matter to Staff and that Staff come back with a report for all accessible crossings over the hydro canal. ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Wayne Thomson that Council refer the matter to staff and that staff come back with a report for all accessible crossings over the hydro canal. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) 10.2. Flag Raising - Zonta Club of Niagara Falls is requesting a flag raising ceremony on Thursday May 23, 2019 in recognition of the centennial anniversary of Zonta International and the 100 years of service and advocacy for women. RECOMMENDATION: That Council support the request. ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Wayne Thomson that the City of Niagara Falls will hold a Flag Raising on Thursday, May 23, 2019 in recognition of the centennial anniversary of Zonta International and the 100 years of service and advocacy for women. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10.3. Niagara Regional Housing - 4th Quarter Report The NRH Board of Directors has requested that the Quarterly Reports be sent to Municipal Councils for information, to keep them apprised of the work of the NRH and to assist with questions from constituents as they arise. RECOMMENDATION: For the Information of Council. Page 17 of 25 Page 30 of 687 City Council April 9, 2019 ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Victor Pietrangelo that Council receive and file the Niagara Regional Housing - 4th Quarter Report for the information of Council. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10.4. Snow Removal By-law Niagara Falls resident, Jaclyn Page, is requesting that Council consider a sidewalk snow removal by-law. RECOMMENTION: That the correspondence be referred to staff for a report back to Council. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Victor Pietrangelo that the correspondence be referred to staff for a report back to Council. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) 10.5. Special Occasions Permit - Ride to Conquer Cancer A request is being made on behalf of The Enbridge Ride to Conquer Cancer that Niagara Falls City Council declare the annual event as "municipally significant" in order to assist with obtaining a Special Occasions Permit for serving alcohol at the event on June 9, 2019. RECOMMENDATION: For the approval of Council. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Victor Pietrangelo that the communication be approved as requested. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) 10.6. Special Occasions Permit - NF Men's Fastball Association A request is being made on behalf of Niagara Falls Men's Fastball Association to hold their 2019 Annual Invitation Tournaments at Ker Park. The request is that Niagara Falls City Council declare the annual Page 18 of 25 Page 31 of 687 City Council April 9, 2019 event as "municipally significant" in order to assist with obtaining a Special Occasions Permit for serving alcohol at the tournaments taking place: May 24-26, 2019 August 16-18, 2019 September 6-8, 2019 RECOMMENDATION: For the approval of Council. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the communication be approved as requested. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10.7. Special Occasions Permit - Rotary Club of Niagara Falls Sunrise Ribfest A request is being made on behalf of Niagara Falls Rotary to hold their 2019 Ribfest. The request is that Niagara Falls City Council declare the annual event as "municipally significant" in order to assist with obtaining a Special Occasions Permit for serving alcohol at the event taking place June 14, 15 & 16, 2019. RECOMMENDATION: For the approval of Council. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Lori Lococo that the communication be approved as requested. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10.8. Special Occasions Permit - Studio Vine Glass A request is being made on behalf of Studio Vine Glass to hold a BBQ & Open House at their studio on Slater Avenue. The request is that Niagara Falls City Council declare the event as "municipally significant" in order to assist with obtaining a Special Occasions Permit for serving alcohol at the event taking place May 4, 2019. Page 19 of 25 Page 32 of 687 City Council April 9, 2019 RECOMMENDATION: That Council approve the request. ORDERED on the motion of Councillor Chris Dabrowski, Seconded by Councillor Mike Strange that the communication be approved as requested. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) 10.9. Request for Fee Waiver - Committee of Adjustment Application A request from Mr. Mario Castrilli to have a fee waiver of $2100 for a variance application through Committee of Adjustment to recognize previous addition built on his home. RECOMMENDATION: For the consideration of Council. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Chris Dabrowski that the request to have a fee waiver of $2100.00 for a variance application through the Committee of Adjustment to recognize the previous addition built on his home be approved. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) 10.10. Noise By-law Exemption - Request from Taps on Queen seeking an exemption from Council to the City's Noise By-law for the playing of live music outdoors during the attached list of events taking place at Taps Brewing Company, 4680 Queen Street. RECOMMENDATION: For Council's Consideration ORDERED on the motion of Councillor Lori Lococo, Seconded by Councillor Chris Dabrowski that the request be approved as recommended. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 10.11. Proclamation Request - Niagara Regional Labour Council The proclamation request is being made to assist in the observation of the National Day of Mourning, April 28, 2019 to remember those who have suffered and died on the job. Page 20 of 25 Page 33 of 687 City Council April 9, 2019 RECOMMENDATION: That Council approve the request. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the City observe the National Day of Mourning on April 28, 2019 to remember those who have suffered and died on the job. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) 10.12. Township of Wainfleet - Provincial Government Review of Regional Government Correspondence from the Township, forwarded to the Local Area Municipalities. RECOMMENDATION: That Council receive the correspondence for information. ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Victor Pietrangelo that Council receive and file the correspondence for information. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) 10.13. The Office of the Fire Marshal and Emergency Management / Ontario Ministry of Community Safety and Correctional Services - Request for Host Community Support The Ministry is asking the City to consider being a 'Host Community' for the 2019 James Bay flood season in the event that the Province needs to provide emergency response assistance to First Nations Communities. RECOMMENDATION: That the correspondence be referred to Staff for a report. ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Vince Kerrio that the correspondence be referred to Staff for Page 21 of 25 Page 34 of 687 City Council April 9, 2019 a report. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) 10.14. "The Sundowner 50th Anniversary" taking place Sunday June 9th 12 noon to 11:00pm at 8870 Lundy's Lane. The event is being produced by the Rudan family and is a celebration of their history. RECOMMENDATION: For the information of Council and that Council approve the request to declare event as "municipally significant" in order to assist with obtaining a Special Occasions Permit. ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Council approve the request. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) 11. BY-LAWS The City Clerk will advise of any additional by-laws or amendments to the by- law listed for Council consideration. 2019- 39 - A by-law to authorize the execution of a Lease Amending Agreement with BTB Mortgage Solutions Inc., respecting an amendment to the Lease between the City and BTB Mortgage Solutions Inc. 2019- 40 - A by-law to amend By-law No. 79-200, to permit the use of the Lands for 3 apartment dwellings containing a total of 54 units (AM-2018-026). 2019- 41 - A by-law to establish Reserve Block 21 on Registered Plan 59M-327 as a public highway to be known as, and to form part of Lucia Drive. 2019- 42 - A by-law to establish Reserve Block 22 on Registered Plan 59M-327 as a public highway to be known as, and to form part of Colangelo Drive. 2019- 43 - A by-law to authorize the execution of an Agreement with Dr. Karim Velji, respecting the physician’s commitment to practice medicine in the City of Niagara Falls. 2019- 44 - A By-law to require owners and operators of off-street parking facilities to provide designated parking spaces reserved for the sole use of vehicles operated by or carrying persons with disabilities. Page 22 of 25 Page 35 of 687 City Council April 9, 2019 2019- 45 - A by-law to amend By-law No. 2002-081, being a by-law to appoint City employees, agents and third parties for the enforcement of provincial or municipal by-laws. 2019- 46 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 9th day of April, 2019 ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Wayne Thomson that the by-laws be read a first, second and third time and passed. Carried Unanimously (Councillors Campbell and Ioannoni were absent from vote) 12. NEW BUSINESS a) Adult Entertainment Appeal Committee ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that Emma Murphy and Polinah Ouskova apply to the Niagara Regional Police Services Board for their Adult Entertainment licenses and that the existing charges not impede the issuance of said licence applications. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) b) MP Rob Nicholson - Recognition ORDERED on the motion of Councillor Vince Kerrio, Seconded by Councillor Victor Pietrangelo that staff send a congratulatory letter to MP Rob Nicholson and to invite MP Rob Nicholson to an upcoming Council to be recognized for his years of service. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) c) Request for Tree Inventory Page 23 of 25 Page 36 of 687 City Council April 9, 2019 ORDERED on the motion of Councillor Mike Strange, Seconded by Councillor Victor Pietrangelo that staff present a tree inventory and report to Council detailing the City's current tree canopy and future targets and to invite members of the Park in the City Committee to a future Council meeting for a presentation. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) d) Provincial Government Review ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Vince Kerrio that staff prepare a plan of action to address our municipality's concerns and representation for any forthcoming amalgamation. Carried Unanimously (Councillors Ioannoni and Campbell were absent from the vote) e) Niagara Falls Canucks Jr. B Hockey Team ORDERED on the motion of Councillor Victor Pietrangelo, Seconded by Councillor Mike Strange that staff send a congratulatory letter to the Niagara Falls Canucks Jr. B Hockey Team for their achievement of becoming the Golden Horseshoe Conference Champions and to publicize their home games on our City's website. Carried Unanimously (Councillors Campbell and Ioannoni were absent from the vote) 13. ADJOURNMENT a) Adjournment ORDERED on the motion of Councillor Wayne Thomson, Seconded by Councillor Mike Strange that the meeting be adjourned at 9:42 p.m. Carried Unanimously (Councillors Ioannoni and Campbell were absent from vote) Mayor Page 24 of 25 Page 37 of 687 City Council April 9, 2019 City Clerk Page 25 of 25 Page 38 of 687 1 Bill Matson From:Bill Matson Sent:Friday, March 8, 2019 4:59 PM To:Bill Matson Subject:FW: Request to appear as Delegation From: Bill Matson Sent: Friday, March 8, 2019 4:58 PM To: Cc: ; 'Gay Douglas' Subject: RE: Request to appear as Delegation Gay/Douglas, Staff met yesterday to assemble the agenda for the March 19th Council Agenda and it is over-filled already. I can add the request to the April 9th agenda if that date would be available for you to present. I should also point out that any Delegation or Appointment to speak at a Council meeting be limited to a 5 minute presentation. If Council then has any comment or questions, it can carry beyond the 5 minutes allotted. Bill Matson | Acting City Clerk / Manager of Clerks Services | Clerks | City of Niagara Falls 4310 Queen Street | Niagara Falls, ON L2E 6X5 | (905) 356-7521 ext 4342 | Fax 905-356-9083 | billmatson@niagarafalls.ca From: Sent: Friday, March 8, 2019 2:32 PM To: Bill Matson <billmatson@niagarafalls.ca> Cc: Subject: Request to appear as Delegation Hi Bill, I am writing on behalf of Gay Douglas and Literacy Link Niagara. Please accept this email as Gay’s request to appear as Delegation for the upcoming March 19, 2019 city council meeting. Gay will be providing a short presentation discussing the myths and facts about literacy in Niagara. The presentation (attached) shows the 6 myths surrounding literacy and shares some alarming data regarding literacy in our community. Please confirm your approval as soon as you can by replying “all” to this email. Thank you Linda Johnston Page 39 of 687 2 Page 40 of 687 Page 41 of 687 Page 42 of 687 Page 43 of 687 Page 44 of 687 Page 45 of 687 Page 46 of 687 Page 47 of 687 Lymphoma Awareness Weekend September 13-15 2019 Page 48 of 687 BBQ June 22nd Zehrs on Morrison Street Rankin Run May 25th Port Weller Area of St.Catherines Page 49 of 687 Thank You Page 50 of 687 Context (north and east) Ferry Street And Stanley Avenue | Proposed Mixed Use Development. Zoning By-law Amendment Application Project Team: Developer | LA PUE INTERNATIONAL Project Architect | Legal Team | Transportation Engineer | Archeologist | Environmental Consultant | Noise/Wind Consultant | RWDI Engineers Detritus Consulting Ltd. Public Meeting April 30th, 2019 Page 51 of 687 Context (north and east) Application Context EXISTING RESIDENTIAL EXISTING MID-RISE AND HIGH-RISE HOTELS EXISTING COMMERCIAL EXISTING MIDRISE HOTEL EXISTING RESIDENTIAL SURROUNDING CONTEXT: •Low/ Medium Density Residential and Commercial •Commercial plazas •Multi-storey midrise and highrise hotels SUBJECT SITE: Frontage: •250ft along Stanley Avenue •244ft along Ferry Street Area: •1.09 ha (2.68acres) SUBJECT LANDS EXISTING COMMERCIAL Page 52 of 687 Context (north and east) Contextual Building Heights SUBJECT LANDS DOUBLE TREE HOTEL 18 STOREYS EMBASSY SUITES HOTEL 43 STOREYS HILTON NIAGARA FALLS TOWER 2 56 STOREYS HILTON NIAGARA FALLS TOWER 1 36 STOREYS NIAGARA FALLSVIEW CASINO RESORT 32 STOREYS Page 53 of 687 Context (north and east) Context Photos Existing Site (Viewed from Ferry Street) Existing Site (Viewed from Intersection of Stanley Avenue & Ferry Street) Page 54 of 687 Context (north and east) Context Photos Existing Site (Viewed from Stanley Avenue) Page 55 of 687 Context (north and east) Proposed Site Plan Page 56 of 687 Context (north and east) Existing Land Use Designation and Zoning SUBJECT SITE (Zoning) The proposal is a mixed use residential/commercial development comprising of 3 buildings. •Building A (7 storey, mixed use commercial/ 50 units) •Building B (12 storey, 150 room hotel) •Building C (30 storeys, residential building with 300 dwelling units). The properties known as 5510-5526 and 5536 Ferry Street are zoned Tourist Commercial (TC-075) in accordance with Zoning By-law No. 79-200, as amended by By-law No. 1981-199, By- law No. 2012-060 and By-law No. 2012-061. The properties known as 5916 Allendale Avenue and 5943 Stanley Avenue are zoned Tourist Commercial (TC-1047((TC- 644), in accordance with Zoning By-law No. 79-200, as amended by By-law No. 2017-062, 2003-204, 2012-060 and 2012-061. Page 57 of 687 Context (north and east) Subject Site Height Strategy Height Strategy The site is located in a “high-rise” height strategy as outlined in the official plan which permits: •High-rise 13 To 30 storeys Page 58 of 687 Context (north and east) Proposed Landscape Plan Page 59 of 687 Context (north and east) Proposed North Perspective Page 60 of 687 Context (north and east) Proposed Ferry Street Perspective Page 61 of 687 Context (north and east) Proposed North-East Perspective Page 62 of 687 Context (north and east) Proposed North-East Perspective Page 63 of 687 Context (north and east) Proposed East Perspective Page 64 of 687 Context (north and east) Proposed North-East Perspective (Site Interior) Page 65 of 687 Context (north and east) Conclusion The Proposed Development Promotes: 1-Efficient use of existing infrastructure 2-Economic, employment, and population growth. 3-Live/Work/Play Page 66 of 687 Page 67 of 687 Context (north and east) Proposed Shadow Studies (Winter and Spring) Page 68 of 687 Context (north and east) Proposed Shadow Studies (Summer and Fall) Page 69 of 687 PBD-2019-28 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2019-28 AM-2018-023, Zoning By-law Amendment Application 5510-5526 & 5536 Ferry Street, 5916 Allendale Avenue & 5943 Stanley Avenue Proposal: 7 Storey Mixed Use Building (50 dwelling units and 893 square metres of commercial floor space), 12 Storey Hotel (150 rooms) & 30 Storey Apartment Building (300 dwelling units) Applicant: La Pue International Inc. (Pawel Fugiel) Agent: Michael Allen RECOMMENDATION 1. That Council approve the Zoning By-law amendment application to permit the construction of 3 buildings on the subject lands which includes:  Building A - 7 storey mixed use building (50 dwelling units and 893 square metres of commercial floor space);  Building B - 12 storey hotel (150 rooms); and  Building C - 30 storey apartment building (300 dwelling units). 2. That the passage of the amending zoning by-law be conditional on the execution of a Section 37 Agreement for the three buildings to secure contributions to streetscape improvements; 3. That a Holding (H) provision be included in the zoning by-law prohibiting the development until a Geotechnical Study is completed to the satisfaction of Ontario Power Generation; and 4. That Council approve the request to pass a by-law to deem Lots 43, 44, 45, 46, 48, 49, 50, 52, 61, 62, 63, 64 and 65 of Plan 273, to not be in a plan of subdivision and that this by-law, to enable the lots to be merged, be placed on Council’s agenda at the same time as the amending zoning by-law. EXECUTIVE SUMMARY La Pue International Inc. has requested a Zoning By-law amendment to permit the development of three buildings on the subject lands (known as 5510-5526, 5536 Ferry Street, 5916 Allendale Avenue and 5943 Stanley Avenue). Building A is a 7 storey mixed use, commercial/residential building, with 893 square metres of commercial floor space and 50 dwelling units. Building B is a 12 storey, 150 room hotel. Building C is a 30 storey apartment Page 70 of 687 2 PBD-2019-28 April 30, 2019 building with 300 dwelling units. The zoning amendment is recommended for the following reasons: - The proposal complies with Provincial and Regional policies that encourage the efficient use of land and infrastructure and a diverse mix of land uses; - The proposal satisfies the intent of Provincial policies which encourage a more efficient use of underdeveloped land and would contribute to the City’s intensification target; - The subject lands are designated Tourist Commercial in the Official Plan and located within the Clifton Hill Subdistrict which allows a wide range of commercial and tourist related uses; - The subject lands are also located within the Drummondville Intensification Node, which is an area identified for residential intensification in the Official Plan. The proposed 30 storey apartment building and the 7 storey mixed use building will provide additional housing choices in the City; - The developer is willing to enter into a Section 37 Agreement to secure the design of the project and streetscape improvements; - The proposal complies with the City’s design guidelines by providing a minimum 25 metre separation between the 12 storey hotel and the 30 storey apartment building. The project is in general conformity with other design guidelines; - The requested zoning by-law amendment is in conformity with the Official Plan; and - The existing infrastructure can support the proposed development BACKGROUND Proposal La Pue International Inc. has requested a Zoning By-law amendment for 1.09 hectares (2.67 acres) of land known as 5510-5526 and 5536 Ferry Street, 5916 Allendale Avenue and 5943 Stanley Avenue. Refer to Schedule 1 to locate the lands. The applicant is requesting an amendment to the Zoning By-law to permit the development of three 7-30 storey buildings. Building A is a 7 storey mixed use, commercial/residential building, with 893 square metres of commercial floor space and 50 dwelling units. Building B is a 12 storey, 150 room hotel. Building C is a 30 storey apartment building with 300 dwelling units. Schedule 2 shows details of the proposed development. Schedule 3 is a perspective drawing of the development. The lands are designated Tourist Commercial in the Official Plan and are located within the Clifton Hill Subdistrict. The lands are also located within the Drummondville Intensification Node and are identified as having potential for residential intensification. The lands known as 5510-5528 and 5536 Ferry Street are currently zoned Tourist Commercial (TC-075), in accordance with Zoning By-law No. 79-200 as amended by By-law Nos. 1981- 199, 2012-060 and 2012-061. The site specific by-laws allow certain tourist commercial uses without parking. Page 71 of 687 3 PBD-2019-28 April 30, 2019 The properties known as 5916 Allendale Avenue, and 5943 Stanley Avenue are zoned Tourist Commercial (TC-1047) and (TC-644) in accordance with Zoning By-law No. 79-200, as amended by By-law Nos. 2017-062, 2003-204, 2012-060 and 2012-061. Area specific By-law No. 2017-062, pertains to removal of dilapidated dwellings from lands zoned Tourist Commercial and Zoning By-law No. 2003-204 allows development of a 10 storey hotel on a portion of the subject lands. The applicant is requesting By-law Nos. 1981-199 and 2003-204 be repealed. The applicant is requesting the current zoning to be replaced with a new site specific TC zone. The site specific regulations are requested to permit more than 50% of the total floor space in Buildings A and C to be used for dwelling units; an increase in building height and a reduction to the parking space requirements. Site Conditions and Surrounding Land Uses The subject lands are located on the south side of Ferry Street, between Stanley Avenue and Allendale Avenue. The lands contain the former Cupolo’s retail store. Dairy Queen is located on the abutting easterly property and 2 for 1 Pizza and the Hydro corridor are located to the west of the subject lands. Commercial establishments including a motel and a restaurant are located to the north. A motel and a detached dwelling are located to the south. Circulation Comments Information about the requested Zoning By-law amendment was circulated to City divisions, the Region, agencies, and the public for comments. The following summarizes the comments received to date:  Regional Municipality of Niagara  The proposal is consistent with Provincial and Regional policies.  The Stage 2 Archaeological Study prepared by Detritus Consulting Ltd has confirmed that there are no archaeological resources on the subject lands. A clearance letter from the Ministry of Culture and Sports will be required at the Site Plan Approval Stage.  The Transportation Impact Study, prepared by Associated Engineering for the project is acceptable to the Region’s Transportation Services. Staff recommends inclusion of a warning clause in the offer of purchase of sale for the residential units to make the future residents aware of a low level of service at the Ferry Street/Stanley Avenue intersection during peak summer times as these roads carry a significant amount of traffic.  The applicant must submit a Record of Site Condition (RSC) at the Site Plan Approval stage.  The Noise Feasibility Study, prepared by RWDI, is accepted by the Region. Indoor sound levels due to road traffic sources comply with the Ministry of Environment, Conservation and Park, NPC-300 guidelines. However, sound Page 72 of 687 4 PBD-2019-28 April 30, 2019 levels at several outdoor living areas is predicted to exceed the NPC-300 limits without the implementation of noise mitigation measures. The mitigation measures must be secured through the Site Plan Approval process. A warning clause related to transportation noise must be included in the offer of purchase and sale for the residential units.  A 1.6 metre wide road widening along the Ferry Street frontage and 5.1 metre wide road widening along the Stanley Avenue frontage must be dedicated to the Regional Municipality of Niagara at the Site Plan Approval Stage.  Servicing and stormwater management issues will be addressed at the Site Plan Approval Stage.  Ontario Power Generation - OPG owns and operates two underground tunnels associated with the Sir Adam Beck 1 and 2 hydro-electric generating station, which run underneath the hydro transmission corridor to the west of Allendale Avenue. OPG has concerns regarding the underground parking structures for the proposed development. OPG requests that a Geotechnical Report be completed as part of the zoning application to ensure there would be no negative impact on OPG’s infrastructure.  Transportation Services  No objections to the application. Transportation Services supports reducing the parking requirements from 1.4 parking spaces for each dwelling unit to 1 parking space for each dwelling unit.  Municipal Works  No objections.  Parks Design  No objections to the amendment. Payment of 2% cash-in-lieu of parkland dedication will be required at the time of Building Permit issuance.  Building Services, Fire Services  No objections. A review of fire safety and Ontario Building Code matters will be applicable at the Site Plan Approval and Building Permit stages.  Legal Services  No objections. Neighbourhood Open House Page 73 of 687 5 PBD-2019-28 April 30, 2019 A neighbourhood open house held on March 28, 2019 was attended by four property owners, the developer and his agent and staff from the City’s Economic Development, and Planning and Development Divisions. The property owners were generally supportive of the proposed development and claimed it would be an improvement to the area. Some expressed concerns regarding the reduction in the number of parking spaces and future traffic conditions especially during the peak summer months. The owner of the abutting westerly property (5550 Ferry Street) was concerned that the project would obstruct the existing billboards on his property which would result in a loss of income. The applicant’s agent mentioned that Traffic Impact and Parking Demand Studies have been satisfactorily reviewed by Regional and City staff. He also mentioned that his client is providing the required parking for the hotel and commercial use. Regarding the residential use, he mentioned that not all residents in the proposed apartment building would have a vehicle and the future condominium corporation will have a few shared cars, which the residents will be able to access. To address the concern of the existing billboard on the neighbouring property, the applicant’s agent mentioned that his client is proposing the development on his property. However, his client is willing to meet with the abutting land owner to resolve the issues. Staff from the City’s Economic Development mentioned that the City has undertaken a more comprehensive Traffic Study to evaluate the impact that proposed and approved developments may have on future traffic conditions. Staff predicts that a large number of tourist will be coming to the City in the future via McLeod Road instead of Hwy 420 which would help in reducing traffic congestion at the Ferry Street and Stanley Avenue intersection. ANALYSIS 1. Provincial Policy Statement and Growth Plan The Planning Act requires City planning decisions to comply with Provincial policies. These policies encourage the efficient use of land and infrastructure and a diverse mix of land uses. The policies direct municipalities to facilitate residential intensification by directing 40% of all residential development to Built-up Areas. The proposed development will assist in meeting these targets and is a form of resid ential intensification promoted by the Province. 2. Official Plan The subject lands are designated Tourist Commercial in the City’s Official Plan and located in the Clifton Hill Subdistrict. A wide range of commercial uses like tourist retail and hotels are permitted in the Subdistrict. Policies encourage the enhancement of the City as a world class tourism destination. The proposed development conforms to the policies of the Official Plan as follows: - The site is located in the Clifton Hill Subdistrict, where hotels and apartment buildings with building heights between 10-30 storeys are expected; - The applicant has completed a Sun Shadow Analysis Report which confirms that there will be minimal shadowing impacts on the surrounding properties. During the spring, summer and fall shadowing may occur on the vacant parcel to the west of the subject lands, however shadowing will be limited to the early part of day. During the winter, the adjacent properties will be impacted by Page 74 of 687 6 PBD-2019-28 April 30, 2019 shadowing, however the slender design of Building C will reduce the impact of the shadows. - A Pedestrian Wind Study was completed for the project. The study confirms that wind speeds will be comfortable at grade level for Buildings A and C. However, at Building C, conditions are expected to be windier especially during the winter months. The applicant is proposing to construct colonnades above the main entrance of Building A and B which would help mitigate the impact of wind. The windier conditions at Building C can be mitigated by providing coniferous landscaping along the building facades and the corner of Building C. To mitigate the windier condition on the terraces of Building A and B, windscreens, landscaping (taller planters) and guardrails are recommended. These mitigation measures can be implemented at the Site Plan Approval Stage. A portion of the subject lands is also located within the Drummondville Intensification Node, in the City’s Official Plan. The lands within the Node can be developed for either mixed use (commercial/residential) or residential buildings. Building heights between 10-30 storeys are anticipated. An increase in building height for the lands outside the Node can be supported through an amendment to the zoning by-law. Buildings A and C comply with the intensification policies of the plan as follows: - The proposal is consistent with the height (10-30 storeys) strategy of the Official Plan; - The subject lands have sufficient lot area and frontage to accommodate the proposed development; and - Required parking for the proposed development is provided on-site between the buildings and is therefore screened from the streets. 3. Architectural Design Review In the City’s Tourist Commercial area all buildings greater than 4 storeys are subject to an Architectural Design Review process. The applicant’s architect submitted an Architectural Design Brief, as required by the City’s revised process. The Brief evaluates the project’s conformity to the 7 principles contained in the City’s Tourism Policy Review Implementation Handbook. Staff have reviewed the Brief; findings are as follows: Principle 1 – Positive Building Base Buildings A and B meet the design guidelines by engaging the pedestrian environment along Ferry Street and Stanley Avenue. The podium for the buildings will provide wind mitigation. Although Building C is setback from Allendale Avenue, substantial landscaping is provided along the street frontage to soften the built-form. The applicant is proposing to provide a pedestrian connection between the apartment building and Allendale Avenue. Principle 2 – Public Realm at Grade Page 75 of 687 7 PBD-2019-28 April 30, 2019 The proposed development will be subject to a Section 37 Agreement for streetscape improvements. Details of streetscaping, including tree planting, sidewalks, benches and any proposed public art, will be developed and secured through the Agreement. Principle 3 – Skyview This principle seeks to maximize sky, light and air transparency by building buildings with adequate spacing and mass, and mitigate shadow and blocking light and air penetration-avoid a feeling of a wall of development. It is the view of the composition of the buildings from all sides. The project conforms with the regulations as follows: - The proposal provides the recommended gap of 25 metres (82 ft.) between Building B and C. Though the separation between Buildings A and B is 19.2 metres and slightly less than the required 25 metres, the reduction can be supported as Building A is only 7 storeys there would be no obstruction of light and air to the pedestrian level. - The design guidelines require a setback of 12 metres between towers and side lot lines. Building A provides a setback of 2.36 metres and 5.4 metres along the easterly and westerly property line. This reduction can be supported as the building is only 4 storeys at the property line. The separation between the building and property line increases at the upper storeys. Building B provides a southerly setback of 15.2 metres and northerly setback of 1.76 metres. The reduced northerly building setback can be supported as a portion of the building is only one storey at the property line. Further, the reduced setback is to accommodate the building design and the option of enclosing the corner lot (DQ) with the building design in the future. Building C provides a reduced setback of 7.55 metres along the south property. The impact of the reduced setback can be mitigated by providing additional landscaping. - Whereas, a maximum 1 to 1:5 width to length ratio is permitted, the length to width ratio of Building A varies between 1:2.5 and 1:3. Though the ratio exceeds the requirement, the departure can be supported as the building is not in the first tier (along the moraine) where it would have a greater impact Queen Victoria Park. Further, the ratio of width to length decreases with height and so does the massing. The length to width ratio for Building B varies between 1:1.5 to 1:2.5. The departure can be supported as the building is tiered providing variation in building mass. The length to width ratio for Building C exceeds the requirement of 1:1.5 however, the departure can be supported as the building is located a considerable distance from Queen Victoria Park and would have no visual impact on the Park. Further, though the length to width ratio exceeds the requirement, the size of the floor plate decreases with height resulting in a reduction in building mass. The proposal complies with the m aximum floor plate size requirement of 1,115 metres for Building A and B, however is exceeded for Building C, which provides Page 76 of 687 8 PBD-2019-28 April 30, 2019 a floor plate of 1,340 square metres. Though the floorplate size exceeds the requirement, it would have minimal, if any,massing impact as the buildings are sufficiently setback from each other and would allow sunlight and air to penetrate to grade level. Principle 4 – Skyline Height This principle states that the taller the building, the greater the emphasis should be on slenderness and visible skyview between towers. The three buildings provide a variation in building height. Building C is not in the first tier (along the moraine) where it would have a greater impact on Queen Victoria Park. The applicant is proposing to break the massing by tiering the buildings. A variety of building materials will be used which would provide high quality design features. Principle 5 - Views and Vistas This principle seeks to maintain views and exposure to nature. As the development is not located in proximity to the Falls, there is no effect on the view of the Falls. Principle 6 – Microclimate A Pedestrian Wind Study Assessment and Sun Shadowing Study have been completed for the development. The studies conclude that the project will not impact on the safety of the pedestrian at grade level and recommend wind mitigation measures for the terraces which can be implemented at the Site Plan Stage. The Sun Shadowing Study confirms that there will be no negative shadowing impacts. Principle 7 – Parking and Circulation This principle seeks to reduce the visual impact of parking. The applicant is proposing to provide only 12% of the required parking on the surface. This means that 88% of the required parking will be provided underground. Further, the surface parking is located between the buildings and will therefore be screened from the street. The applicant is requesting a reduction in the number of required parking spaces. A parking demand study justifying a reduction in parking has been reviewed and accepted by the City’s Transportation Services Department. 4. Zoning By-law The lands known as 5510-5528 and 5536 Ferry Street are currently zoned Tourist Commercial (TC-075), in accordance with Zoning By-law No. 79-200, as amended by By-law Nos. 1981-199, 2012-060 and 2012-061. The site specific by-laws allow certain tourist commercial uses without parking. The properties known as 5916 Allendale Avenue, and 5943 Stanley Avenue are zoned Tourist Commercial (TC-1047) and (TC-644) in accordance with Zoning By-law No. 79- 200, as amended by By-law Nos. 2017-062, 2003-204, 2012-060 and 2012-061. Area specific By-law No. 2017-062, pertains to the removal of dilapidated dwellings from lands zoned Tourist Commercial and Zoning By-law No. 2003-204 allows the development of a 10 storey hotel on the subject lands. Zoning By-law Nos. 1981-199 Page 77 of 687 9 PBD-2019-28 April 30, 2019 and 2003-204 are requested to be repealed. Zoning By-law Nos. 2012-60 and 2012- 61 will continue to apply as they provide to parking exemptions for certain uses and apply to tourist areas and is not specific to the subject property. One of concerns raised at the open house meeting was the potential obstruction of the existing billboards located on the abutting westerly property (2 for 1 Pizza). It should be noted that the existing Tourist Commercial (TC) zone permits the construction of a 12 metre high building. If the applicant exercised their current zoning rights and constructed a 12 metre high building, the existing billboards on the abutting westerly property would be noticeably obstructed. The applicant is requesting that the current zoning be replaced with a new site specific TC zone. The site specific regulations are requested to permit more than 50% of the total floor space in Buildings A and C to be used for dwelling units; an increase in building height and a reduction in parking space requirements. The departures requested from the standard TC regulations are summarized in the following table: ZONE REGULATION EXISTING REGULATION PROPOSED REGULATION Permitted Uses Dwelling units in combination with commercial uses cannot exceed 50% of the total floor area of the building Building A – 84% with 50 dwelling units Building C- 100% residential with 300 dwelling units Maximum building height 12 metres Building A- 26.8 metres (7 storeys) Building B- 42.7 metres (12 storeys) Building C- 98.6 metres (30 storeys) Parking and access requirement Commercial uses are exempt for parking. Dwelling units in Buildings A and C= 350 x 1.4 parking space=490 spaces Hotel rooms in Building B, 150 rooms = 1 parking space for each 1.25 parking space per room = 150 x 1.25=120 spaces Total = 610 parking spaces Surface parking =54 Underground parking (level 1)=296 (236 regular parking spaces, 30 stacked parking spaces) Underground parking (level 2)=141 Total = 491spaces Page 78 of 687 10 PBD-2019-28 April 30, 2019 The following requested amendments can be supported for the following reasons:  The mixed use buildings are promoted in the City’s Official Plan. The subject lands are located in the Drummondville Intensification Node which promotes residential intensification in order to improve the vitality of the existing commercial areas.  The subject lands are located within a portion of the Clifton Hill Subdistrict which anticipates building heights between 3 and 30 storeys. The Drummondville Intensification Node permits buildings between 10-30 storeys.  The applicant has provided a Parking Demand Study which recommends a parking ratio of 1 space per dwelling unit instead of the standard requirement of 1.4 spaces per dwelling unit. The parking study has been reviewed and accepted by the City’s Transportation Services Division. The subject lands are also located on transit routes. Lastly, the applicant is also proposing to provide 30 stacked parking stalls, which would provide additional parking. To ensure the building designs are maintained, staff recommends the following regulations for each of the proposed buildings. Building A ZONE REGULATION EXISTING REGULATION PROPOSED REGULATION Minimum interior yard width None 2.3 metres (east) 5.4 metres (west)  A greater interior side yard width will provide an opportunity for providing additional landscaping between the buildings and abutting properties. Building B ZONE REGULATION EXISTING REGULATION PROPOSED REGULATION Minimum front yard depth None 1.9 metres Minimum interior yard width None 1.7 metres (north) 14 metres (south)  A greater front yard depth will allow an opportunity to have additional landscaping. Page 79 of 687 11 PBD-2019-28 April 30, 2019 Building C ZONE REGULATION EXISTING REGULATION PROPOSED REGULATION Minimum front yard depth None 8.9 metres Minimum interior yard width None 7.5 metres (north)  A greater front yard depth will allow an opportunity to have additional landscaping. The greater interior side yard width will help mitigate the impact of a 30 storey building on the abutting properties. To ensure the concerns of Ontario Power Generation (OPG) are addressed and the proposed development does not have any adverse impact of the existing OPG’s infrastructure, staff recommend including a Holding (H) provision, prohibiting any development on the lands until a Geotechnical Study is completed to the satisfaction of OPG. 5. Section 37 Agreements The City uses Section 37 agreements, as allowed by the Planning Act, to secure streetscape improvement in return for increased height. All projects over 4 storeys in height in the City’s tourist area are required to pay for streetscape improvements on abutting streets. The proposed has frontages along three streets Ferry Street, Stanley Avenue and Allendale Avenue. The applicant will be required to submit detailed landscaping plans, reflecting the Streetscape Master Plan, for these frontages to the satisfaction of the City and the Region. A Letter of Credit will be required to secure the completion of the streetscaping. The estimated cost of all streetscaping is $315,604.00 based on the standard cost of $1,332.00 per linear metre. 6. Site Plan Agreement The proposed development will be subject to Site Plan Control. At the Site Plan Approval stage, detailed servicing and grading plans, landscape plans and lighting plans will be reviewed and approved. 7. Deeming By-law The subject lands are comprised of 13 whole lots (Lots 43, 44, 45, 46, 48, 49, 50, 52, 61, 62, 63, 64 and 65 Plan 273) in a plan of subdivision. The whole lots were intended to be developed separately; however the applicant is proposing to develop the lands as one parcel. To enable the lands to merge, the applicant is requesting the City to pass a “deeming by-law”. A deeming by-law removes the special status granted to whole lots within registered plans of subdivision for the purpose of subdivision control under the Planning Act. The registration of such a by-law would merge the subject lots together and allow them to be developed as one parcel. Page 80 of 687 12 PBD-2019-28 April 30, 2019 FINANCIAL IMPLICATIONS The proposed development will provide development charges, cash-in-lieu of parkland dedication and new tax assessment for the City. CITY’S STRATEGIC COMMITMENT This proposal does not directly impact on any of the City’s strategic commitments. LIST OF ATTACHMENTS  Schedule 1 – Location Map  Schedule 2 – Site Plan  Schedule 3 – Perspective Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer A.Dilwaria:mb Attach. S:\PDR\2019\PBD-2019-28, AM-2018-023 La Pue International Inc, Ferry & Stanley Av.docx Page 81 of 687 13 PBD-2019-28 April 30, 2019 SCHEDULE 1 Page 82 of 687 14 PBD-2019-28 April 30, 2019 SCHEDULE 2 Page 83 of 687 15 PBD-2019-28 April 30, 2019 SCHEDULE 3 Page 84 of 687 16 PBD-2019-28 April 30, 2019 Page 85 of 687 ONTARIOrrt GENERATION April 12, 2019 Mr. Alex Herlovitch Director of Planning, Building & Development City of Niagara Falls City Hall, 4310 Queen Street Niagara Falls, ON L2E 6X5 Dear Mr. Herlovitch: Re: Zoning BY -Law Amendment Application AM -2018-023 Heather Cunningham 700 University Avenue Toronto, ON MSG 1X6 Tok 416-592-5121 Email: h.cunningham@opg.com G51: 630.42-1001— Niagara Falls On March 26, 2019 Ontario Power Generation received notification of the above -noted zoning by- law amendment application for the property located at 5510-5526, 5536 Ferry Street, 5916 Allendale Ave and 5943 Stanley Ave, Niagara Falls. The application proposes to amend the zoning by-law to permit a development of 3 buildings on the subject lands: one 7 -storey, 50 unit commercial building, one 12 storey, 150 room hotel, and one 30 storey, 300 unit apartment building. Two underground parking garages are also proposed to accommodate the development. OPG owns and operates two underground tunnels associated with the Sir Adam Beck 1 and 2 hydro -electric generating stations, which run underneath the hydro transmission corridor to the west of Allendale Ave. As a result, we have concerns with the underground construction required for the planned development at this site and its potential Impact on OPG's infrastructure. We understand from discussion with Michael Allen of ACK Architects Inc. that a geotechnical analysis for this site is to be prepared and a report submitted after the rezoning application process. OPG believes it would be appropriate for the geotechnical report to be filed at the time that the rezoning application is being considered given that the size and depth of the underground parking requirement is directly related to the increased density sought by the application. We respectfully request that the applicant provide a geotechnical report for the proposal to OPG to review and comment as part of the rezoning application process. Any concerns we have will be provided to the City for Its consideration, Thank you for your consideration. Should you have any questions please do not hesitate to contact the undersigned. Sincerely, 9'1 L41L_ Heather Cunningham Real Estate Associate Real Estate Services Copy: Ray Davies, Senior Real Estate Manager Zoni r) Page 86 of 687 Page 87 of 687 Niagara Falls Fire Station and Staffing Review Page 88 of 687 Review and Assess 1.Number of full-time and volunteer firefighters 2.Number of fire stations (full-time and volunteer) 3.Number of calls and distribution by category 4.Response times 5.Tax assessment base (commercial vs. residential) 6.Estimates on “transient” population (i.e. students, visitors, etc.) 7.Geographic area 8.Comparative data analysis Project Focus Page 89 of 687 Overall Questions to Consider •What does a community comparative analysis reveal? •What staffing will be required to staff the new fire station? •How will this new fire station affect overall service? •How does present and future growth of the City support the need for a new fire station? •Does the transient population (i.e. students and visitors) have an impact on the response demands of the fire department? Page 90 of 687 1.Department and Community Overview 2.Planning and Risk Assessment 3.Response Times 4.Station Location Analysis 5.Staffing 6.Recommendations Recommendations are noted within each section of the actual document. Station Review –Key Sections Page 91 of 687 The standards review was based on, but not limited to: •National Fire Protection Association Standards •Fire Underwriters Survey related information •Occupational Health and Safety Act •Municipal standards and regulations •Council approved policies •Commission on Fire Accreditation International Standards Utilized Page 92 of 687 To address the previous 9 points, the foundation of this Excellence Review revolves around the recommended Three Lines of Defence for Public Safety: 1.Public Fire Safety Education 2.Code Enforcement Through Inspections 3.Emergency Response Capabilities Community Safety Based on Three Lines of Defence Page 93 of 687 •By reviewing response times, station location and call locations, EMT is able to identify service gaps and make recommendations based on this type of review. •More data on call types, response times and related recommendations can be found in the Station and Staffing Review document. Response Assessment Page 94 of 687 Call Comparisons for Three Year Period 2015 2016 2017 2018 Property Fires/Explosions 145 167 121 94 Over pressure rupture/explosion (no fire)9 6 5 0 Pre -fire conditions/no fire 160 164 156 131 Burning (controlled)205 228 186 194 CO2 Alarm Calls 217 243 211 216 Fire Alarm Activations 611 564 612 678 Public Hazard 139 167 138 125 Rescue 440 478 529 545 Medical/Resuscitator Call 2510 2570 2771 3084 Other Response 1114 1091 1128 1058 Totals 5550 5678 5857 6125 Response Assessment Page 95 of 687 Community Comparatives •Based on EMT’s review Niagara Falls has a: –population per FF ratio that is similar to the communities surveyed –Fire station ratio comparative to the communities reviewed –Staffing levels are also comparative to other surveyed communities –Number of front run vehicles are comparative Page 96 of 687 Page 97 of 687 Page 98 of 687 Page 99 of 687 Page 100 of 687 Page 101 of 687 Page 102 of 687 The 3 key recommendations for this presentation revolve around: 1.Focus on Fire Prevention Initiatives to support fire safety education within the community 2.Results of the community risk assessment 3.Station 7 staffing •More information on the recommendations in the following slides Recommendations Page 103 of 687 •Because fire prevention is the least costly way of providing loss control, reducing fire related injuries and death, and reducing fire service demand in the long-term, additional focus on fire prevention is encouraged based on the City’s size and forecasted growth. To accomplish this NFFD should: –Place more emphasis on fire safety/public education through the future creation of a dedicated Public Education Officer. –Presently, on-duty firefighters do play a role in public education at the fire stations, a residential smoke alarm and CO campaign, along with other community events. Wherever possible, NFFD should enhance the utilization of the on-duty firefighters (for fire prevention/education efforts). This would be accomplished through the development of an annual program that outlines fire prevention and fire safety initiatives to be accomplished within that calendar year. Recommendation#1 –Fire Prevention Page 104 of 687 •Based on the anticipated growth in population and infrastructure (residential and commercial buildings), the location identified for Station #7 is well situated to meet future needs. Based on growth and related call volumes, the station should be built within the next two years to ensure that NFFD will be able to meet the anticipated challenges. –During review of call volumes, it was identified that the new fire station would be responding to approximately 800 calls per year. This amount of call volume would exceed the ability of volunteer firefighter utilization. In our experience, rarely is a station that does more than 400 calls per year staffed with volunteers. –Therefore, with 800 plus calls per year, it is recommended that this new station be staffed by full-time firefighters. Recommendation #2 –Risk Assessment Page 105 of 687 •It is recommended that Station 7 be staffed with career firefighters to ensure a consistent and reliable response 24/7. –Due to the continued growth in the community, increasing call volumes, the demands of the transient tourist population, and the challenges of high-rise and rescue responses, Station 1 should be maintained with three apparatus including a pumper, an aerial, and a rescue truck to serve the most urban area of the City. –Four options have been presented by EMT. It is our recommendation that Option #2 be the preferred option for implementation. Recommendation #3 –Station 7 Staffing Page 106 of 687 Option #1 •Replacing the rescue truck with a pumper/rescue truck would permit the deployment of the pumper from Station 1 to Station 7, leaving two trucks (a pumper/rescue and an aerial), at Station 1. There would not be any additional staffing required. •While this option is cost neutral, it does reduce the response capabilities at Station 1, which covers the most densely built-up area of the City.Page 107 of 687 Option #2 •Keep the same complement of vehicles at Station 1, by assigning 2 staff to the aerial and keeping the pumper and rescue at 5 each, with the Platoon Chief vehicle at the present staffing of 2. This would allow the movement of one full crew of 5 to Station 7 without hiring any additional firefighters. •Staffing would be increased by two firefighters annually, to bring the number of staff on the aerial back-up to the present complement of four (three firefighters and onePage 108 of 687 Option #3 •It would be possible to move 2 firefighters from each platoon to Station 7 without impacting normal minimum staffing at the other stations. Fully staffing Station 7 with five career firefighters per platoon would necessitate the hiring of 12 additional firefighters. •This would result in Station 1 having a fully staffed pumper, rescue and aerial truck (each with a minimum of four firefighters), as well as Station 7 being fully staffed with a minimum of four firefighters. •This option may see an increase in overtime, due to the lack of having two floater firefighters per platoon. As such, overtime should be monitored to ensure that this amount does not exceed the cost of increasing staffing to ensure the two floater positions per platoonPage 109 of 687 Option #4: •To add a new fully staffed pumper to Station 7, without making changes to any other station, would require the hiring of additional firefighters. •An additional pumper or pumper/rescue would be required for this option.Page 110 of 687 Based on the review conducted by EMT, along with the related information noted in this presentation: •The Niagara Falls Fire Department is endeavoring to meet the needs of a growing community, based on present staffing, fire station location, and equipment. •Incorporation of the noted recommendations found in the Fire Station and Staffing Service Review document will assist NFFD to meet future goals and expectations as this community continues to grow. Overall Assessment Page 111 of 687 Although there is always room for improvement, it must be noted that during our review it was quite evident that: •The Niagara Falls Fire Department is made up of a group of dedicated, professional staff (both career and volunteer) who are committed to meet the needs of the community. Conclusion Page 112 of 687 Emergency Management & Training Inc. would like to thank everyone who participated in the surveys and related interviews, along with those who assisted in the data and document collection. Without everyone’s assistance the Fire Station Review document would not have met successful completion. Thank You Page 113 of 687 info@emergencymgt.com (705) 719 -9007 or 1 -888-421-0665Page 114 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 1 Niagara Falls Fire Department Fire Station and Staffing Service Review Niagara Falls, Ontario April 2019 Developed by: Emergency Management & Training Inc. 65 Cedar Pointe Drive, Suite 144 Barrie, ON L4N 9R3 Page 115 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 2 Executive Summary This report presents the results of a detailed analysis of the Niagara Falls Fire Department (NFFD) station locations, response times, anticipated demand forecasts, and resource deployment. The consulting team of Emergency Management and Training Inc. (EMT), conducted this analysis, and is presenting recommendations based on the following three main themes: • Risk and Response Capabilities • Determining Resource Needs • Station and Apparatus Deployment Recommendations will be found in each section, along with a detailed table of the recommendations in Appendix “A” that includes estimated costs and recommended timelines for implementation. The City of Niagara Falls believes that growth in residential housing, tourism and population demographics has precipitated the construction of a seventh fire station in the western portion of the City. This new station is to support the fire department’s continuing efforts to meet the ongoing demands of calls for service. The proposed seventh fire station is to be located in the area of 8530 Lundy’s Lane. The scope of the study is to consider the adequacy of the current station locations and deployment of the Niagara Falls Fire Department to meet existing demand along with implementing changes, as required, to meet future growth. As noted in the City’s Request for Proposal (RFP), the consultant, Emergency Management and Training Inc., is to evaluate nine specific items as requested by the City of Niagara Falls. These nine items include a comprehensive review of staffing numbers, including comparative data on the following: 1. Number of Full-time Professional Firefighters 2. Number of Volunteer Firefighters 3. Number of Fire Stations (Full-time and Volunteer) 4. Number of calls 5. Call distribution by category 6. Response times 7. Tax assessment base (commercial vs. residential) 8. Estimates on “transient” population (i.e. students, visitors, etc.) 9. Geographic area Information based on the nine items will assist senior management and Council in making an objective and informed decision on staffing and service levels to ensure community health and safety as well as fiscal efficiency and responsibility. Through meetings with City management, the Fire Chief, and other stakeholders, the consulting team was able to complete a thorough review of requirements along with suggested dates for Page 116 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 3 implementation. Data provided by the Fire Department was also reviewed in relation to all of the nine previously noted items contained in the City’s RFP. Based on the facilities, equipment, and data review, EMT is submitting the following recommendations that can be implemented, in whole or in part, by Council and the City as they see fit. This table is a brief overview of the recommendations presented within this document. More detail can be found in each section, along with an additional chart detailing the recommendations and associated costing of each, located in Appendix “A”. Rec. # Recommendation 1 Because fire prevention is the least costly way of providing loss control, reducing fire related injuries and death, and reducing fire service demand in the long term, additional focus on fire prevention is encouraged based on the City’s size and forecasted growth. To accomplish this NFFD should: o Place more emphasis on fire safety/public education through the future creation of a dedicated Public Education Officer. o Presently, on-duty firefighters do play a role in public education at the fire stations, a residential smoke alarm and CO campaign, along with other community events. Wherever possible, NFFD should enhance the utilization of the on-duty firefighters (for fire prevention/education efforts). This would be accomplished through the development of an annual program that outlines fire prevention and fire safety initiatives to be accomplished within that calendar year. 2 Based on the anticipated growth in population and infrastructure (residential and commercial buildings), the location identified for Station 7 is well situated to meet future needs. Based on growth and related call volumes, the station should be built within the next two years to ensure that NFFD will be able to meet the anticipated challenges. o During the review of call volumes, it was identified that the new fire station would be responding to approx. 800 calls per year. This amount of call volume would exceed the ability of volunteer firefighter utilization. o Therefore, with 800 plus calls per year, it is recommended that this new station be staffed by full-time firefighters. Note: the 800 calls per year are not an anticipated increase of 800 new calls; the number represents the amount of calls that Station 7 would inherit from stations 1 and 2. Page 117 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 4 3 It is recommended that Station 7 be staffed with career firefighters to ensure a consistent and reliable response 24/7. Although Option 1 is a basic redeployment of staff and vehicles from Station 1 to Station 7, it would reduce the number of first response vehicles out of Station 1. As such, we recommend Option #2 as this keeps the pumper, rescue and aerial staffed while establishing a pumper at Station 7, without the hiring of more staff . o Option 1: Replacing the rescue truck with a pumper/rescue truck would permit the deployment of the pumper from Station 1 to Station 7, leaving two trucks (a pumper/rescue and an aerial), at Station 1. There would not be any additional staffing required. o While this option is cost neutral, it does reduce the response capabilities at Station 1, which covers the most densely built-up area of the City. o Option 2: keep the same complement of vehicles at Station 1, by assigning 2 staff to the aerial and keeping the pumper an d rescue at 5 each, with the Platoon Chief vehicle at the present staffing of 2. This would allow the movement of one full crew of 5 to Station 7 without hiring any additional firefighters. o Staffing would be increased by two firefighters annually, to bring the number of staff on the aerial back-up to the present complement of four (three firefighters and one officer). o Option 3: It would be possible to move 2 firefighters from each platoon to Station 7 without impacting normal minimum staffing at the other stations. Fully staffing Station 7 with five career firefighters per platoon would necessitate the hiring of 12 additional firefighters. o This would result in Station 1 having a fully staffed pumper, rescue and aerial truck (each with a minimum of four firefighters), as well as Station 7 being fully staffed with a minimum of four firefighters. o This option may see an increase in overtime, due to the lack of having two floater firefighters per platoon. As such, overtime should be monitored to ensure that this amount does not exceed the cost of increasing staffing to ensure the two floater positions per platoon. o Option 4: To add a new fully staffed pumper to Station 7, without making changes to any other station, would require the hiring of additional firefighters. o An additional pumper or pumper/rescue would be required for this option. 4 The City should maintain a schedule that compiles with the FUS recommendations on the replacement of vehicles from a first line to a reserve/second line unit. o This recommendation is being made because it was found that one of the reserve vehicles exceeds FUS recommendations. Page 118 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 5 Table of Contents Executive Summary ......................................................................................................................... 2 Scope of Project .............................................................................................................................. 7 Project Deliverables ........................................................................................................................ 7 Objectives and Area of Study ................................................................................................................ 7 Applicable Standards and Guidelines ............................................................................................... 8 Project Consultants ......................................................................................................................... 8 Community Overview ...................................................................................................................... 8 Economy ................................................................................................................................................ 9 Transportation ....................................................................................................................................... 9 Review of Niagara Falls Fire Department (NFFD) ............................................................................ 10 Planning and Assessment .............................................................................................................. 11 Project Approach .......................................................................................................................... 11 Risk Assessment ............................................................................................................................ 12 Simplified Risk Assessment (SRA) .................................................................................................. 12 Demographic Profile ............................................................................................................................ 13 Building Stock Profile ........................................................................................................................... 17 Municipal Loss Profile .......................................................................................................................... 19 Community Risk Assessment Program ................................................................................................ 20 Recommendation #1: .......................................................................................................................... 20 Response Time Guidelines and Analysis ......................................................................................... 21 Response Data ..................................................................................................................................... 23 Fire Station Location Analysis ........................................................................................................ 28 Present Staffing and Vehicle Deployment ........................................................................................... 28 Changes in Resource Deployment to Meet Future Needs .................................................................. 28 Fire Station Location and Other Considerations ................................................................................. 29 Recommendations #2: ......................................................................................................................... 34 Station 7 Staffing ........................................................................................................................... 34 Utilizing Volunteers for Station 7 ........................................................................................................ 35 Career Staffing Options ....................................................................................................................... 35 Recommendation #3: .......................................................................................................................... 38 Community Comparators .............................................................................................................. 39 Results of Data/Survey Information .................................................................................................... 44 Page 119 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 6 Fire Department Vehicles .............................................................................................................. 45 Fire Underwriters Survey – Vehicle Replacement Recommendations ............................................... 45 Recommendation #4: .......................................................................................................................... 46 Conclusion .................................................................................................................................... 47 Appendix “A” – Final Summary of Recommendations and Associated Costs ................................... 48 Appendix “B” – Definitions and References ................................................................................... 52 Automatic Aid Agreements – Fire Prevention and Protection Act, 1997 (FPPA 1997) ....................... 52 National Fire Protection Association (NFPA) Documents : ................................................................. 52 Municipal responsibilities (FPPA 1997) ............................................................................................... 52 Mutual Aid ........................................................................................................................................... 52 Public Fire Safety Guidelines: .............................................................................................................. 53 Shared Responsibilities (FPPA 1997) ................................................................................................... 53 Appendix “C”- Response Time Data for 2017, 2016 and 2015 ......................................................... 54 2017 Response Data ............................................................................................................................ 54 2016 Response Data ............................................................................................................................ 57 2015 Response Data ............................................................................................................................ 61 Page 120 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 7 Scope of Project In 2014, the City of Niagara Falls purchased a vacant 3.8-acre piece of property at 8530 Lundy’s Lane (located west of Kalar Road) for the intended purpose of building a new fire station. This purchase was a result of a fire station location study which was conducted in 2012. This development would represent the City’s seventh fire station to ensure effective service to growing residential neighbourhoods to the south and the anticipated new Niagara Falls hospital to be bui lt in 2021. At its meeting of January 24, 2017, City Council asked for a staffing review of the Niagara Falls Fire Department including, but not limited to, a review of required response times and staffing levels of comparable sized municipalities. This review was initiated as part of the operational and capital budget process and the request for the funding of a new fire hall in the City’s south-west corridor. The review of station locations included an assessment of the current allocation and location of resources, forecast of future demands for service and population trends, and recommended changes to the current system. The review will analyze all fire service levels and related activities, including standard service levels which may be ranked as follows: 1. Mandatory – required by legislation 2. Essential – best practices critical to the operation of the City 3. NFPA 1710 and 1720 standards 4. Other/Discretionary - provided to respond to specific community needs Project Deliverables Objectives and Area of Study Emergency Management and Training Inc. (EMT), was charged with conducting a review that will comment on the timing of the new station and a comprehensive review of staffing numbers, including comparative data on the following nine items: 1. Number of Full-time Professional Firefighters 2. Number of Volunteer Firefighters 3. Number of Fire Stations (Full-time and Volunteer) 4. Number of calls 5. Call distribution by category 6. Response times 7. Tax assessment base (commercial vs. residential) 8. Estimates on “transient” population (i.e. students, visitors, etc.) 9. Geographic area The above data will assist Council in making an objective and informed decision on staffing and service levels to ensure community health and safety as well as fiscal efficiency and responsibility. Page 121 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 8 This review will also include a review of comparable sized municipalities. The study will provide staffing options and opportunities for the City’s consideration, such as changes to services and service levels, if required. This review will also include a risk assessment and strategies for making any recommended changes. A comprehensive report and presentation shall be made to City Council. Applicable Standards and Guidelines This report by Emergency Management & Training Inc. (EMT) has been based upon key performance indicators that have been identified in standards and safety regulations such as: • The Fire Protection and Prevention Act, 1997 • The National Fire Protection Association (NFPA) • The Office of the Fire Marshal and Emergency Management Public Safety Guidelines • The Commission on Fire Accreditation International Project Consultants Although several staff at Emergency Management and Training were involved in the collaboration and completion of this report, the overall review was conducted by: • Darryl Culley, President, Emergency Management and Training Inc. • Lyle Quan, Senior Fire Consultant • Richard Hayes, Fire Consultant Together, Darryl, Lyle and Richard have a combined emergency services experience of over 100 years. They have worked on many projects that range from service reviews, creation of strategic and master plans, and development of emergency response programs for clients. Community Overview The City of Niagara Falls is a vibrant City located in the heart of the Niagara Region. With a population of approximately 88,071 residents (2016 statistics) in a geographic area of 212 square kilometers. The population has grown from 82,997 in 2011 to 88,071 in 2016 which reflects an increase of 6.1%. It is estimated that approximately 12 million tourists come to visit Niagara Falls each year, with the peak tourist season being in the summer months. If each tourist is counted for one visitation per day, that equates to an additional 32,000 people within the City on a daily basis. Page 122 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 9 The City is bordered by Niagara-on-the-Lake, St. Catharines, Thorold, Welland, Port Colborne, Fort Erie, and the Niagara River that separates Canada from the USA. Niagara Falls is a community that is approximately 85% land based and 15% water based, which can present some unique challenges for the fire department when responding to calls for help along the Niagara River. Over the years, the City of Niagara Falls has witnessed many changes that equate to quite a few shifts in demographics, such as a growth in residential housing. As such, a thorough review of the City’s and the Fire Service’s future planning documents, goals and related objectives are being evaluated to ensure proper alignment with future needs. With a total land area of approximately 212 square kilometers (81.9 square miles), the total resident population density is 415 people per square kilometer (1,075 people per square mile). Breaking down the population by decades shows that the City has mostly experienced growth, with the exception of the period between 1951 and 1961 when the population dropped by 2.3%. However, Niagara Falls immediately bounced back over the next 11 years (1962-1971), when the population grew by a staggering 200%. Between 2011 and 2016, the population rose 6.1%, showing that the City is going to continue to grow in the coming years and will soon hit a milestone of 100,000 residents. The City of Niagara Falls has a high density of high-rise buildings, including residential apartment buildings, office buildings, and hotels. This, in itself, is a challenge for emergency responders due to what is known as “vertical response.” This is the time it takes from arrival at the location to the time it takes for emergency responders to arrive at the floor of the emergency. Fires on upper floors of high- rise buildings also require additional firefighters to move equipment and supplies to the site of the fire and assist in evacuation/rescue. Economy The City has a varied and diverse economy that is built upon an economic foundation anchored by tourism, manufacturing, food and beverage production, retail, and knowledge-based sectors. The City is linked to the world by extensive road, rail, water, air and telecommunications networks. Transportation Niagara Falls is both a key tourist destination for millions of visitors each year and a border City between Canada and the USA. Along with its inter-city road network, there are three main highways - the Queen Elizabeth Way (QEW), Hwy #420 and Hwy #405 - that bisect the City. Coupled with the highways and regular road networks, there is also a railway system that runs through several parts of the City. These rail lines are used for both freight and passenger service. Page 123 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 10 There is a private airport (Niagara South Airport) located near the QEW and Sodom Road, and a busy private heliport located at 3731 Victoria Avenue. The City is located within a one-hour drive of three international airports. FIGURE 1: Niagara Falls – In relation to the Niagara Region Review of Niagara Falls Fire Department (NFFD) The NFFD provides safe and effective emergency response, fire prevention and public educational services for the residents and visitors of Niagara Falls. The department consists of 132 full-time staff (116 are assigned to the suppression/firefighting division), consisting of a platoon system of four shifts. Fire suppression services respond from six stations that account for a total of 116 full-time and 104 volunteer firefighters. Over the past three years, the department has responded to well over 5,500 calls per year and is now at 6,410 calls in 2017. Page 124 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 11 The Fire Department is moving to the 24-hour shift system as of 7 January 2019. The department provides five main services: Fire Suppression/Rescue and Emergency Response (including medical emergencies); Fire Prevention; Inspection; Enforcement and Fire Safety Education; Training, Communications and Emergency Management. The approximate approved operating budget for fire is 20 million dollars. The fire department is presently comprised of six fire stations with a seventh station that is the key focus of this review. • Station #1 – 5815 Morrison St. (full-time station) • Station #2 – 7036 McLeod Rd. (full-time station) • Station #3 – 3401 Dorchester Rd. (full-time station) • Station #4 – 8696 Banting Ave. (volunteer station) • Station #5 – 11208 Sodom Rd. (volunteer station) • Station #6 – 8037 Schisler Rd. (volunteer station) • Station #7 – 8530 Lundy’s Lane (construction date and staffing are yet to be confirmed) There is a total of 18 fire apparatus distributed amongst the six fire stations. The list of apparatus includes pumper trucks, aerials, tankers and rescue trucks. There are also two marine units available at Station #4 for water rescue incidents. Planning and Assessment Planning is a key function of any organization and should be done with a focu s on the present needs of the community, coupled with its future growth and how this will affect the service demands on the fire service. The Office of the Fire Marshal and Emergency Management has identified three lines of defence for communities in relation to fire and life safety. These three lines are: 1. Education – fire safety education is the key to mitigating the fire and life hazards before they start. 2. Inspections and Enforcement – if the public education program does not prove effective , then the next step is for the fire department to enforce fire safety requirements through inspections and possible charges . 3. Emergency Response – if the first two lines of defen ce fail for whatever reason, the community, through its fire department , should be prepared to respond in an efficient and effective manner to put the fire out and/or mitigate the emergency itself. By conducting this fire service and station review, the department and the City have demonstrated a genuine investment in the future of the fire service and the community they serve. Project Approach During the project, EMT developed a series of in-depth reviews of the various functions, that centred Page 125 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 12 around station locations and staffing. A series of data analyses were undertaken (with the assistance of NFFD staff) using GIS software to plot response zones along with the response ability/coverage of the present locations and the future seventh station. The four main categories that this document will cover are: • Risk assessment • Response time analysis • Station locations and apparatus deployment • Community comparators During this project, EMT reviewed and considered historical data and trends affecting fire and emergency protection including population growth, demographics, risks, and incidents over the past three years. Call demand by call type, including fire, EMS, hazmat, etc. was broken down by percentages and related amounts based on the overall call volume numbers. Risk Assessment A risk assessment involves the compilation of several variables; the first is a review of the community, its demographics, and areas of vulnerability; the second is a review of call volumes, types of calls, and response capability of the fire department. By understanding what the risks are within the community, along with their location, coupled with the NFFD’s ability to respond in an efficient and effective manner, assumptions can be made in relation to future fire station locations and staffing needs. Simplified Risk Assessment (SRA) As noted in Public Fire Safety Guideline, PFSG 04-40-12A, a simplified risk assessment must be completed for the community to determine the needs and circumstances of the municipality along with establishing the level of fire prevention and public fire safety education required. Presently, this SRA is completed by fire departments in Ontario based on a standard template that was developed by the Office of the Fire Marshal and Emergency Management. The present program is focused on fire prevention and education initiatives based on community demographics and infrastructure. Any significant risks identified through the analysis should be addressed. For example , if the risk assessment indicates a significant threat to life or fire loss in multi-unit residential buildings, a program that will adequately improve their fire safety, such as routine inspections, would be appropriate to address the specific need of the community. As an accepted practice, an SRA should be completed every three to five years. However, if there is significant growth or change in the community, an annual update should also be conducted to Page 126 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 13 present a more realistic review and set of program upgrades/changes that are required to meet the needs of the community. As a minimum requirement, a community fire safety program must include: • A simplified risk assessment • A smoke alarm program • Distribution of fire safety education materials • Participating in inspections upon complaint or request to assist with Fire Code compliance Since each community is different, the simplified risk assessment and ensuing fire concern profile will assist in identifying the degree to which these activities are required in accordance with local needs and circumstances. The simplified risk assessment is made up of the following components: • Demographic profile • Building stock profile • Local and provincial fire loss profiles • Information analysis and evaluation • Priority setting for compliance • Implementing solutions The most recent SRA for Niagara Falls was completed in 2018. Excerpts from t his risk assessment are noted below. Demographic Profile • The City of Niagara Falls overall population in 2016 was 88,071 residents • The overall population has increased 6.1% from the 2011 census • The largest increase was with the senior population (aged 65 and over) which increased by 20.0% • There are approximately 12 million visitors to Niagara Falls each year (averages to approximately 32,000 visitors per day) All statistical data contained within this section was obtained from the 2016 Statistics Can ada census. Page 127 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 14 Population by Age and Sex Families and Households Vulnerable Individuals and Occupancies The City of Niagara Falls has several facilities that are considered care occupancies, care and treatment occupancies, or retirement homes. All of these facilities provide some level of special care to individuals regarding age, cognitive impairments, or physical limitations. Each of these impairments could limit an individual’s ability to evacuate independently. Many persons receiving special care have a limited capacity for self-preservation and therefore rely on staff for assistance in a fire emergency. City of Niagara Falls – VULNERABLE OCCUPANCIES Property Name Property Type Number of Residents Address Greater Niagara General Hospital Care and Treatment 187 (Fluctuates) 5546 Portage Road Bella Senior Care Residence Care Occupancy 161 8720 Willoughby Drive Salvation Army Eventide Home Care Occupancy 99 5050 Jepson Street Meadows of Dorchester Care Occupancy 68 6623 Kalar Road Millennium Trail Manor Care Occupancy 160 6861 Oakwood Drive Oakwood Park Lodge Care Occupancy 153 6747 Oakwood Drive Valley Park Lodge Care Occupancy 65 6400 Valley Way Donald L Reilly Centre Care Occupancy 10 3470 Sinnicks Avenue Kalar Road Residence Care Occupancy 9 4650 Kalar Road Bernice Mowatt Centre Care Occupancy 8 6646 Bellevue Street City of Niagara Falls - POPULATION BY AGE / SEX GROUPINGS Total Population 2016 % Male % Female 2011 % Change 88,071 82,997 + 6.1 0-14 13,250 51.4 (6,810) 48.6 (6,440) 12,920 + 2.5 15-64 56,970 48.8(27,805) 51.2 (29,165) 55,194 + 3.2 65 and over 17,850 44.3 (7,915) 55.7 (9,935) 14,870 + 20.0 City of Niagara Falls – TYPES OF PRIVATE HOUSEHOLDS Household Type Number % Total Private Households 35,915 100.0 Couple – family households with children aged 24 and under at home 9,925 27.6 Couple – family households without children aged 24 and under at home 9,830 27.4 Lone-parent family households 5,345 14.9 One-person households 10,110 28.1 Multiple family households 705 2.0 Page 128 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 15 Windgate Residence Care Occupancy 8 4846-4848 Windgate Drive Chelsea Residence Care Occupancy 6 7535 Chelsea Crescent Maitland Residence Care Occupancy 6 6362 Maitland Street Palmer Supportive Living Care Occupancy 38 5165 Palmer Avenue Cavendish Manor Retirement Home 89 5781 Dunn Street Emerald Retirement Residence Retirement Home 113 5807 Ferry Street Greycliff Manor Retirement Home 62 8158 Lundy’s Lane Lundy Manor Retirement Home 106 + 7860 Lundy’s Lane Nimigon Retirement Residence Retirement Home 16 7715 Beaverdams Road Queenston Place Retirement Home 80 6440 Valley Way River Road Retirement Residence Retirement Home 96 + 4067 River Road Willoughby Manor Retirement Home 52 + 6584 Bridgewater Street The individuals cared for in these occupancies are defined as vulnerable under the Ontario Fire Code because of their limited capacity for self-preservation. Another vulnerable group that the fire department has identified within the community, that does not fall directly into this category, but are significantly at risk of injury from fire due to cognitive and physical limitations, are the individuals residing at motels. Over a number of years there has been a decline of tourists seeking accommodation at the City’s motels as they opt for the newer hotel complexes. As a result of this decline in business, property owners sought a different clientele in order to sustain their businesses and maintain their properties. Many motel owners began renting guest suites on a monthly basis to residents, which supported a need in the community for affordable housing. This has proven to be an effective way to address some social problems within the community, however, the change in occupancy of these properties, from mere accommodations for the traveling public to long-term residential occupancies, has changed the fire risk of these properties. Another demographic group that should be taken into consideration as a vulnerable group is school- aged children. The following chart indicates the number of schools within the City of Niagara Falls and includes the number of students in attendance at those facilities. City of Niagara Falls – 2017/18 SCHOOL ENROLLMENT School Grades Enrollment Elementary Schools Cherrywood Acres JK-8 223 Forestview Public School JK-8 714 Greendale Public School JK-8 311 Heximer Street Public School JK-8 203 James Morden School JK-8 303 John Marshall JK-8 365 Kate S. Durdan JK-8 430 Page 129 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 16 Martha Cullimore School JK-6 185 Orchard Park School JK-8 341 Prince Phillip School 4-8 405 Princess Margaret School JK-8 380 River View School JK-8 352 Simcoe Street School JK-8 155 Valley Way Public School JK-8 240 Victoria Public School JK-8 86 Cardinal Newman School JK-8 542 Father Hennepin School JK-8 262 Loretto School JK-8 577 Mary Ward School JK-8 371 Notre Dame School JK-8 274 Our Lady of Mount Carmel JK-8 445 Sacred Heart JK-8 270 St Gabriel Lalemant JK-8 160 St Mary School JK-8 182 St Patrick School JK-8 187 St Vincent De Paul JK-8 260 Secondary Schools A.N. Myer 9-12 1086 Stamford Collegiate 9-12 600 Westlane Secondary 9-12 700 St Michael Secondary 9-12 927 St Paul Secondary 9-12 799 St Ann Adult Learning Centre N/A 200 (+/-) Totals 12,535 Population Fluctuations According to the Niagara Falls Community Overview provided by the Business Development Department of the City of Niagara Falls, there are approximately 12 million visitors to the City each year. The resources required to address the fire safety needs of the visitor population and related infrastructure considerably reduce the resources that also need to be directed towards the fire safety requirements of the [permanent] resident population. The incorporation of a seventh fire station will go a long way to assisting the NFFD in meeting the future needs of both the increase in permanent population and the influx of the tourist population. As seen in the coverage map on page 34, the location for Station 7 will offer enhanced service to the noted area. Page 130 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 17 Demographic Profile and Concerns 1. Since the NFFD profile indicates that the majority of the population is between 15 and 64 years of age, consideration should be given to providing additional fire safety education to this group, which could be accomplished by using influencers such as employers, workplace health and safety committees, or other direct means. 2. The City of Niagara Falls has had a significant increase to the 65+ demographic since the 2011 census. This group has historically been identified as vulnerable. These individuals include those persons not only living independently, but those in hospital, nursing home facilities, or any other facility where the occupants are dependent upon staff because they are non- ambulatory. Many of these individuals may also have cognitive impairments, which could limit their ability to escape quickly if a fire should occur. Studies confirm that seniors are slower to react to the sound of a fire alarm, slower to wake, slower to get moving, slower to get out of a chair or bed, and therefore slower to escape. By ensuring that the Niagara Falls Fire Department continues to make certain the requirements of the Ontario Fire Code and Fire Protection and Prevention Act are complied with, including annual inspections and evacuation drills of the facilities housing, we can reduce the risk to this specific group. A gap that should be addressed is the ability to adequately reach the senior population that currently lives in their own home or apartment. The fire department should consider using influencers of this demographic group such as organizations like Meals on Wheels, mobile health/home care organizations, and church groups to deliver important fire safety messaging to this group. 3. The population explosion that occurs as a result of the tourism industry influences the level of service that can be provided to the resident population, as resources required are directed to this sector. Building Stock Profile Information in the table below is intended to provide an approximate inventory of the properties within the community. The data collected corresponds closely with the Ontario Building Code classification system. Building Classification (as per the Ontario Building Code) Group A Assembly 567 Group B Institutional 44 Group C Residential Single-Family Detached 24,371 Semi-detached 1,870 Duplex 611 Multi-unit Residential (3 to 6 units) 246 Multi-unit residential (7+ units) 106 Town House 421 Page 131 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 18 Row Housing (7+ units) 13 Residential Condominium 2,310 Co-op Housing – non-equity 6 Residential with commercial or industrial unit 45 Bed & Breakfast 59 Motels / Hotels 149 Rooming / Boarding House 7 Group Home 1 Retirement Home 10 Mobile Home Park 3 Other Residential 288 Residential Total (30,516) Group D Personal Services 136 Group E Mercantile 466 Group F Industrial High Hazard Industrial 11 Medium Hazard Industrial 320 Light Hazard Industrial 132 *** Non-Classified Buildings Amusement Park 3 International Bridge 2 Campground 5 Marina 1 Communication Building 4 OPG Hydraulic Generating Station 1 Transformer Station 18 Pipelines 4 Compressor Station – for Gas Distribution 7 Golf Course 22 TOTAL 32,259 The City has a considerable number of mixed occupancy buildings, residential occupancies above businesses, and personal service occupancies, as well as above mercantile occupancies, mostly concentrated in older core areas. The City has, in relation to its size, a very high number of bed & breakfasts, hotels, and motels. We have also noticed a trend towards strip plazas containing business and personal service occupancies and industrial occupancies now being populated by both assembly and mercantile occupancies. Page 132 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 19 Municipal Loss Profile The following chart indicates the data collected over a three-year period (2015-2017) related to fire incidences in the City of Niagara Falls. The data includes the frequency of fires in specific occupancy types and the dollar loss associated with those fires. Occupancy Classification 2017 2016 2015 # of Fires $ Loss # of Fires $ Loss # of Fires $ Loss Group A Assembly 1 5,000 8 401,000 7 90,210 Group B Institutional 0 0 0 0 2 6,500 Group C Residential 43 2,067,273 48 2,877,751 36 1,149,100 Group D Personal Services 0 0 0 0 2 4,000 Group E Mercantile 2 1,500,000 3 302,000 0 0 Group F Industrial 4 165,100 3 401,000 2 100,000 Automobiles 17 130,101 18 881,500 21 142,000 Miscellaneous 3 158,000 15 114,000 17 36,252 TOTALS 72 $4,025,474 95 $4,977,251 87 $1,528,062 Within the 2018 SRA, the following areas were identified as concerns: 1. Vulnerable groups such as seniors and those with physical difficulties 2. Certain barriers to public education due to such a high seasonal and transient population 3. Population explosion due to the tourism industry As noted in Public Fire Safety Guideline – PFSG 04-41-12, municipalities are responsible for the provision of fire protection services within their area of jurisdiction. As a minimum, communities must establish and deliver programs which include public education with respect to fire safety, as well as certain components of fire prevention. The Community Fire Safety Officer/Team is one method of providing a reasonable level of community fire safety for certain circumstances in small communities that may lack tradit ional fire suppression resources. The primary focus of the Community Fire Safety Officer/Team is on fire safety, rather than on readiness for suppression. Service Delivery Options • Locally by the municipality • Purchased from another municipality, territory without municipal organization, or person • Jointly managed and operated with another municipality • Any combination of the above Page 133 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 20 Community Risk Assessment Program To reinforce this need for the SRA and to create a more encompassing community risk profile, the Provincial government has recently passed three new fire service regulations, one of which is the mandatory development of a Community Risk Assessment. This new CRA program will go beyond what the present program requires, by having each community and its fire department also look at overall risks to a community such as weather, hazardous material incidents, and even road, rail and air concerns that may exist within a community. To assist communities in the development of a CRA, a template is being developed by the Office of the Fire Marshal and Emergency Management and should be released in late 2018 or early 2019. This new CRA will build on the present SRA to formalize and enhance the assessment process for evaluating community fire safety needs based on such things as population growth, demographics, infrastructure challenges and response time capabilities of a fire department. The development of such a risk assessment lies on the shoulders of the Fire Prevention Division. As such, more emphasis will be placed on this division to not only identify annual fire prevention and education programs, but also create a new CRA every five years including annual reviews and updates. Recommendation #1: 1. Because fire prevention is the least costly way of providing loss control, reducing fire related injuries and death, and reducing fire service demand in the long -term, additional focus on fire prevention is encouraged based on the City’s size and forecasted growth. To accomplish this NFFD should: o Place more emphasis on fire safety/public education through the future creation of a dedicated Public Education Officer. o Presently, on-duty firefighters do play a role in public education at the fire stations, a residential smoke alarm and CO campaign, along with other community events. Wherever possible, NFFD should enhance the utilization of the on-duty firefighters (for fire prevention/education efforts). This would be accomplished through the development of an annual program that outlines fire prevention and fire safety initiatives to be accomplished within that calendar year. Associated Costs: • The cost of a Public Education Officer would be approximately $105,000.00 per year. • Minimal costs that are based on the increased use of on-duty firefighters for public education and fire safety inspections. o Budget depends on the identified needs/recommendations made by the Fire Chief. Page 134 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 21 Response Time Guidelines and Analysis The goal of any fire service is to ensure an efficient and effective response to the community’s needs when called. When considering the response times and related needs for a community, the fire response curve (fig 2) presents the reader with a general understanding of how fire can grow within a room over a short period of time. As noted in the fire propagation diagram, after eight minutes, a small fire can grow beyond the room of origin; hence the need for initiating fire suppression activities as soon as possible. It must also be noted that within the overall response time criteria, other times must be taken into consideration, such as: • Receiving the call (from the place in need) • Dispatching the call (sending out the message to the fire station) • Turnout time (Once the tones are set off, how long does it take for the firefighters to arrive at the station, gear up and get the fire truck rolling out of the fire station? This time varies greatly between full-time and volunteer firefighters.) • Actual travel time to the scene • Time to assess the situation, gear up, advance hose lines (if an actual fire) Keep in mind that NFFD responds to more than just fires. For example, with medical calls , brain death can occur if the body is starved of oxygen for more than four minutes. Hence the reason to be as efficient and effective as possible in responding to calls for assistance. To address this, NFFD has implemented a tiered response program that has two fire vehicles respo nding to all calls (which is monitored by the Fire Chief). FIGURE 2: Fire Response/Propagation Curve Page 135 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 22 Based on the statistics illustrated in the above fire response/propagation curve, the goal of any fire department is to arrive at the scene of the fire and/or incident as quickly and as effectively as possible. By arriving on scene in eight minutes or less, there is increased potential to contain the fire by reducing further spread of the flames to the rest of the structure. However, if the first arriving fire attack team arrives with only three firefighters on board , it is limited to what operations it can successfully attempt. Based on NFPA and Fire Health and Safety Section 21 Guidelines, no interior attack can be made by the firefighters until more staff arrive on scene. The initial expectation is that a minimum of three firefighters and one officer arrive on scene in the first arriving fire apparatus to make up the initial response team. The National Fire Protection Association (NFPA) suggests that response time s should be used as a primary performance measure in fire departments. Although Niagara Falls Fire Department (NFFD) has adopted the use of response time measurement as a guide to evaluate their capabilities, these times are not clearly identified in any official City document. NFPA standards recommend two levels of response criteria that relate to Niagara Falls’ population densities; these levels are the NFPA 1710 and 1720 standards. These standards are summarized as follows: NFPA 1710 – section 4.1.2.1 Standard for the Organization and Deployment - by Career Fire Departments • 240 seconds or less travel time for the arrival of the first arriving engine company at a fire suppression incident • For structures other than high-rise, 480 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident • For high-rise, 610 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident • 240 seconds or less travel time for the arrival of a unit with first responder with automatic external defibrillator NFPA 1720 – section 4.3.2 Standard for the Organization and Deployment - by Volunteer Fire Departments • Urban Zones with greater than 1000 people per square mile, there should be a minimum response of 15 staff with a response time of 9 minutes, 90 percent of the time • In Suburban areas with population of 500 – 1000 people per square mile, there should be a minimum response of 10 staff within 10 minutes, 80 percent of the time • In Rural areas (population of less than 500 people per square mile), there should be a minimum response of 6 staff within 14 minutes, 80 percent of the time. Page 136 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 23 In relation to NFPA 1720, the City’s population has a density of over 1000 people per square mile, which means that NFFD should be utilizing 10 staff in 10 minutes, 80 percent of the time. While the NFPA standards have no legal status in Canada, they are based on the collective experience of professional firefighters and technical research. These standards are considered to be the most technically comprehensive and are widely accepted in jurisdictions across the continent. Therefore, the NFPA guidelines have been relied upon as the primary benchmarks for this report. Response Data The charts illustrated in Figure 3 identify a comparison of response types and the response breakdown among the six fire stations for 2017. This information should not be taken in isolation as it simply reflects response data that, when combined and compared with other factors such as time of year, time of day, etc., can help the NFFD develop a more accurate accounting of response times. These charts (through the use of the supplied data) help to identify the types of calls that are creating the bulk of response demands and which station(s) are called upon the most for these responses. The NFFD responds to a myriad of calls that range from medical assist, to fires and fire prevention related inspections/inquiries. This is what is expected of a full-service fire department. During this response data review, EMT did not identify any areas that would support a recommendation relating to any service level reduction. This finding was supported by the current population, present and future statistics, and the approximate 12 million visitors each year to the City. Any actual change in service level would be at the discretion and approval of Council, as they are the authority having jurisdiction. However, as already noted, EMT is not recommending any changes in service level (and call types) at this time. EMT’s review of response data and population has identified for the past three year s that there is a steady increase of approximately eight to nine percent in call volume as the population grows. If this increase continues as data suggests, the NFFD could see themselves responding to over 7,000 calls per year the within the next three to five years. As it currently stands, there is no governing body held accountable for determining the necessary number of firefighters/fire stations required based on call volumes and/or population. However, the NFPA does offer response times (for both career and volunteer firefighters) as a goal for fire departments to strive towards. To ensure optimum efficiency is being maintained with the construction and staffing of Station 7, a review of response times was also conducted. It was found that at present, the 90th percentile travel time (from station to scene) is seven minutes. The actual response time of receiving the call and arriving on scene is nine minutes, 90% of the time (by other stations). With the opening of Station 7, Page 137 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 24 this time would be significantly reduced to approximately five minutes anywhere within this new coverage area. A calculation of total number of calls that occur in the Station 7 catchment area is 884 calls. Presently, 52 of these calls were in the Station 2 area, while 132 were in the Station 3 area. The following is a basic breakdown of the types of calls that the Station 7 crew would respond to: CALL TYPES # OF CALLS Accident or illness related (cuts, fractures, etc.) 38 Alarm System Equipment – Accidental Activation 17 Alarm System Equipment – malfunction 32 Alcohol or drug related 50 Asphyxia, Respiratory Condition 78 Assistance not required by other agency 77 Assistance to other agency 17 Assistance to police 12 Assisting other FD 1 Authorized controlled burning – complaint 4 Burns 4 Call cancelled on route 24 Chest pains or heart attack 79 CO false alarm – equipment malfunction (no CO present) 29 CO false alarm – perceived emergency (no CO present) 13 CO incident, CO present 6 CPR Administered 8 Fire 8 Gas leak-natural gas 8 Human – Accidental alarm 6 Human – Malicious intent, prank 7 Human – perceived emergency 2 Incident not found 9 Medical Aid not required upon arrival 13 Medical/resuscitator call – no action required 24 No loss outdoor fire 5 Open air burning/unauthorized controlled burning 23 Other cooking/toasting/smoke/steam 7 Other false fire call 7 Other medical/resuscitator call 59 Other pre-fire conditions (no fire) 5 Other public service 25 Other rescue 1 Other response 7 Overheat (no fire) 3 Oxygen administered 46 Page 138 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 25 Pot on stove (no fire) 5 Public hazard 3 Rescue false alarm 1 Rescue no action required 2 Ruptured water/steam pipe 1 Seizure 18 Spill –Miscellaneous 1 Traumatic shock 1 Vehicle Collision 70 Vehicle extrication 1 Vital signs absent, DOA 25 Of these 884 calls, 671 are single vehicle responses that would be handled by the new Station 7 crew alone, with 213 calls requiring more than a one vehicle response. These additional vehicles would most likely come from stations 1 and 2. FIGURE 3: Yearly Comparisons of Calls for all Stations for 2015, 2016, 2017 and 2018 Call Comparisons for Three Year Period 2015 2016 2017 2018 Property Fires/Explosions 145 167 121 94 Over pressure rupture/explosion (no fire) 9 6 5 0 Pre-fire conditions/no fire 160 164 156 131 Burning (controlled) 205 228 186 194 CO2 Alarm Calls 217 243 211 216 Fire Alarm Activations 611 564 612 678 Public Hazard 139 167 138 125 Rescue 440 478 529 545 Medical/Resuscitator Call 2510 2570 2771 3084 Other Response 1114 1091 1128 1058 Totals 5550 5678 5857 6125 Page 139 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 26 General Breakdown of Call Types and Percentages for 2018 More Data for 2017, 2016 and 2015 can be found in Appendix “C”. Property Fires/Explosions,94, 1.5% Over pressure rupture/explosion (no fire), 0, 0% Pre-fire conditions/no fire, 131, 2.2% Burning (controlled),194, 3.2% CO Alarm Calls,216, 4% Fire Alarm Activations, 678, 11% Public Hazard, 125, 2% Rescue 545, 9% Medical/Resuscitator Call, 3084, 50% Other Response, 1058, 17% Call Types 2018 Property Fires/Explosions Over pressure rupture/explosion (no fire) Pre-fire conditions/no fire Burning (controlled) CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/Resuscitator Call Other Response Page 140 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 27 Response Data Review: After a review of the three-year response data, it is apparent that: • Presently, the three full-time stations account for the bulk of NFFD’s calls. Out of the 6,125 calls in 2018, stations, 1, 2 and 3 responded to 5,512 calls or 90% of the total call volume. • Over the past three years, the overall call volume for the NFFD has increased by approximately 9% per year from 5,550 responses in 2015 up to 6125 responses in 2018. o This, in itself, is taxing the three full-time stations in meeting response time expectations as noted by the NFPA 1710 standard. • Stations #1 and #2 are the first response units to the planned Station #7 area. These two stations are the stations that are experiencing the greatest increase on call volume, from 3,973 responses in 2015 to approximately 4,551 responses in 2018 o Having Station #7 built will assist stations 1, 2, and 3 in meeting response expectations of the community (and the fire department). • It is also noted that Station #4, which is presently a volunteer station, is experiencing a call volume that, if it continues to increase, may necessitate the up-staffing of this station by a full- time component. Due to an increase in call volume for fire Station #4, the NFFD should keep a constant tracking of response times of the volunteers to this station. There is no doubt that they are a dedicated team of professionals, but some composite departments, such as Clarington Fire, have used a formula of one call per day as a tipping point towards considering the implementation of a full-time component to a volunteer (staffed) station. This full-time component could initially be the up staffing by two full-time personnel, a driver and captain, to be ready to respond to fire/rescue calls as soon as two or more volunteers arrive at the fire station or respond to medical calls as a crew of two without paging the volunteers. This process has the ability to speed up the response times of these stations and also ensures that a driver and officer are always available at the fire station. At this time, EMT is not recommending that station #4 become a composite or full-time station. We are only suggesting that ongoing monitoring of call volumes and turnout times of the volunteer firefighters is warranted to ensure the reliability of this station. • Ongoing observation of call volumes for Station #4 should be closely monitored for the following items: o Call volumes and related turnout times of the volunteer firefighters. o Reliability of sufficient resources responding to the fire station, along with: ▪ Time of day that is creating the greatest concerns • If NFFD identify an increase in turnout/response times along with a possible decrease in numbers of volunteers attending calls (at Station #4), then consideration should be given to Page 141 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 28 the following: o An increase in the volunteer complement for Station #4 o Staffing of a small complement of full-time firefighters to ensure the fire vehicle is ready to respond once sufficient volunteers have arrived o A review and identification of when the greatest number of calls occur and creating a day-time, full-time complement, with coverage in the evening and weekend hours solely by the volunteers Fire Station Location Analysis A fire station location analysis begins with an evaluation of the distribution of apparatus and personnel throughout a department’s response/service area relative to population and special risk demands and challenges. A second factor in the review is the department’s ability to meet system performance goals as noted in NFPA standards based on the present fire station locations. The answers to the above noted points are rarely straightforward, because a fire department may be meeting its response goals in one area of the City but not the rest. This is an area where Emergency Management and Training Inc. evaluated response data provided by the fire department, along with collating the overall ability to meet industry standards (through either the NFPA 1710 or NFPA 1720 staffing response requirements). Present Staffing and Vehicle Deployment As already noted, the NFFD has a complement of 116 full-time fire suppression staff, consisting of a platoon system of four shifts. Fire suppression services respond from six stations that account for a total of 116 full-time and 104 volunteer firefighters. There is a total of 18 fire department vehicles distributed amongst the six fire stations. The full-time station shift vehicle and staffing complement are: • Station #1 – 3 fire vehicles, plus the Platoon Chief unit for a minimum staffing of 14 staff • Station #2 – 1 fire vehicle with a minimum of 4 staff • Station #3 – 1 fire vehicle with a minimum of 4 staff This puts the present minimum suppression staff on duty at 22. However, at any given time, the NFFD has a total shift complement of 29 full-time firefighters. This staffing complement of 29 allows for absences due to vacation or illness. Changes in Resource Deployment to Meet Future Needs For this review, EMT has been advised that a pre-selected site has been secured for a future seventh fire station. It must now be determined when the station should be built and what type of staffing requirements are needed for this new fire station. Page 142 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 29 Based on assessing three years of data, a set of general assumptions can be drawn in relation to population verses call volumes. This by no means is a scientific evaluation but, with no industry standard to base our recommendations on, population verses call volume is one factor that can assist with drawing certain conclusions and recommendations. The goal is to supply the City with the best and most realistically implementable option(s). With a present population of approximately 89,000 and a call volume of 6,400 calls, this equates to 7.2 calls per 1,000 population. With an anticipated growth of population to 100,000 within the next 10 years, this could equate to a total call volume of 7,200 calls for the NFFD. This translates to another 9% increase over the next 10 years, or less. As noted in a past station location report submitted in 2012 by the MMM Group, much of the projected development has occurred within the response area of the proposed new fire station. This projected development will also precipitate the need for the new station. Fire Station Location and Other Considerations Fire stations should be situated to offer the most efficient and effective response to the community they serve. Centering them within a determined response zone that is simply based on “timed” responses is not always the best option to implement. Fire station location depends on many factors such as key risks within the response zone, future growth of the community, and even whether or not this will be a station that is staffed (in the future) by full-time or volunteer firefighters. Another consideration is the geographical layout of the community that can include natural barriers or divides, such as water, that makes it necessary to have some stations located within close proximity of each other. Public Fire Safety Guideline – PFSG 04-08-13 on Fire Station Location notes fire stations should be situated to achieve the most effective and safe emergency responses. Distance and travel time may be a primary consideration, however, if a basic expectation is set by the community’s decision makers, then a more realistic level of service and fire station location criteria can be identified. As noted in figures 5 to 7 on pages 34, 35 and 36, with the addition of Station 7, the fire stations will be located throughout Niagara Falls in a manner that appears to offer a solid level of coverage for the community. Figure 6 is a map of the fire station locations along with the locations of calls for service. As the reader will note, the bulk of the responses are presently in the northern section of the City. Based on the anticipated population and commercial growth of the new Station 7 catchment area, EMT is recommending that the new station be built within the next few years to allow the NFFD to stay ahead of this anticipated growth. The response time data confirms that call volumes are increasing in the proposed Station 7 location, which is putting greater pressure on stations 1 and 2 for responses. During the review of call volumes, it was identified that the new fire station would be responding to 29pprox.. 800 calls per year in its assigned area, which are presently being covered by Page 143 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 30 stations 1 and 2. These 800 responses are not additional calls; they are calls that are occurring currently within this area. However, with future growth forecasted, this amount of call volume will only increase in the Station 7 area. By responding to calls in the Station 7 zone, the present stations will be less able to respond to their own areas efficiently (if Station 7 was in place), which is a concern noted by the Fire Chief and corroborated by data received by EMT. Having Station 7 in place will reduce the number of calls that stations 1, 2 or 3 respond to in that range for calls requiring single apparatus response, such as medical calls. Presently, medical responses account for 43% of the overall call volume. Page 144 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 31 FIGURE 5: Niagara Falls Fire Station Locations Page 145 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 32 FIGURE 6: Call Cluster Map Page 146 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 33 Note: During review of call volumes, it was identified that the new fire station would be responding to 33pprox.. 800 calls per year. This amount of call volume would most likely exceed the ability of volunteer firefighter utilization. As such, EMT will be presenting some options for full-time staffing of the station (later in this report). FIGURE 7: Response Time Grids In this map, stations 1, 2, 3 & 7 have been plotted with a 4-minute drive/response time. Stations 4, 5 & 6 have been plotted with 7-minute drive/response time. The 7-minute time takes into consideration a minimum of 3-minute response to the fire station by the volunteer firefighters (before they are actually driving to the incident). Page 147 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 34 As noted in the response grids, which include the new Station 7 response area, the set-up of the fire stations offers a comprehensive level of coverage within the City. EMT had evaluated the option of closing of a fire station such as Station 2 and relocating it to a more central position, but this resulted in leaving some large gaps in certain response areas. As such, this option of closing and relocating a fire station was not considered as a viable recommendation that would continue to serve the nee ds of the community with future growth in mind. Recommendations #2: 2. Based on the anticipated growth in population and infrastructure (residential and commercial buildings), the location identified for Station #7 is well situated to meet future needs. Based on growth and related call volumes, the station should be built within the next two years to ensure that NFFD will be able to meet the anticipated challenges. o During review of call volumes, it was identified that the new fire station would be responding to approximately 800 calls per year. This amount of call volume would exceed the ability of volunteer firefighter utilization. In our experience, rarely is a station that does more than 400 calls per year staffed with volunteers . o Therefore, with 800 plus calls per year, it is recommended that this new station be staffed by full-time firefighters. Associated Costs: • Construction costs will be determined by the design, size, and timing of Station 7. Station 7 Staffing There are numerous factors to be considered when determining the appropriate staffing for a fire department and/or individual station. Ultimately, it is the City Council who will set the level of fire protection for a community. There are a number of standards and research programs that assist in setting staffing standards including: • National Fire Protection Association (NFPA) • Center for Public Safety Excellence • Commission on Fire Accreditation International • Office of the Fire Marshal and Emergency Management Other considerations must include: • Call volume/work load – what is reasonable to expect from volunteers vs. career firefighters • Response times – what are the acceptable response times for the community or area of the community • Depth of response – how many firefighters are required to fight a fire based on the risk and Page 148 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 35 how long it will take to assemble them • Call locations – where are the highest densities of calls occurring • Community risk factors – what are the types of structures (e.g. residential, high rise, industrial, vulnerable occupancies) in the coverage area The term “volunteer” is really referencing a paid on-call firefighter who is an employee of the City. These firefighters must meet the same minimum training standards that a career firefighter is required to (NFPA 1001 Firefighter 1). These firefighters must also be properly equipped in the same manner as a career firefighter. Utilizing Volunteers for Station 7 There are a number of factors in considering the use of volunteers to staff Station 7. The community of Chippawa (Station 4) has had a long history of volunteer firefighters while the local population has been slowly growing. Even with this history of volunteerism, the station has, in the past, struggled to keep adequate numbers of volunteers. Identifying this struggle, response guidelines included having career firefighters from Station 2 respond to all calls in that area. This has now been scaled back to only include weekday day shifts, but this still highlights the challenge of getting an adequate number of firefighters out to respond to calls. Recruiting an adequate number of volunteers for the Station 7 area may be a challenge. While some of the volunteers may wish to transfer to Station 7, that may result in a staffing issue for the other volunteer stations. One of the challenges of a volunteer is that they have work, family, personal, and other community commitments limiting their availability to respond to a call. It is estimated that the Station 7 apparatus would respond to approximately 800 calls per year. This high call volume would place an extremely high demand on the volunteer firefighters in addition to their mandatory training. This would require the expectation that firefighters respond to an average of 2 calls per day in addition to their work, family, personal, and other community commitments. In our experience, we have never seen a fire station, staffed solely by volunteers, responding to 400 calls or more. One of the advantages of having a composite fire department (mix of career and volunteer firefighters) is that the volunteers can be activated to assist in major fire incidents. While this does not change our recommendation to staff Station 7 with career firefighters, it does speak to the additional capacity the fire department has in being able to utilize the volunteer firefighters from stations 4, 5 and 6 in the event of a major incident. Career Staffing Options Option #1 Currently, Station 1 first response vehicles include a pumper, aerial, and rescue truck (three trucks), Page 149 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 36 plus a command vehicle staffed by the Platoon Chief and a Fire Incident Technician. Station 2 and Station 3 each have one first response pumper. Replacing the rescue truck with a pumper/rescue truck could permit the deployment of the pumper from Station 1 to Station 7, leaving two trucks (a pumper/rescue and an aerial), at Station 1. There would not be any additional staffing required. While this option is cost neutral, it reduces the response capabilities at Station 1, which covers the most densely built-up area of the City. Option #2 Currently there are 29 career firefighters on each platoon, with a minimum platoon staffing of 22 firefighters. The minimum staffing is 4 firefighters on each apparatus (5 apparatus staffed per platoon) plus a Platoon Chief and a Fire Incident Technician staffing a command vehicle. Many fire services will staff their front-line apparatus with 5 firefighters to allow for vacations, sick time, and other absences to meet the minimum of 4 firefighters. With 5 apparatus, this is equivalent to 25 firefighters. When the Platoon Chief and the Fire Incident Technician are factored into the mix, a staffing of 27 firefighters would be adequate for most situations, where the current staffing is 29. Option 2 recommends keeping the same complement of vehicles at Station 1, by assigning 2 staff to the aerial and keeping the pumper and rescue at 5 each, with the Platoon Chief vehicle at the present staffing of 2. This would allow the movement of one full crew of 5 to Station 7 without hiring any additional firefighters. Note: The reduction in aerial staffing is being noted because this unit is generally a secondary responding unit to calls in which two or three other pumper trucks are also responding. This amount of vehicle and staffing response does allow for a large number of firefighters on scene. The aerial’s function is to allow for either access to upper floors and/or roof areas of a structure, rescue operations and even as an elevated water tower. Having two firefighters on this unit wil l allow for immediate set up and operation of the aerial as other firefighters at the scene are utilized for the noted operations. However, this reduction is meant only as a temporary situation. As such, staffing is to be increased by two firefighters annually to bring the number of staff on the aerial back-up to the present complement of four (three firefighters and one officer). Present staffing totals: • Station 1 = 14 (pumper – 5 firefighters, rescue – 5 firefighters, aerial – 2 firefighters, Platoon Chief and Emergency Incident Technician – 2 firefighters) • Station 2 = 5 firefighters • Station 3 = 5 firefighters • Station 7 = 5 firefighters Page 150 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 37 Total staffing for this option = 29 Due to the utilization of the two spare firefighters per platoon who help to cover for shift vacancies, there will likely be an increase of overtime expenditures. For this option the NFFD has the availability of using one of its spare pumpers, but this would reduce the spare fleet below the recommended FUS level of one spare per eig ht pumpers. As such, an additional pumper or pumper/rescue would be required, in the near future, for this option. Option #3 Currently there are 29 firefighters on each platoon, with a minimum platoon staffing of 22 firefighters. The minimum staffing is 4 firefighters on each apparatus (5 apparatus) plus a Platoon Chief and a Fire Incident Technician staffing a command vehicle. Many fire services will staff their front-line apparatus with 5 firefighters to allow for vacations, sick time, and other absences. With 5 apparatus, this is equivalent to 25 firefighters. When the Platoon Chief and the Fire Incident Technician are factored into the mix, a staffing of 27 firefighters would be adequate for most situations. It would be possible to move 2 firefighters from each platoon to Station 7 without impacting normal minimum staffing at the other stations. Fully staffing Station 7 with five career firefighters per platoon would necessitate the hiring of 12 additional firefighters. This would result in Station 1 having a fully staffed pumper, rescue and aerial truck (each with a minimum of four firefighters), as well as Station 7 being fully staffed with a minimum of four firefighters. Due to the utilization of the reduction of the firefighters who cover for s hift vacancies, there will likely be an increase of overtime expenditures. For this option, the NFFD has the availability of using one of its spare pumpers, but this would reduce the spare fleet below the recommended FUS level of one spare per eight pumpers. As such, an additional pumper or pumper/rescue would be required, in the near future, for this option. Option #4 To add a new fully staffed pumper to Station 7, without making changes to any other station, would require the hiring of 20 additional firefighters. An additional pumper or pumper/rescue would be required for this option. Associated Costs: • Option #1: No additional staffing costs associated with this option, however, the purchase of a Page 151 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 38 pumper/rescue truck would have an estimated cost of $650,000 - $800,000. • Option #2: No permanent firefighters hired, however, there would be an increase in overtime costs. A pumper or pumper/rescue would be required for this station . o For this option the NFFD has the availability of using one of its spare pumpers, but this would reduce the spare fleet below the recommended FUS level of one spare per eight pumpers. As such, an additional pumper or pumper/rescue would be required, in the near future, for this option. o Cost of a pumper or pumper/rescue would be approximately $650,000 - $800,000 depending on which truck is selected. • Option #3: The cost of hiring 12 additional firefighters would equate to an ongoing cost of approximately $1.2 million per year. A pumper or pumper/rescue would be required for this station. o For this option the Department has the availability of using one of its spare pumpers, but this would reduce the spare fleet below the recommended FUS level of one spare per eight pumpers. As such, an additional pumper or pumper/rescue would be required, in the near future, for this option. o Cost of a pumper or pumper/rescue would be approximately $650,000 - $800,000 depending on which truck is selected. o This option may see an increase in overtime, due to the lack of having two floater firefighters per platoon. As such, overtime should be monitored to ensure that this amount does not exceed the cost of increasing staffing to ensure the two floater positions per platoon. • Option #4: The ongoing cost of the 20 firefighters would be approximately $2 million per year. A pumper or pumper/rescue would be required for this station with an approximate cost of $650,000 - $800,000 depending on which truck is selected. Recommendation #3: 3. It is recommended that Station 7 be staffed with career firefighters to en sure a consistent and reliable response 24/7. o Due to the continued growth in the community, increasing call volumes, the demands of the transient tourist population, and the challenges of high -rise and rescue responses, Station 1 should be maintained with three apparatus including a pumper, an aerial, and a rescue truck to serve the most urban area of the City. o Four options have been presented by EMT. It is our recommendation that Option #2 be the preferred option for implementation. Page 152 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 39 Community Comparators During the project review and data analysis, EMT also conducted a survey of other departments to identify what similarities may exist. This review was also to identify how the NFFD is positioned based on the comparable communities. Again, it must be stressed that no two communities are alike, varying in geography and related response challenges, population demographics, infrastructure and planned growth. However, Niagara Falls is a very unique community based on the sheer volume of tourism. As noted previously in this document, it is estimated that 12 million people visit Niagara Falls on an annual basis. If this was factored into the overall population, that would be an increase of approximately more than 32,000 people per day. Although the other comparable communities do see some influx of population based on tourism and students who are attending college and university , no other community has noted this level of population increase. Note: Niagara Falls has been shaded in grey to better identify it against the comparable data. Page 153 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 40 Jurisdiction Sudbury Thunder Bay Central York Fire Services St. Catharines Waterloo Welland Cambridge Brantford Guelph Sarnia Niagara Population 164,689 110,000 141,000 131,400 120,000 52,293 139,000 97,496 131,800 72,125 88,071 Transient population (i.e. students, tourism) No data No data 8,000 students 3rd busiest airport in Ontario 19,000 students 60,000 students No Data No data Student pop of 3,000 No data Day time working and College (est.) 110,000 12 million annual tourists Number of tourists visiting per year 1.2 million per year No data No data Approx. 125,000 No data No data No data 46,000 33,350 staff/students U of G. 120,000 approximate tourists 1,833,000 visitors to Sarnia- Lambton 12 million per year (average of 32,000/day) Population verses fire suppression staffing 1 FF per 1,500 supplemented by 256 volunteers 1 FF per 808 1 FF per 1,137 1 per 966 1FF per 1,000 1 FT/FF per 1,089 supplemented by 62 volunteers Currently 1 FF/1,241 Sept 2018 – 1 FF/1,053 1 FT/FF per 902 Need more information to answer questions i.e. on duty/off duty, total? 1 FT/ FF per 643 1 FT/ FF per 760 supplemented by 104 volunteers Career, composite, or volunteer Composite Career Career Career Career Composite Career Career Full-time Career Composite Staffing complement distribution 4 FT 1 Composite 19 volunteers 8 FT 4 FT 6 FT 4 FT 3 FT 2 Vol 5 FT 4 FT 6 FT 7 FT Staff Main Station 4 FT staff per station 3 FT 3 Vol Number of fire suppression 112 Career 265 Volunteers 136 total 34 per platoon 128 total 32 per platoon 136 total 34 per platoon 104 26 per platoon 48 career, 12 per platoon 62 vol FF 112 career Sept 2018 – 132 FF 108 27 per platoon 146 Career, 36 per platoon including dispatchers 112 FT FF (28 per platoon) 2 TSO 116 Page 154 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 41 Minimum staffing levels 22 FF/Capt + 1 Platoon Chief for Career No data 21 per platoon (5 trucks @4 + 1PC) 27 per platoon 21 per platoon 8 Currently – 23 19 FF, 4 pumps (4 people per) 1 Aerial (min 2 people) 1 PC 28 including two dispatchers 23 per platoon *Not in collective agreement 22 Minimum staffing on a truck 4 No data 4 No data 4 2 4 4 per pump Min 2 on Aerial 4 4 Engine/ Ladder 2 Heavy Rescue Platoon Chief has own vehicle and drives self 4 Number of fire stations 24 8 4 + 1 in design mode 6 4 5 5 + new one in Sept 4 6 5 6 + 1 in design mode Number of front run vehicles 73 8 6 7 5 4 7 4 Pumps 1 Aerial 1 PC 7 3 Engines 2 Ladders 1 H/R & 1 Tanker (not staffed) 8 Present shift system 24 hours 24 hours 24 hours 24 hours 24 hours 24 hours 24 hours 24 hours 24 hours 24 hours 10/14 hours Do you have a response time criterion No No data Yes, master fire plan approved by council Yes, in the process of going to NFPA 1710 2017 – 6:20 initial apparatus 90% of time Yes, 5-minute drive time No Use NFPA NFPA 1710 4 and 8 min initial and full alarm assignment (not council approved) No No, NFPA 1710 is referenced only. We do not have good data. CAD Link Project to establish data almost complete. No Page 155 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 42 We do have data from FDM however not standardized If no criterion, do you have a response time goal No – internal assessment to NFPA 1710/1720 as appropriate No data NFPA 1710 NFPA 1710 N/A 4 min Travel time 90 % 5 min travel time 90% N/A Yes No, will establish criteria to reasonable time not sure if we will use 90th percentile General breakdown of call distribution Alarms ringing, MVCs, Medical, Fires, Open air burning Medical, Fire / alarms, MVCs Medical assist, structure fires, MVCs, remote alarms Medical assist, structure fires, MVCs, remote alarms Medical assist, structure fires, MVCs, remote alarms Medical assist, structure fires, MVCs, remote alarms Medical, MVCs, Auto alarms, fires, tech rescues Medical assist, structure fires, MVCs, remote alarms, technical rescues Medical, fires, rescues, alarm activations and hazardous material Medical, structural fires Medical/resus citator, fire alarms, rescue, property fires What is your main tax assessment base Residential No data Residential Residential Combination of residential, commercial, and institutional Mix of residential, commercial, and industrial Mix of residential and industrial Mix of residential, commercial, and industrial Residential, commercial, and industrial Mix of residential and commercial No data Geographical overview of community 3,630 sq km, 330 bodies of water, vast remote areas, three class 1 railways, trans- Canada highway, heavy industry base 322 sq. km on Lake Superior 88 sq km, 2 rail lines, east Holland river 96.11 sq km, Welland Canal, 12- mile creek, two major highways and bridges 65 sq km, one major highway, inter-City spur rail line 81.09 sq. km, Welland River and 2 Canals Highway 406 & Railway system 112 sq km 102 sq km, Grand River, Hwy 403 and railway system 288.4 sq km, Speed River, Eramosa River, one expressway and highway, rail throughout, University of Guelph, and 165 sq km located on the lower Lake Huron and the headwaters of the St. Clair River 212 sq km, 85% land- based and 15% water- based, border city, Queen Elizabeth Way (QEW), Hwy #420 and Hwy Page 156 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 43 Conestoga College #405, railway system Response Time Dept. Avg. Time of Call to On Location 8.28 mins Use 90% - 7.21 Not easily accessible 8 min (90th percentile for fires). We do not report averages Turnout time needs improvemen t Note: We do not have data broken down from Emergency and Non- emergency call data 9 mins, 90% of the time Response Time Dept. Avg. Travel time 5.27 mins 90% - 5.32 Not easily accessible 5 min (90th percentile for fires) 7 mins Page 157 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 44 Results of Data/Survey Information Based on the feedback received, all of the communities that replied have their own unique challenges. This can range from size of the community to specific geographical challenges such as waterways, highways, and rail networks. This would also include student and/or tourism influx. However, having noted this, the City of Niagara Falls has a more diverse community as opposed to the other comparators, due to such things as being a border community, a much higher transient level of tourism and a greater number of high-rise structures due to the hotel/tourism industry. It would also appear that Niagara Falls will see greater growth than some of the communities surveyed. To factor in the number of tourists for Niagara Falls (on top of the permanent population), the daily population would be approximately 120,000 on average. Other factors also make it difficult to create an across-the-board comparison. For example, there are more than 10,000 residents protected by volunteer firefighters in the Chipp awa and rural areas of the City. Not all of the comparators have volunteer firefighters, and those with a volunteer component are not covering as large a population as NFFD. The NFFD does have a higher firefighter per population ratio than the other communities that completed the survey but factoring in the number of tourists that visit Niagara Falls on a daily basis changes the number of career firefighters from 1 full-time firefighter per 760 residents to 1 full- time firefighter per approximately 1,034 people in the City on an average day. With anticipated growth to reach 100,000 within the next 10 years, this will also change these ratios. Another factor to note about NFFD staffing ratio is that the Department has two extra staff on duty (per shift) to cover for overtime (created by illnesses and other issues). This extra staffing benefits NFFD by creating a lower than average overtime budget for a city of its size. During EMT’s review of the NFFD metrics, all topics such as population growth, call volumes, response times and the Department’s overtime budget have been taken into consideration. This wholesome review helps to create a realistic analysis of the Department and community’s present and future emergency response needs. Note: To ensure comparable data, the departments that also have a volunteer component did not factor those numbers into the firefighter per population ratio. To be consistent with this, EMT has done the same. Page 158 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 45 Fire Department Vehicles The reallocation of vehicles from one station to another is not a simple matter. When assessing a fire department’s ability to respond and meet the needs of the community, the Fire Underwriters Survey utilizes the age of a fire truck as one of its guidelines. In the following chart, the highlighted areas define what Niagara Falls should be considering when it comes to forecasting its fire truck replacements. Fire Underwriters Survey – Vehicle Replacement Recommendations (Green areas reflect Niagara Falls vehicle expectations for the community) Apparatus Age Major Cities 3 Medium Sized Cities 4 or Communities Where Risk is Significant Small Communities 5 and Rural Centres 0 – 15 Years First Line First Line First Line 16 – 20 Years Reserve Second Line First Line 20 – 25 Years 1 No Credit in Grading No Credit in Grading or Reserve 2 No Credit in Grading or Reserve 2 26 – 29 Years 1 No Credit in Grading No Credit in Grading or Reserve 2 No Credit in Grading or Reserve 2 30 Years 1 No Credit in Grading No Credit in Grading No Credit in Grading 1. All listed fire apparatus 20 years of age and older are required to be service tested by a recognized testing agency on an annual basis to be eligible for grading recognition (NFPA 1071) 2. Exceptions to age status may be considered in small to medium sized communities and rural centre conditionally, when apparatus condition is acceptable, and apparatus successfully passes required testing 3. Major cities are defined as an incorporated or unincorporated community that has: a. a populated area (or multiple areas) with a density of at least 400 people per square kilometre; AND b. a total population of 100,000 or greater. 4. Medium Communities are defined as an incorporated or unincorporated community that has: a. a populated area (or multiple areas) with a density of at least 200 people per square kilometre; AND b. a total population of 1,000 or greater. 5. Small Communities are defined as an incorporated or unincorporated community that has: a. no populated areas with densities that exceed 200 people per square kilometre; AND b. does not have a total population in excess of 1,000. Page 159 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 46 The Fire Underwriters Survey (FUS) is reviewed by insurance companies. Where the fire department adheres to the recommended replacement timelines through an identified capital replacement schedule, the department will retain its fire rating relative to the individual topic of review. This vehicle replacement cycle is being presented to ensure that if a spare pumper truck is put into service as a first line response vehicle, it may affect the FUS insurance rating for the City. By ensuring that the vehicles are being replaced on a regular schedule, the City is also demonstrating its due diligence towards ensuring a dependable response fleet for the fire department and the community it serves. This in turn will keep the community’s fire rating in good stance, which subsequently reflects on commercial and residential insurance rates. Another standard that supports a regular replacement schedule of fire vehicles is the NFPA 1911, Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Automotive Fire Apparatus. This standard includes guidance on retirement criteria for fire apparatus. This standard recommends that all front-run vehicles are replaced on a 15-year cycle. It should be noted that this replacement cycle is an industry recommendation that is not always consistently adhered to throughout the fire service. A brief survey (of other fire departments) noted that some departments are replacing their front-run units as early as 12 years up to a maximum of 20 years. The only vehicles that are kept longer than 20 years are “back-up” units that are put into service on a very sporadic basis. There is no national standard that legally mandates the replacement of emergency vehicles, but it must be kept in mind that it is critical to replace these and other apparatus before they become unreliable. Over the long term, delaying the replacement is inadvisable as it equates to increased costs of the apparatus. More importantly, when these vehicles are needed to perform, they are relied upon for their performance. For the most part, the NFFD is well equipped with pumper trucks, aerial, rescues and tankers. There also appears to be a good level of support vehicles and equipment to meet the general needs of the department. Replacement schedules are identified in the capital forecast for the fire trucks and large cost items. Recommendation #4: 4. The City should maintain a schedule that compiles with the FUS recommendations on the replacement of vehicles from a first line to a reserve/ second line unit. o This recommendation is being made because one of the current reserve vehicles was found to exceed FUS recommendations. Page 160 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 47 Associated Costs: • None, other than continued financial forecasting of equipment replacement Conclusion During the review conducted by Emergency Management and Training Inc., it was noted that the full- time and volunteer firefighters are truly dedicated to the community they serve. It was clear that the Council, CAO and Fire Chief are sincerely committed to ensuring the safety of the community and the firefighters of Niagara Falls. Based on the present staffing, equipment, and fire station locations, Niagara Falls Fire Department is endeavoring to offer the most efficient and effective service possible. With the addition of the seventh fire station, NFFD will be better positioned to meet the future demands of the community. As detailed in the recommendations throughout this report, there are some potential cost efficiencies through the utilization of present staffing and equipment. However, the Fire Chief will need to monitor response time effectiveness along with any increase in staffing costs, based on the option chosen by the City. All costs and associated times are approximate estimates that can be implemented through prioritization between the Fire Chief, CAO and Council. Page 161 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 48 Appendix “A” – Final Summary of Recommendations and Associated Costs The following chart provides further overview of the recommendations found throughout this report along with any related costs and associated timelines. Rec. # Subject Recommendations Description Solution Estimated Timeline Estimated Costs 1 Fire Prevention Additional focus on fire prevention is encouraged based on the City’s size and forecasted growth. To accomplish this NFFD should: o Place more emphasis on fire safety/public education through the creation of a dedicated Public Education Officer. o Wherever possible NFFD should enhance the utilization of the on-duty firefighters (for fire prevention/education efforts). This would be accomplished through the development of an annual program that outlines fire prevention and fire safety initiatives to be accomplished within that calendar year. Short-term (1-3 years) and ongoing Hourly staffing costs based on length of program 2 New Fire Station Location Based on the anticipated growth in population and infrastructure (residential and commercial buildings), the location identified for Station #7 is o The new fire station would be responding to approx. 800 calls per year. This amount of call volume would exceed the ability of volunteer firefighter utilization. o Therefore, with 800 plus calls per year, it is recommended that this Short to mid- term (1-5 years) Construction costs will be determined by the design, size, and timing of Station 7. Page 162 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 49 well situated to meet future needs. The station should be built within the next two years to ensure that NFFD will be able to meet the anticipated challenges. new station be staffed by full-time firefighters. Note: the 800 calls per year are not an anticipated increase of new calls; the number represents the amount of calls that Station 7 would inherit from stations 1 and 2 3 New Station Staffing and Equipment Placement Recommend option #2 for the staffing and vehicle placement for Station #7, as follows: o Option 1: Replace the rescue truck with a pumper/rescue truck permitting the deployment of the pumper from Station 1 to Station 7, leaving two trucks (pumper/rescue and aerial), at Station 1. No additional staffing required. o While this option is cost neutral, it reduces the response capabilities at Station 1, which covers the most densely built-up area of the City. o Option 2: recommends keeping the same complement of vehicles at Station 1, by assigning 2 staff to the aerial and keeping the pumper and rescue at 5 each, with the Platoon Chief vehicle at the present staffing of 2. This would allow the movement of one full To be implemented at time of station opening (costing for option 2 or 3) Cost of a pumper or pumper/ rescue would be approx. $500,000- $800,000 depending on which truck is selected, if not using a spare. Page 163 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 50 crew of 5 to Station 7 without hiring any additional firefighters. o Option 3: It would be possible to move 2 firefighters from each platoon to Station 7 without impacting normal minimum staffing at the other stations. Fully staffing Station 7 with five career firefighters per platoon would necessitate the hiring of 12 additional firefighters. o This would result in Station 1 having a fully staffed pumper, rescue and aerial truck (each with a minimum of four firefighters), as well as Station 7 being fully staffed with a minimum of four firefighters. o This option may see an increase in overtime, due to the lack of having two floater firefighters per platoon. As such, overtime should be monitored to ensure that this amount does not exceed the cost of increasing staffing to ensure the two Page 164 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 51 floater positions per platoon. o Option 4: To add a new fully staffed pumper to Station 7, without making changes to any other station, would require the hiring of 20 additional firefighters. o An additional pumper or pumper/rescue would be required 4 The City should maintain a schedule that complies with FUS recommendati ons on the replacement of vehicles from a first line to a reserve/secon d line unit. This recommendation is being made because it was found that one of the current reserve vehicles exceeds FUS recommendations. On-going Costs depend on unit replacement Page 165 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 52 Appendix “B” – Definitions and References Automatic Aid Agreements – Fire Prevention and Protection Act, 1997 (FPPA 1997) 2. For the purposes of this Act, an automatic aid agreement means any agreement under which, a) a municipality agrees to ensure the provision of an initial response to fires, rescues and emergencies that may occur in a part of another municipality where a fire department in the municipality is capable of responding more quickly than any fire department situated in the other municipality; or b) a municipality agrees to ensure the provision of a supplemental response to fires, rescues and emergencies that may occur in part of another municipality where a fire department situated in the municipality is capable of providing the quickest supplemental response to fires, rescues and emergencies occurring in the part of the other municipality. 1997, c. 4, s. 1 (4). • Automatic aid is generally considered in other jurisdictions as a program designed to provide and/or receive assistance from the closest available resource, irrespective of municipal boundaries, on a day-to-day basis. National Fire Protection Association (NFPA) Documents : • NFPA 1710 – Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments • NFPA 1720 – Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments Municipal responsibilities (FPPA 1997) 2. (1) Every municipality shall, a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and b) provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Mutual Aid a) Mutual aid plans allow a participating fire department to request assistance from a neighbouring fire department authorized to participate in a plan approved by the Fire Marshal. b) Mutual aid is not immediately available for areas that receive fire protection under an agreement. The municipality purchasing fire protection is responsible for arranging an acceptable response for back-up fire protection services. In those cases where the emergency Page 166 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 53 requirements exceed those available through the purchase agreement and the backup service provider, the mutual aid plan can be activated for the agreement area. Public Fire Safety Guidelines: • PFSG 04-40A-12, Fire Prevention and Public Safety Education; Simplified Risk Assessment March 2001 • PFSG 04-41-12, Fire Prevention and Public Safety Education; Community Fire Safety Officer/Team, January 1998 • PFSG 04-08-13 on Fire Station Location, September 2004 Shared Responsibilities (FPPA 1997) FPPA notes that: 1. Two or more municipalities may appoint a community fire safety officer or a community fire safety team or establish a fire department for the purpose of providing fire protection services in those municipalities. Page 167 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 54 Appendix “C”- Response Time Data for 2017, 2016 and 2015 2017 Response Data The main call types noted by related percentages for 2017: 1. Medical = 43% 2. Alarm calls = 23% 3. Rescue = 13% 4. Other Response (mutual aid and standby calls) = 8% 5. Fire = 5% Property Fires/Explosions, 304, 5% Over pressure rupture/explosion (no fire), 9, 0% Pre-fire conditions/no fire, 334, 5% Burning (controlled), 29, 0% CO Alarm Calls, 76, 1% Fire Alarm Activations, 1460, 23% Public Hazard, 100, 2% Rescue, 809, 13% Medical/Resuscitator Call, 2792, 43% Other Response, 535, 8% Call Types 2017 Property Fires/Explosions Over pressure rupture/explosion (no fire) Pre-fire conditions/no fire Burning (controlled) CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/Resuscitator Call Other Response Page 168 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 55 FIGURES SET 4: Comparison of Responses Data between Fire Stations – Based on Response Data Supplied by the Niagara Falls Fire Department 2017 Response Data for ALL Stations Note: Presently NFFD has been tracking responses to the QEW, Highways 420 and 405 to determine call volumes and response capability. Property Fires/ Explosions Over pressure rupture/ explosion (no fire) Pre-fire conditions/ no fire Burning (controlled)CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/ Resuscitator Call Other Response Stn 1 113 3 165 8 9 820 43 302 1041 313 Stn 2 73 0 80 6 17 363 18 156 893 128 Stn 3 50 2 68 4 9 205 21 149 639 72 Stn 4 23 0 19 3 3 57 9 40 171 4 Stn 5 18 0 0 8 0 4 2 13 10 0 Stn 6 19 4 0 0 0 8 0 42 27 8 QEW 6 0 2 0 0 2 6 63 4 8 91 420 0 0 0 0 0 1 1 42 7 2 53 405 2 0 0 0 0 0 0 2 0 0 4 0 200 400 600 800 1000 1200 Calls 2017 Page 169 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 56 Min Max Percentile Stn 1 - 90th 00:00:35 00:34:33 00:07:07 Stn 2 - 90th 00:00:44 00:25:30 00:08:06 Stn 3 - 90th 00:00:31 00:36:06 00:07:43 Stn 4 - 80th 00:01:58 00:28:01 00:09:56 Stn 5 - 80th 00:03:58 00:24:23 00:13:27 Stn 6 - 80th 00:01:36 00:24:57 00:17:34 QEW - 80th 00:02:27 00:17:28 00:12:16 420 - 80th 00:00:52 00:16:29 00:05:36 405 - 80th 00:07:38 00:14:29 00:12:47 00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 2017 Response Times 2817 1734 1219 329 55 108 91 53 4 0 500 1000 1500 2000 2500 3000 Stn 1 Stn 2 Stn 3 Stn 4 Stn 5 Stn 6 QEW 420 405 2017 Total Calls Per Station Page 170 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 57 2016 Response Data This main call types noted by related percentages for 2016: 1. Medical = 43% 2. Alarm calls = 19% 3. Rescue = 11% 4. Other Response (mutual aid and standby calls) = 10% 5. Fire = 6% Property Fires/Explosions, 374, 6%Over pressure rupture/explosion (no fire), 16, 0% Pre-fire conditions/no fire, 294, 5% Burning (controlled), 61, 1% CO Alarm Calls, 178, 3% Fire Alarm Activations, 1125, 19% Public Hazard, 113, 2% Rescue, 687, 11% Medical/Resuscitator Call, 2582, 43% Other Response, 635, 10% Call Types 2016 Property Fires/Explosions Over pressure rupture/explosion (no fire) Pre-fire conditions/no fire Burning (controlled) CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/Resuscitator Call Other Response Page 171 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 58 Property Fires/ Explosions Over pressure rupture/ explosion (no fire) Pre-fire conditions/ no fire Burning (controlled) CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/ Resuscitator Call Other Response Stn 1 141 1 125 19 21 710 42 247 990 285 Stn 2 110 1 87 20 24 233 25 180 777 217 Stn 3 55 6 46 9 35 127 25 132 571 91 Stn 4 35 5 17 2 9 41 13 38 200 20 Stn 5 26 3 11 4 0 11 1 12 16 0 Stn 6 1 0 0 7 0 2 5 17 26 5 QEW 6 0 6 0 0 0 2 44 0 9 67 420 0 0 0 0 0 1 0 10 2 8 21 405 0 0 2 0 0 0 0 7 0 0 9 0 200 400 600 800 1000 1200 Calls 2016 Page 172 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 59 2581 1674 1097 380 84 63 67 21 9 0 500 1000 1500 2000 2500 3000 Stn 1 Stn 2 Stn 3 Stn 4 Stn 5 Stn 6 QEW 420 405 2016 Total Calls Per Station Page 173 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 60 Min Max Percentile Stn 1 - 90th 00:00:34 00:39:35 00:08:19 Stn 2 - 90th 00:01:01 00:27:43 00:09:18 Stn 3 - 90th 00:00:48 00:35:31 00:09:03 Stn 4 - 80th 00:00:31 00:37:24 00:09:37 Stn 5 - 80th 00:03:54 00:39:16 00:16:09 Stn 6 - 80th 00:02:53 00:21:51 00:14:28 QEW - 80th 00:02:10 00:23:25 00:07:15 420 - 80th 00:03:15 00:11:16 00:07:10 405 - 80th 00:05:25 00:10:19 00:09:00 00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 00:43:12 2016 Response Times Page 174 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 61 2015 Response Data This main call types noted by related percentages for 2015: 1. Medical = 46% 2. Alarm calls = 11% 3. Rescue = 8% 4. Other Response (mutual aid and standby calls) = 19% 5. Fire = 3% Property Fires/ Explosions, 294, 3% Over pressure rupture/ explosion (no fire), 18, 0% Pre-fire conditions/ no fire, 324, 3% Burning (controlled), 394, 4% CO Alarm Calls, 434, 4% Fire Alarm Activations, 1224, 11% Public Hazard, 278, 2% Rescue, 888, 8% Medical/ Resuscitator Call, 5086, 46% Other Response, 2140, 19% Call Types 2015 Property Fires/ Explosions Over pressure rupture/ explosion (no fire) Pre-fire conditions/ no fire Burning (controlled) CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/ Resuscitator Call Other Response Page 175 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 62 Note: In 2015 NFFD did not track the other three categories (QEW, 420 and 405) as noted in the 2016 and 2017 data chart. Property Fires/ Explosions Over pressure rupture/ explosion (no fire) Pre-fire conditions/ no fire Burning (controlled)CO Alarm Calls Fire Alarm Activations Public Hazard Rescue Medical/ Resuscitator Call Other Response Stn 1 68 6 72 78 53 337 51 191 1012 460 Stn 2 40 1 40 52 58 151 39 101 794 369 Stn 3 23 2 37 39 85 77 32 100 568 196 Stn 4 7 0 11 22 19 40 15 13 134 33 Stn 5 5 0 2 1 1 3 0 23 20 4 Stn 6 4 0 0 5 1 4 2 16 15 8 0 200 400 600 800 1000 1200 Calls 2015 Page 176 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 63 2328 1645 1159 294 59 55 0 500 1000 1500 2000 2500 Stn 1 Stn 2 Stn 3 Stn 4 Stn 5 Stn 6 2015 Total Calls Per Station Page 177 of 687 Emergency Management & Training Inc. Niagara Falls Fire Department | Fire Station and Staffing Review 64 Min Max Percentile Stn 1 - 90th 00:00:30 00:28:39 00:07:51 Stn 2 - 90th 00:00:30 00:31:20 00:09:13 Stn 3 - 90th 00:01:00 00:21:09 00:08:38 Stn 4 - 80th 00:02:28 00:24:17 00:09:00 Stn 5 - 80th 00:02:13 00:16:35 00:12:32 Stn 6 - 80th 00:04:14 00:21:03 00:14:25 00:00:00 00:07:12 00:14:24 00:21:36 00:28:48 00:36:00 2015 Response Times Page 178 of 687 City of Niagara Falls 2019 Development Charges Study Statutory Public Meeting Tuesday, April 30th, 2019 Page 179 of 687 Purpose of Today’s Meeting •Statutory Public Meeting required by Section 12 of the Development Charges Act •Primary purpose is to provide the public with an opportunity to make representation on the proposed 2019 DC By-law •DC Background Study was made publically available on April 1st •Proposed DC By-law publically available April 16th 1Page 180 of 687 Background •The City passed DC By-law 2014-87 in July 2014 which imposes DCs for the following services: •By-law 2014-87 expires on July 8, 2019 •The City must pass a new DC By-law before expiry in order to continue to collect DCs 2 -Library -General Government -Fire Protection -Roads -Parks and Recreation -Sidewalks -Municipal Works and Fleet -Water -Transit -Sanitary Sewer -Stormwater Management Page 181 of 687 Calculated Residential DC Rates 3 Residential Charges Per Unit Singles & Semis $12,790 Rows & Other Multiples $8,022 Apartments $6,081 Total DC Percent Breakdown Engineered Services General Services 63%37% General Government 1% Sidewalks 1% Fire Protection 4% Library 4% Transit Services 4% Water 6% Public Works & Fleet 2% Sanitary Sewer 19% Storm Water Management 16% Parks & Recreation 20% Roads & Related 23%Page 182 of 687 4 Calculated Non-Residential DC Rates: Outside CTA Non-Residential Charges Per Square Metre $43.15 Total DC Percent Breakdown Engineered Services General Services 85%15% General Government 1% Sidewalks 2% Fire Protection 5%Water 7% Transit Services 6% Public Works & Fleet 3% Sanitary Sewer 24% Storm Water Management 21% Roads & Related 31%Page 183 of 687 5 Calculated Non-Residential DC Rates: Inside CTA Non-Residential Charges Per Square Metre $26.41 Total DC Percent Breakdown Engineered Services General Services 75%25% General Government 2% Sanitary Sewer 2% Storm Water Management 6%Sidewalks 2% Fire Protection 9% Transit Services 9% Public Works & Fleet 5% Water 15% Roads And Related 50%Page 184 of 687 Current vs. Calculated DC Rates 6 Residential Current $/Unit Calculated $/Unit Difference $ Difference % Single & Semi-Detached $12,592 $12,790 $198 2% Non-Residential Current $/m2 Calculated $/m2 Difference $ Difference % Outside Core Tourist Area $42.33 $43.15 $0.82 2% Inside Core Tourist Area $25.98 $26.41 $0.43 2% Current rates as of September 1, 2018 Current rates as of September 1, 2018 Page 185 of 687 Development Charge Policy Review •The City has reviewed its existing 2014 DC By-law as part of the 2019 DC Study update •The following uses are exempt from development charges: –Single room occupancy units accommodated within existing buildings (new) –Secondary suites in new buildings (new) –Garden suites –Parking structures –Gas station canopies –Industrial land uses –Cemeteries, mausoleums and columbariums –Affordable housing units used as a municipal housing project facility and/or units that receive funding through an agreement with Niagara Regional Housing 7Page 186 of 687 Next Steps –Proposed Dates •Statutory Public Meeting (Today) –April 30, 3019 •Respond to submissions and/or questions –May 2019 •Council Passage of New DC By-law –June 4, 2019 •By-law expires: July 8, 2019 8Page 187 of 687 Additional Slides 9Page 188 of 687 $16,841 $16,841 $16,981 $17,687 $23,610 $25,083 $25,212 $27,060 $28,572 $29,433 $29,552 $29,631 $33,129 $34,591 $34,823 $35,508 $42,566 $0 $10,000 $20,000 $30,000 $40,000 $50,000 City of St. Catharines ** City of Port Colborne *** City of Woodstock (2018) Town of Tillsonburg (2014) Township of Wainfleet (2016) City of Brantford (2014) City of Welland (2014) Township of West Lincoln (Smithville Industrial Park) (2014) Town of Orangeville* (2014) City of Niagara Falls - Current (2014) Town of Niagara-on-the-Lake (St. Davids) (2013) City of Niagara Falls - Calculated (2019) Town of Grimsby (2014) Town of Pelham (2014) Town of Fort Erie (2019) City of Thorold (Rolling Meadows) (2014) Town of Lincoln (Campden) (2018) Upper Tier Lower Tier ASDC Total Rate Comparison: Single & Semi Detached Units 10 * Area-specific charges may apply in the Orangeville ** St. Catharines does not collect DCs at the local level *** Port Colborne does not collect DCs at the local levelPage 189 of 687 $46.85 $69.05 $95.05 $103.35 $123.89 $123.89 $149.86 $150.30 $159.95 $166.21 $167.04 $183.85 $184.82 $190.79 $192.89 $206.77 $212.81 $220.44 $240.26 $0.00 $50.00 $100.00 $150.00 $200.00 $250.00 $300.00 City of Woodstock (2018) Town of Tillsonburg (2014) City of Brantford (2014) Town of Orangeville (2014) City of St. Catharines ** City of Port Colborne *** City of Niagara Falls - Current (Core Tourist Area) City of Niagara Falls - Calculated (Core Tourist Area) Township of Wainfleet (2016) City of Niagara Falls - Current (Outside Core Tourist Area) City of Niagara Falls - Calculated (Outside Core Tourist Area) City of Thorold (2014) Town of Niagara-on-the-Lake (St. Davids) (2013) Town of Fort Erie (2019) City of Welland (2014) Town of Grimsby (2014) Town of Lincoln (2018) Town of Pelham (2014) Township of West Lincoln (2014) Upper Tier Lower Tier ASDC Rate Comparison: Non-Residential (Commercial) 11 * Area-specific charges may apply in the Orangeville ** St. Catharines does not collect DCs at the local level *** Port Colborne does not collect DCs at the local levelPage 190 of 687 PUBLIC NOTICE NOTICE OF PUBLIC MEETING REGARDING DEVELOPMENT CHARGES DATED at the City of Niagara Falls, this 6th day of April, 2019. William G. Matson City Clerk TAKE NOTICE that on Tuesday, April 30, 2019 the Council of the City of Niagara Falls will hold a public meeting pursuant to The Development Charges Act, 1997, regarding proposed development charge rates and policies that will be applied throughout the City. It is proposed that enactment of a development charges by-law by Council will occur on a date subsequent to the public meeting. Development charges are levied against new development, and are a primary source of funding for development-related capital expenditures. The 2019 Development Charges Background Study relates to the provision of all eligible DC Services (i.e. Library, Fire, Parks and Recreation, Public Works & Fleet, Transit Services, General Government, Roads and Related, Sidewalks, Water, Sanitary Sewer, and Storm Water Management). Council is required under The Development Charges Act, 1997, to hold at least one public meeting to allow the public the opportunity to review and provide comments on the 2019 Development Charges Background Study, related staff reports and the proposed development charges by-law. All interested parties are invited to attend the public meeting. Technical inquiries should be directed to Finance at (905) 356- 7521 ext. 4289 or finance@niagarafalls.ca. A copy of the 2019 Development Charges Background Study has been made available on the City’s website www.niagarafalls.ca on March 29, 2019. A copy of the development charges by-law will be made available on the City’s website two weeks in advance of the public meeting. MORE INFORMATION DATE:April 30, 2019 5:00 p.m.TIME: PLACE:Council Chambers 4310 Queen Street Niagara Falls, ON L2E 6X5 Any person may attend the public meeting and make written or verbal representation either in support of or in opposition to the by-law. Written submissions are invited and should be directed to Bill Matson, City Clerk, billmatson@niagarafalls.ca no later than 4:30 p.m. on April 18, 2019. Written comments received prior to the meeting and submissions made at the public meeting will be considered by Council prior to the enactment of a new development charges by-law. HAVE YOUR SAY FORMAL PUBLIC MEETING Page 191 of 687 April 30, 2019 Specialized Transportation Fee For Service Formalization & Updates on NEW Service Enhancements Page 192 of 687 A GREAT CITY…FOR GENERATIONS TO COME History Began service in 1972 Operated as a Charitable Organization St. John Ambulance, service provider Now fully funded by the City of Niagara Falls Page 193 of 687 A GREAT CITY…FOR GENERATIONS TO COME Current Service 700 +/- clients registered 6 vehicles in-service (plus 2 spare vehicles) 25,000 +/- trips annually Majority of trips are pre-booked for: work; school; or medical appointments. Provide curb-to-curb shared ride service Page 194 of 687 A GREAT CITY…FOR GENERATIONS TO COME Current Service Daily Service (7 days/week) Hours of operation: Monday to Saturday 7:00 am - 11:00 pm Sunday & Holidays 7:00 am - 7:30 pm Office / scheduling hours: Monday to Friday 8:30 am – 8:30 pm Saturday & Sunday 9:00 am – 5:00 pm Not open holidays Service available within the City’s urban boundary Companions and/or children may accompany the fee paying client, based on demand. Personal Care / Support Attendants ride free. Page 195 of 687 A GREAT CITY…FOR GENERATIONS TO COME Fare Structure Full fare parity with conventional transit NEW fare boxes installed in late-2018 Chair-A-Van now accepts iRide Cards and cash fares iRide Cards allow for seamless transfer between City services Page 196 of 687 A GREAT CITY…FOR GENERATIONS TO COME AODA Compliance To ensure compliance with the Accessibility for Ontarians with Disabilities Act (AODA) Staff will: 1.Establish an appeal process for denied or discontinued service applications 2.Formalize an Appeal Committee with members of the Mayor’s Accessibility Advisory Committee 3.Finalize Mandate for Committee 4.Review compassionate eligibility for service with Committee Page 197 of 687 A GREAT CITY…FOR GENERATIONS TO COME NEW Processes Established Application Form Amendments: NEW submission options (online, in person, fax or e-mail ) Upon approval – registrant receives: written confirmation; customer service information and rules; and User Guide (under development). Application now allows Niagara Region to share information for issuance of NEW Universal Attendant Card pass only. NEW compressed application form available for nursing home residents and staff/ families. Page 198 of 687 A GREAT CITY…FOR GENERATIONS TO COME Customer Service Enhancements Transportation Services has: Implemented NEW scheduling software to: maximize efficiencies; accommodate more riders; shared trips; automatic call back system to confirm bookings; and ensure better access to medical facilities. Worked co-operatively with the Niagara Health System improve access to the main entrance at GNGH. Page 199 of 687 A GREAT CITY…FOR GENERATIONS TO COME Future Service Working together towards a “Barrier Free” Niagara Niagara Region Specialized Transit Study commenced in 2019 On-board and online surveys are being distributed by local providers to riders for feedback into the study; Public consultation is ongoing; Study purpose is to establish best way forward addressing challenges and opportunities for the operation and future planning of specialized transit service in Niagara. Page 200 of 687 A GREAT CITY…FOR GENERATIONS TO COME Recommendations / Next Steps Council approve a formalized Fee for Service Agreement for one (1) year with an option to renew for an additional year, with St. John Ambulance for the provision of a specialized transportation service. Council approve the establishment of an Appeal Committee with the Mayor’s Accessibility Advisory Committee. Staff will finalize the new policy & procedures documentation to serve as the “form of agreement” and standards by which our CAV service is delivered. Staff will ensure that clients are: informed and advised of services available; provided an opportunity for input into consultation processes, and informed on any proposed changes to existing service. Page 201 of 687 TS-2019-12 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transportation Services Department SUBJECT: TS-2019-12 Chair-A-Van Update: St. John Ambulance Operating Fee for Service Agreement and establishment of Appeal Committee RECOMMENDATION 1. That Council approve a formalized Fee for Service Agreement for one (1) year with an option to renew for an additional year, with St. John Ambulance for the provision of a specialized transportation service (known as “Chair-A-Van”). 2. That the Mayor and City Clerk be authorized to execute the necessary agreement. 3. That an Appeal Committee be established with the Mayor’s Accessibility Advisory Committee to hear denied applications for Chair-A-Van Service. EXECUTIVE SUMMARY St. John Ambulance is the service provider for specialized transit in the City for those who are not able to utilize conventional transportation (transit). Currently, there are over 700 registrants utilizing this vital service. The City funds St. John Ambulance, and owns and maintains the specialized fleet. Staff is recommending the formalization of this arrangement, ensuring consistency in processes, policies and customer service expectations, and to provide for the ability to better control the costs and operating procedures. Additionally, under the requirements of the Ontarians with Disabilities Act, 2005, c.11, O.Reg 191/11 an appeal process is to be established for any denied applications for specialized transportation services. BACKGROUND St. John Ambulance has been providing this service to the community originally as a volunteer and charitable program since 1972, and as demand grew have been receiving financial assistance from the City for more than 30 years. Currently, the City owns and maintains the fleet of eight (8) specialized transit vehicles, and completely subsidizes Page 202 of 687 2 TS-2019-12 April 30, 2019 Chair-A-Van staff wages and annual operating costs. The approved 2019 budget for this fee for service is approximately $600,000. Chair-A-Van provides:  Administration, scheduling, client registration and customer service;  Curb-to-curb scheduled trips for registered clients;  Applications by registrants are approved by a professional health care worker;  Subscription trips are provided for those utilizing the service on a regular basis for work, school or medical appointments;  On demand trips are accommodated, capacity permitting;  Free service is extended to Support persons for registered clients, if required;  Space permitting, a companion or children may ride for a fee with the registered client;  Operating hours are from approximately 7:00 am to 11:00 pm / 7 days a week as needed; and  Office operating hours are 8:30 am to 8:30 pm / 5 days per week and on weekends from 8:30 am to 7:30 pm. In 2018, Chair-A-Van completed approximately 25,000 trips and carried 29,000 passengers. There is currently no formal agreement between St. John Ambulance and the City. Transportation Services has undertaken a review of this service, and in conjunction wit h the current service provider, have made some significant changes to service provision, namely:  Implementation of scheduling software, to maximize efficiency on scheduled Chair-A-Van bookings;  Automated trip reminder system;  Provision of new “smart card” i-Ride passes; and,  Preparation of a collaborative request for quotation for Transit and Chair-A-Van, for supplemental taxi service in an effort to reduce costs for both services The Accessibility for Ontarians with Disabilities Act, 2005, c.11, O.Reg 191/11 identifies that specialized transit must have full parity with conventional transit, fares (s.6.(1)) and operating hours (s.70.(1)). ANALYSIS/RATIONALE Operating specialized transit is a requirement under the Accessibility for Ontarians with Disabilities Act, This service falls under the City of Niagara Falls and as such, must be maintained to municipal standards and meet with budget approval to ensure the City is obtaining the best service for the fee. Page 203 of 687 3 TS-2019-12 April 30, 2019 Staff is recommending a Fee for Service Agreement be in place with the current service provider for a one year period with an option to extend for a further year upon Council’s approval. During this time, the City will continue to monitor existing service provision and efficiencies. Following the two year period staff will issue a request for quotation from various service providers, and will report to Council on findings and recommendations. The one year (plus one additional year optional) window of this agreement term is concurrent with the Regional government’s upcoming study process of conducting a review of region-wide specialized transit needs and opportunities in Niagara. FINANCIAL IMPLICATIONS City funding will still continue to St. John Ambulance and there will be no significant impact to current operating costs. With the implementation of new scheduling software, and an upcoming collaborative tender with Transit Services on supplemental taxi service, the City is hoping to reduce costs and have improved reporting abilities. Appeal Committee Application forms are received through Chair-A-Van to apply for specialized transportation service. Accompanying this application is a medical professionals report certifying that the applicant requires this service. To date, no applications have been denied during this process however as operators of specialized transportation, the City is required to establish an appeal committee to fulfill its’ legislative obligations, should an application be denied. Staff have approached the Mayor’s Accessibility Advisory Committee who are pleased to act in this capacity should the need arise. They have been provided with a draft terms of reference for their comments and approval as well as information on timelines in which appeals must be heard and appellants informed. CITY’S STRATEGIC COMMITMENT This adheres to the City’s strategic commitment with Financial Stability, continued customer service excellence, efficiency, adherence to legislation, as well as providing a framework for the utilization of the City’s specialized transit service. Recommended by: Karl Dren, Director of Transportation Services Page 204 of 687 4 TS-2019-12 April 30, 2019 Respectfully submitted: Ken Todd, Chief Administrative Officer SW Page 205 of 687 April 30, 2019 City of Niagara Falls 2019 Parking Budget Page 206 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2019 Parking Budget Overview •Review of 2019 proposed revenues and expenditures by object code •Review of 2019 proposed Surplus/(Deficit) by Responsibility Centre •Update on new and ongoing parking initiatives Page 207 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Budget Comparison –Revenues Revenues 2019 2018 Increase/ (Decrease) $ Increase/ (Decrease) % Permits $ 140,600 $145,300 $ (4,700)(3.23) User Fees 788,100 785,794 2,306 0.29 Fines 430,000 450,000 (20,000)(4.44) Other Revenue 0 26,000 (26,000)(100.00) Total $ 1,358,700 $ 1,407,094 $ (48,394)(3.44)%Page 208 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Budget Comparison –Expenses Expenditures 2019 2018 Increase/ (Decrease) $ Increase/ (Decrease) % Salaries & Wages $ 375,541 $ 405,923 $(30,382)(7.48) Overtime 1,500 2,000 (500)(25.00) Employee Benefits 128,364 127,980 384 0.30 Materials 72,724 70,525 2,199 3.12 Contract Services 473,600 489,300 (15,700)(3.21) Rents & Financials 106,500 117,500 (11,000)(9.36) Transfer to Reserves 41,188 0 41,188 0.00 Internal Transfers 159,283 193,866 (34,583)(17.84) Total $ 1,358,700 $ 1,407,094 $ (48,394)(3.44)%Page 209 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Budget Comparison –By Responsibility Centre Responsibility Centre Surplus/ (Deficit) 2019 Surplus/ (Deficit) 2018 Change $ Change % Parking Maintenance $ (247,691)$ (251,701)$4,010 (1.59) Lot 2 (Park/Erie)16,900 16,000 900 5.63 Lot 3 (Park/St.Clair)17,000 18,500 (1,500)(8.11) Lot 4 (Ellen)97,200 122,000 (24,800)(20.33) Lot 5 (College/Palmer)7,000 6,300 700 11.11 Lot 7 (Huron/Ontario)5,700 5,000 700 14.00 Lot 8 (Huron/St. Clair)7,950 8,450 (500)(5.92) Lot 9 (Huron/St. Lawrence)(2,800)(400)(2,400)(600.00) Lot 10 (Park/Crysler)1,700 10,700 (9,000)(84.11) *** Continued on next slide ***Page 210 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Budget Comparison –By Responsibility Centre Responsibility Centre Surplus/ (Deficit) 2019 Surplus/ (Deficit) 2018 Change $ Change % Lot 12 (Sylvia Place)$ 27,500 $ 26,500 $1,000 3.77 Lot 13 (Main)(2,600)(1,900)(700)36.84 Lot 15 (McGrail)6,000 7,000 (1,000)(14.29) Lot 17 (Morrison)17,500 17,500 0 0.00 Lot 18 (Kitchener/Victoria)37,300 31,500 5,800 18.41 Lot 19 (City Hall)12,700 10,700 2,000 18.69 Lot 20 (Bender/Palmer)46,900 46,900 0 0.00 Parking Control Services (48,259)(73,049)24,790 (33.94) Total $ 0 $ 0 $0 Page 211 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Initiatives Update •Implementation of new on street paid parking areas to support new theatre in Fallsview area Fallsview Area Parking •Queen street to return to paid parking providing extended parking opportunities for public –anticipated start date July 2019 Queen Street Parking Page 212 of 687 A GREAT CITY…FOR GENERATIONS TO COME Parking Initiatives Update •Honk Mobile well received by public with 6,500 transactions in 2018 Honk Mobile •Collections of outstanding penalty notices for U.S. plates ongoing (new process in 2018) U.S. Plates Collections Page 213 of 687 A GREAT CITY…FOR GENERATIONS TO COME Rate Strategy Plan •Continue the rate strategy plan •Allows parking operations to be rate comparable to private lots in each area, as well as set flat rates on events such as New Years Eve and Canada Day to best serve the public. •Provides opportunity for “value added” areas maximize underutilized parking locations •Allows for set rates for parking near new theatre based on demand and event type Page 214 of 687 A GREAT CITY…FOR GENERATIONS TO COME Recommendation 1.That Council approve the 2019 proposed parking budget as presented. Page 215 of 687 1 Parking Services Page 216 of 687 Index PARKING SERVICES SUMMARY PARKING LOT MAINTENANCE SERVICES PARKING LOT #2 (PARK/ERIE) PARKING LOT #3 (PARK/ST.CLAIR) PARKING LOT #4 (ELLEN) PARKING LOT #5 (COLLEGE/PALMER) PARKING LOT #7 (HURON/ONTARIO) PARKING LOT #8 (HURON/ST.CLAIR) PARKING LOT #9 (HURON/ST.LAWRENCE) PARKING LOT #10 (PARK/CRYSLER) PARKING LOT #12 (SYLVIA PLACE) PARKING LOT #13 (MAIN) PARKING LOT #15 (MCGRAIL) PARKING LOT #17 (MORRISON) PARKING LOT #18 (KITCHENER/VICTORIA) PARKING LOT #19 (CITY HALL) PARKING LOT #20 (BENDER/PALMER) PARKING CONTROL SERVICES Page 217 of 687 CITY OF NIAGARA FALLS 2019 PARKING BUDGET SUMMARY OF REVENUE AND EXPENSE 2019 2018 Increase/Increase/ (Decrease)(Decrease) BUDGET BUDGET $% REVENUES PERMITS 140,600 145,300 (4,700) (3.23) USER FEES 788,100 785,794 2,306 0.29 FINES 430,000 450,000 (20,000) (4.44) OTHER REVENUE - 26,000 (26,000) (100.00) TOTAL REVENUES 1,358,700 1,407,094 (48,394) (3.44) EXPENSES SALARIES AND WAGES 375,541 405,923 (30,382) (7.48) OVERTIME 1,500 2,000 (500) (25.00) EMPLOYEE BENEFITS 128,364 127,980 384 0.30 MATERIALS AND SERVICES 72,724 70,525 2,199 3.12 CONTRACT SERVICES 473,600 489,300 (15,700) (3.21) RENTS AND FINANCIAL 106,500 117,500 (11,000) (9.36) TRANSFER TO RESERVES 41,188 - 41,188 0.00 INTERNAL TRANSFERS 159,283 193,866 (34,583) (17.84) TOTAL EXPENSES 1,358,700 1,407,094 (48,394) (3.44) REVENUES LESS EXPENSES - - - 0.00 1 Page 218 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :2:44 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341000-??????To :17-4-341000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341000-->PARKING MAINTENANCE SERVICES 3-->EXPENSE 17-3-341000-010000 LABOUR 319,048 349,430 17-3-341000-010013 EMPLOYEE BENEFITS ALLOCATION 109,217 110,675 17-3-341000-010016 OVERTIME 1,500 2,000 17-3-341000-030001 MATERIALS ITC 29,500 31,000 17-3-341000-030005 PROFESSIONAL DEVELOPMENT/WORKS 1,200 1,200 17-3-341000-030017 INSURANCE PREMIUMS 374 375 17-3-341000-030018 CONFERENCES/CONVENTIONS 3,000 1,200 17-3-341000-040001 CONTRACTED SERVICES ITC 130,000 95,000 17-3-341000-050001 RENTS AND FINANCIAL EXPENSES I 5,500 11,000 17-3-341000-080004 TO RESERVE FUND - PARKING MAIN 41,188 0 17-3-341000-090000 INTERNAL RENT 30,021 48,192 17-3-341000-090001 INDIRECT COSTS - PARKING MAINT 87,643 110,823 Total EXPENSE 758,191 760,895 4-->REVENUE 17-4-341000-680000 PERMITS -10,500 -5,000 17-4-341000-710000 USER FEES -500,000 -478,194 17-4-341000-790000 OTHER REVENUE 0 -26,000 Total REVENUE -510,500 -509,194 PARKING MAINTENANCE SERVICES Surplus/Deficit 247,691 251,701 Total PARKING FUND 247,691 251,701 2 Page 219 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:27 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341102-??????To :17-4-341102-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341102-->PARKING LOT #2 - PARK / ERIE 3-->EXPENSE 17-3-341102-030001 MATERIALS ITC 1,100 500 17-3-341102-040007 SNOW PLOWING 4,000 4,000 Total EXPENSE 5,100 4,500 4-->REVENUE 17-4-341102-680000 PERMITS -19,000 -19,000 17-4-341102-710000 USER FEES -3,000 -1,500 Total REVENUE -22,000 -20,500 PARKING LOT #2 - PARK / ERIE Surplus/Deficit -16,900 -16,000 Total PARKING FUND -16,900 -16,000 3 Page 220 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:27 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341103-??????To :17-4-341103-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341103-->PARKING LOT #3 - PARK / ST CLAIR 3-->EXPENSE 17-3-341103-030001 MATERIALS ITC 3,000 1,000 17-3-341103-040007 SNOW PLOWING 4,000 3,500 Total EXPENSE 7,000 4,500 4-->REVENUE 17-4-341103-680000 PERMITS -13,000 -13,000 17-4-341103-710000 USER FEES -11,000 -10,000 Total REVENUE -24,000 -23,000 PARKING LOT #3 - PARK / ST CLAIR Surplus/Deficit -17,000 -18,500 Total PARKING FUND -17,000 -18,500 4 Page 221 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:28 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341104-??????To :17-4-341104-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341104-->PARKING LOT #4 - ELLEN 3-->EXPENSE 17-3-341104-030001 MATERIALS ITC 7,800 8,000 17-3-341104-040007 SNOW PLOWING 5,000 5,000 Total EXPENSE 12,800 13,000 4-->REVENUE 17-4-341104-710000 USER FEES -110,000 -135,000 Total REVENUE -110,000 -135,000 PARKING LOT #4 - ELLEN Surplus/Deficit -97,200 -122,000 Total PARKING FUND -97,200 -122,000 5 Page 222 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:28 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341105-??????To :17-4-341105-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341105-->PARKING LOT #5 - COLLEGE / PALMER 3-->EXPENSE 17-3-341105-030001 MATERIALS ITC 0 200 17-3-341105-040007 SNOW PLOWING 0 500 Total EXPENSE 0 700 4-->REVENUE 17-4-341105-710000 USER FEES -7,000 -7,000 Total REVENUE -7,000 -7,000 PARKING LOT #5 - COLLEGE / PALMER Surplus/Deficit -7,000 -6,300 Total PARKING FUND -7,000 -6,300 6 Page 223 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:29 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341107-??????To :17-4-341107-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341107-->PARKING LOT #7 - HURON / ONTARIO 3-->EXPENSE 17-3-341107-030001 MATERIALS ITC 700 700 17-3-341107-040007 SNOW PLOWING 3,600 3,000 Total EXPENSE 4,300 3,700 4-->REVENUE 17-4-341107-680000 PERMITS -10,000 -8,700 Total REVENUE -10,000 -8,700 PARKING LOT #7 - HURON / ONTARIO Surplus/Deficit -5,700 -5,000 Total PARKING FUND -5,700 -5,000 7 Page 224 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:33 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341108-??????To :17-4-341108-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341108-->PARKING LOT #8 - HURON / ST CLAIR 3-->EXPENSE 17-3-341108-030001 MATERIALS ITC 550 550 17-3-341108-040007 SNOW PLOWING 4,500 4,000 Total EXPENSE 5,050 4,550 4-->REVENUE 17-4-341108-680000 PERMITS -13,000 -13,000 Total REVENUE -13,000 -13,000 PARKING LOT #8 - HURON / ST CLAIR Surplus/Deficit -7,950 -8,450 Total PARKING FUND -7,950 -8,450 8 Page 225 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:34 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341109-??????To :17-4-341109-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341109-->PARKING LOT #9 - HURON / ST LAWRENCE 3-->EXPENSE 17-3-341109-030001 MATERIALS ITC 1,000 400 17-3-341109-040007 SNOW PLOWING 3,500 3,000 Total EXPENSE 4,500 3,400 4-->REVENUE 17-4-341109-680000 PERMITS -1,000 -2,500 17-4-341109-710000 USER FEES -700 -500 Total REVENUE -1,700 -3,000 PARKING LOT #9 - HURON / ST LAWRENCE Surplus/Defic 2,800 400 Total PARKING FUND 2,800 400 9 Page 226 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:34 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341110-??????To :17-4-341110-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341110-->PARKING LOT #10 - PARK / CRYSLER 3-->EXPENSE 17-3-341110-030001 MATERIALS ITC 1,400 1,400 17-3-341110-040007 SNOW PLOWING 6,000 5,500 Total EXPENSE 7,400 6,900 4-->REVENUE 17-4-341110-680000 PERMITS -6,000 -15,000 17-4-341110-710000 USER FEES -3,100 -2,600 Total REVENUE -9,100 -17,600 PARKING LOT #10 - PARK / CRYSLER Surplus/Deficit -1,700 -10,700 Total PARKING FUND -1,700 -10,700 10 Page 227 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:35 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341112-??????To :17-4-341112-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341112-->PARKING LOT #12 - SYLVIA PLACE 3-->EXPENSE 17-3-341112-030001 MATERIALS ITC 2,000 1,200 17-3-341112-040007 SNOW PLOWING 4,500 4,300 Total EXPENSE 6,500 5,500 4-->REVENUE 17-4-341112-680000 PERMITS -24,000 -24,000 17-4-341112-710000 USER FEES -10,000 -8,000 Total REVENUE -34,000 -32,000 PARKING LOT #12 - SYLVIA PLACE Surplus/Deficit -27,500 -26,500 Total PARKING FUND -27,500 -26,500 11 Page 228 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:35 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341113-??????To :17-4-341113-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341113-->PARKING LOT #13 - MAIN 3-->EXPENSE 17-3-341113-030001 MATERIALS ITC 500 500 17-3-341113-040007 SNOW PLOWING 4,000 3,000 Total EXPENSE 4,500 3,500 4-->REVENUE 17-4-341113-680000 PERMITS -1,100 -1,100 17-4-341113-710000 USER FEES -800 -500 Total REVENUE -1,900 -1,600 PARKING LOT #13 - MAIN Surplus/Deficit 2,600 1,900 Total PARKING FUND 2,600 1,900 12 Page 229 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:36 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341115-??????To :17-4-341115-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341115-->PARKING LOT #15 - McGRAIL 3-->EXPENSE 17-3-341115-030001 MATERIALS ITC 500 500 17-3-341115-040007 SNOW PLOWING 2,500 2,500 Total EXPENSE 3,000 3,000 4-->REVENUE 17-4-341115-680000 PERMITS -9,000 -10,000 Total REVENUE -9,000 -10,000 PARKING LOT #15 - McGRAIL Surplus/Deficit -6,000 -7,000 Total PARKING FUND -6,000 -7,000 13 Page 230 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:38 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341117-??????To :17-4-341117-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341117-->PARKING LOT #17 - MORRISON STREET 3-->EXPENSE 17-3-341117-030001 MATERIALS ITC 1,000 1,000 17-3-341117-040007 SNOW PLOWING 3,500 3,500 Total EXPENSE 4,500 4,500 4-->REVENUE 17-4-341117-680000 PERMITS -22,000 -22,000 Total REVENUE -22,000 -22,000 PARKING LOT #17 - MORRISON STREET Surplus/Deficit -17,500 -17,500 Total PARKING FUND -17,500 -17,500 14 Page 231 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:39 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341118-??????To :17-4-341118-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341118-->PARKING LOT #18 - KITCHENER / VICTORIA 3-->EXPENSE 17-3-341118-030001 MATERIALS ITC 1,500 1,500 17-3-341118-030008 ELECTRICITY ITC 1,200 3,000 17-3-341118-040007 SNOW PLOWING 5,000 5,000 17-3-341118-050001 RENTS AND FINANCIAL EXPENSES I 30,000 34,000 Total EXPENSE 37,700 43,500 4-->REVENUE 17-4-341118-710000 USER FEES -75,000 -75,000 Total REVENUE -75,000 -75,000 PARKING LOT #18 - KITCHENER / VICTORIA Surplus/Def -37,300 -31,500 Total PARKING FUND -37,300 -31,500 15 Page 232 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:39 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341119-??????To :17-4-341119-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341119-->PARKING LOT #19 - CITY HALL 3-->EXPENSE 17-3-341119-030001 MATERIALS ITC 1,800 1,800 17-3-341119-040007 SNOW PLOWING 5,000 5,000 Total EXPENSE 6,800 6,800 4-->REVENUE 17-4-341119-680000 PERMITS -12,000 -12,000 17-4-341119-710000 USER FEES -7,500 -5,500 Total REVENUE -19,500 -17,500 PARKING LOT #19 - CITY HALL Surplus/Deficit -12,700 -10,700 Total PARKING FUND -12,700 -10,700 16 Page 233 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:40 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-341120-??????To :17-4-341120-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 341120-->PARKING LOT #20 - BENDER / PALMER 3-->EXPENSE 17-3-341120-030001 MATERIALS ITC 600 600 17-3-341120-040007 SNOW PLOWING 2,500 2,500 Total EXPENSE 3,100 3,100 4-->REVENUE 17-4-341120-710000 USER FEES -50,000 -50,000 Total REVENUE -50,000 -50,000 PARKING LOT #20 - BENDER / PALMER Surplus/Deficit -46,900 -46,900 Total PARKING FUND -46,900 -46,900 17 Page 234 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :3:40 pm Budget Report By Function From Category :100000 To Category :823021 Account Code :17-3-342005-??????To :17-4-342005-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 17-->PARKING FUND 342005-->PARKING CONTROL SERVICES 3-->EXPENSE 17-3-342005-010000 LABOUR 56,493 56,493 17-3-342005-010013 EMPLOYEE BENEFITS ALLOCATION 19,147 17,305 17-3-342005-030001 MATERIALS ITC 5,400 5,400 17-3-342005-030034 MEMBERSHIP/SUBSCRIPTIONS 1,600 1,500 17-3-342005-030035 OFFICE SUPPLIES 7,000 7,000 17-3-342005-040001 CONTRACTED SERVICES ITC 286,000 340,000 17-3-342005-050001 RENTS AND FINANCIAL EXPENSES I 71,000 72,500 17-3-342005-090000 INTERNAL RENT 41,619 34,851 Total EXPENSE 488,259 535,049 4-->REVENUE 17-4-342005-710000 USER FEES -10,000 -12,000 17-4-342005-730001 FINES -430,000 -450,000 Total REVENUE -440,000 -462,000 PARKING CONTROL SERVICES Surplus/Deficit 48,259 73,049 Total PARKING FUND 48,259 73,049 18 Page 235 of 687 April 30, 2019 City of Niagara Falls Water/Sewer Policies The image part with relationship ID rId3 was not found in the file.Page 236 of 687 A GREAT CITY…FOR GENERATIONS TO COME Background •The City currently does not have any council endorsed water/sewer policies •Staff would like to formalize the process to provide consistent customer service to residents •Research was completed to determine what other municipalities have in place •Legal department was consulted to ensure all policies are compliant Page 237 of 687 A GREAT CITY…FOR GENERATIONS TO COME Policies 1.Water/Sewer Collections Policy-3 Options: a)Status Quo b)Modify tenant collection procedure c)Eliminate Tenant Accounts (Recommendation) 2.High Water Consumption Adjustment Policy 3.Water/Sewer Back Billing Policy 4.Reluctant Water/Sewer Charges Policy 5.Water Disconnection and Reconnection Policy 6.Collection of Water/Sewer Arrears from Condominiums Policy 7.Estimating Consumption on Malfunctioning Water Meters Policy 8.Water/Sewer Tenant Accounts Policy (dependent on option selected in #1) Page 238 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy Under all three options staff is recommending changing the penalty rate from the current one- time 5% penalty to 1.25% monthly penalty –This will decrease the penalty revenue earned but allow for greater consistency to residents as penalty on water will now be charged in the same manner as penalty on taxes Page 239 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Option 1 Owner Accounts •Owner accounts in arrears are transferred to the owner’s tax roll three (3) times a year per the billing schedule Tenant Accounts •In order for an account to be started in a tenant’s name the tenant must pay a $230 deposit. •Tenant accounts in arrears receive one reminder notice followed by a disconnection notice. If the account remains unpaid the tenant account is disconnected. •If the water remains off at the property or the tenant leaves the property and a final bill is not paid the deposit is applied to the tenants account. •Any remaining balance is transferred to the credit bureau for collections. STATUS QUO Page 240 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Option 2 Owner Accounts •Same as status quo: –Owner accounts in arrears are transferred to the owners tax roll three (3) times a year per the billing schedule Tenant Accounts •Same as status quo except: –At the end of the collection process (i.e.. after disconnection or move out and deposit applied) if a balance is outstanding the balance will be transferred to the homeowners tax account instead of sending to the credit bureau MODIFYING THE CURRENT POLICY Page 241 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Option 3 •Water/Sewer accounts will only be established in the owner’s name •Only the owner shall be liable for payment to the City for all water and sewer rates, fees and charges •Past due accounts will be transferred to the tax roll •If this option is chosen implementation would be January 1, 2020. Current tenant accounts would not be impacted as they will be grandfathered in. RECOMMENDATION-NEW POLICY Page 242 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Area Municipalities AREA MUNICIPALITY COMPARISON Municipality Tenant Account Exists (Y/N) Deposit Required (Y/N) Care Of Tenant (Y/N) Transfer to Tax Roll (Y/N) Collections Procedure Fort Erie N N Y Y Owners may request and authorize that a tenant be sent a copy of a bill for $6/month. Liability lies only with the owner. Arrears transferred to tax roll. Grimsby N N N Y Stopped opening accounts in tenants name in 2015. When an account is in 5 weeks arrears it is automatically transferred to the taxes. Lincoln N N Y Y Flag that the account is in the tenants name. Attempt to collect through shut off and only transfer to taxes if the tenant moves without payment. Pelham N N N Y Process changed August 2018, still have tenant accounts that were signed up prior to August 2018 but currently phasing out. Niagara-on- the-Lake Y N N Y Put account in tenants name, attempt to collect through disconnection, after disconnection transfer arrears to tax roll. Port Colborne N N Y Y With written consent send bills care of tenant. A copy of the bill is sent to the homeowner. Will shut off first and then transfer arrears to taxes. ***Continued on next slide***Page 243 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Area Municipalities AREA MUNICIPALITY COMPARISON Municipality Tenant Account Exists (Y/N) Deposit Required (Y/N) Care Of Tenant (Y/N) Transfer to Tax Roll (Y/N)Collections Procedure St. Catharines N N Y Y Council passed this year to transfer the first outstanding tenant bill to the owner’s taxes. No longer disconnecting any tenant accounts only transferring to taxes. Thorold N N Y Y Put the account in both the landlord and tenants name and send a copy of the bill to each. Shut off the tenants account and then transfer to taxes. West Lincoln N N Y Y Tenant consent from is signed allowing them to contact the owner regarding arrears. Only transfer to taxes if no payment on tenant account. Welland N N N Y Will send the bill to the service address but keep the account in the name of the landlord. Do not deal with tenant’s at all, transfer all arrears to tax roll. West Lincoln N N Y Y Tenant consent from is signed allowing them to contact the owner regarding arrears. Only transfer to taxes if no payment on tenant account. Wainfleet ***No Municipal Water Page 244 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Statistics 2,525 Tenant Accounts 27,868 Owner Accounts 30,393 Total Active Accounts •Since 2014 City has $117,844 outstanding with the credit bureau •Average collection rate is 17% •Average account balance outstanding with the credit bureau is $226 •Highest account outstanding with the credit bureau is $12,120 and has been outstanding since January 2017 Page 245 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Collections Policy-Statistics Staff Time Spent on Tenant Accounts Position Department Hours per week Collections Officer Finance 25 Finance Clerk Finance 5 Water Clerk Finance 15 Water Administrator Finance 15 Water Technician Environmental Services 8 Record Clerk Environmental Services 8 Total 76 If Option 3 is chosen 76 hours per week of staff time could be repurposed to increase organizational efficiencies. Page 246 of 687 A GREAT CITY…FOR GENERATIONS TO COME High Water Consumption Adjustment Policy •Modify the current procedure: •Currently a one time rebate of $0.38 per cubic meter on excess consumption is given during a period of a leak •Update to 50% of the volumetric charges on excess consumption during a period of a leak Excess Consumption of 500 m3 Previous Procedure Rebate New Policy Rebate $190 $554.50 •Results in a 65% increase for residents receiving the rebate •Allows for the rebate to adjust with the changing water/sewer rates each year FORMALIZE AND UPDATE CURRENT PROCEDURE Page 247 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Back Billing Policy •Policy is needed when a water account is found with a lapse in billing, billing error or has never been billed •Back billing period will be for a maximum of two years from the date of discovery based on a reasonable estimate of volumetric and service charges for the period CREATION OF FORMAL POLICY Page 248 of 687 A GREAT CITY…FOR GENERATIONS TO COME Reluctant Water/Sewer Charges Policy •The reluctant water/sewer rate is used when an account holder refuses to allow access to City employees to complete repairs or inspections on a water meter •Two letters are mailed followed by a registered letter requesting the owner contact the City. If no response the City will place the account on the reluctant water/sewer rate •Adjustments to the reluctant rate will only be made: •For a maximum period of 6 months •If the issue is due to a reading error not the accuracy or absence of a water meter CREATION OF FORMAL POLICY FOR CURRENT PROCEDURE Page 249 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water Disconnection and Reconnection Policy •At an owner’s written request the water to a property may be disconnected for a fee •When the water is disconnected the account is stopped and no further billing occurs •At an owner’s written request the water to a property may be reconnected for a fee •When the water is reconnected the account is re-started and billing commences •If an account is requested to be disconnected but the disconnection failed to occur due to a repair to the curb stop a billing adjustment will be completed for the time period the water was shut off provided there is no water usage at the property during that time CREATION OF FORMAL POLICY FOR CURRENT PROCEDURE Page 250 of 687 A GREAT CITY…FOR GENERATIONS TO COME Collection of Water/Sewer Arrears from Condominiums CREATION OF FORMAL POLICY •Policy is needed for transferring outstanding water arrears on condominium utility accounts where there is one large meter servicing the entire condominium and individual tax accounts •Arrears for a single large water meter will be transferred proportionately to each individual roll number based on the percentage of current value assessment over the total assessment for all the properties in a condominium corporation Page 251 of 687 A GREAT CITY…FOR GENERATIONS TO COME Estimating Consumption on Malfunctioning Water Meters CREATION OF FORMAL POLICY FOR CURRENT PROCEDURE •Policy is needed for estimating water consumption when a meter has malfunctioned and stopped recording consumption •A reasonable estimate of consumption will be billed throughout the time period of the malfunctioning water meter based on the account holders average consumption before the meter malfunctioned Page 252 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Tenant Account Policies CREATION OF FORMAL POLICY FOR CURRENT PROCEDURE These policies are dependent on the option selected for the Water/Sewer Collections Policy. This policy will only apply if Option 1 or Option 2 is selected. Tenant Start Dates •The City will only use the start date on the tenant connection agreement as the legal start date for the tenant’s account •Any disputes between start dates must be taken up between the landlord and the tenant Page 253 of 687 A GREAT CITY…FOR GENERATIONS TO COME Water/Sewer Tenant Account Policies Continued CREATION OF FORMAL POLICY FOR CURRENT PROCEDURE Tenant Name Changes •This situation arises when the prior and new tenant were residing at the property, and the prior tenant has requested the deposit to remain on the account for the new tenant •The tenant leaving the property must sign documentation stating they are transferring the deposit to the new tenant •The new tenant must sign a new connection agreement •Staff will simply change the name on the account not terminate and start a new account Page 254 of 687 A GREAT CITY…FOR GENERATIONS TO COME Recommendations 1.Council adopt Option 3 of the proposed Water/Sewer Collection Policy 2.In the event Option 3 is not chosen in recommendation #1, Staff would recommendation a minimum that Option 2 be recommended to keep Niagara Falls consistent with other collection policies across the Niagara Region 3.Council adopt the proposed water/sewer policies: -High Water Consumption Adjustment Policy -Water/Sewer Back Billing Policy -Reluctant Water/Sewer Charges Policy -Water Disconnection and Reconnection Policy -Collection of Water/Sewer Arrears from Condominium Policy -Estimating Consumption on Malfunctioning Water Meters Policy 4.In the event that Option 3 is not chosen in recommendation #1, that council adopt : -Water/Sewer Tenant Account Policy Page 255 of 687 F-2019-14 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2019-14 Water/Sewer Policies RECOMMENDATION 1. That Council adopt Option 3 of the proposed Water/Sewer Collection Policy regarding tenant accounts as outlined in attachment 3. o 700.23 Water/Sewer Collection Policy (Option 3) 2. That Council adopt proposed water/sewer policies with respect to the City’s actions on the following: o 700.24 High Water Consumption Adjustment Policy o 700.25 Water/Sewer Back Billing Policy o 700.26 Reluctant Water/Sewer Charges Policy o 700.27 Water Disconnection and Reconnection Policy o 700.29 Collection of Water/Sewer Arrears from Condominiums Policy o 700.30 Estimating Consumption on Malfunctioning Water Meters Policy 3. In the event Option 3 is not chosen in recommendation #1, that Council adopt the proposed water/sewer policy relating to start dates and name changes on tenant accounts: o 700.28 Water/Sewer Tenant Accounts Policy BACKGROUND The City currently does not have any Council endorsed water and sewer policies. Staff would like to formalize the process in order to provide consistent customer service to residents. Research was completed to determine what formal policies other municipalities have in place and the Legal Department was consulted to ensure all policies are compliant with current legislation and City by-laws. Page 256 of 687 2 F-2019-14 April 30, 2019 ANALYSIS/RATIONALE Water/Sewer Tenant Accounts Option 1: Status quo, except for change in penalty application Water/Sewer Collections Policy (Option 1) (Attachment 1) Under this option the collection procedure for tenant and owner water/sewer accounts would remain the same. Outstanding owner accounts are transferred to the tax roll three times per year as set out in the billing schedule. Tenant accounts receive a disconnection notice and the water is then disconnected as set out in the billing schedule. If a tenant account remains unpaid after a disconnection the current procedure is to send the outstanding balance to a collection agency for further collection action. The City has a low collection rate once a balance has been sent to the credit bureau for collections. Staff is recommending the penalty rate change from a one-time per bill 5% penalty to a monthly penalty of 1.25% per month. Although this change will result in a decrease in penalty revenues for the municipality it will provide consistency between the penalty charges added in both water and taxes. Option 2: Change penalty application and collection process for tenant accounts. Attachment 2 – Water/Sewer Collections Policy (Option 2) (Attachment 2) If this policy is approved staff is recommending the same penalty rate change from Option 1 to occur. The penalty rate would change from a one-time per bill 5% penalty to a monthly penalty of 1.25% per month. The second change in this policy is related to the tenant collection procedure. Under Option 2 once a tenant account has been disconnected or a final bill issued and no payment has been received the outstanding balance shall be transferred to the owners tax roll as opposed to the current process of sending to the credit bureau. The owner will receive notice in the form of a warning letter notifying them of the amount outstanding, indicating the amount will be transferred to taxes if it remains unpaid. Changing this process will allow for a full recovery of outstanding tenant accounts. If approved, implementation of this policy is immediate. Page 257 of 687 3 F-2019-14 April 30, 2019 Option 3: Change penalty application and process for tenant accounts. Attachment 3 – Water/Sewer Collections Policy (Option 3) (Attachment 3) Similar to Option 1 and Option 2 if this policy is approved the penalty rate will change from a one-time per bill 5% penalty to a monthly penalty of 1.25% per month. The second change in this policy relates to the tenant procedure. Under this new policy only the owner shall be liable for payment to the City for all water and sewer rates, fees and charges. The City will no longer collect a deposit or put an account into a tenant’s name. Changing this process will allow for greater municipal efficiencies, full recovery of outstanding tenant accounts and is consistent with other municipalities’ processes. If approved, implementation of this policy is proposed to be January 1, 2020. Staff will report back with an implementation plan outlining the changes and notification that will be provided to both tenants and owners at a later date. High Water Consumption Adjustment Policy (Attachment 4) The current process for a high water consumption adjustment is to provide residential account holders a one-time per property adjustment on the excess consumption during a period of a leak. The current rate for the adjustment is $0.38 per cubic meter combined for both water and sewer ($0.19 each). If this policy is approved the high water consumption adjustment would increase to 50% of the volumetric charges on the excess consumption during a period of a leak. New stipulations are also suggested where the period of the leak would be for a maximum of six months or after receiving three water/sewer bills. The consumption must be at least two times the consumption from a similar period in the previous year and at the request of the account holder the City will offer an optional payment arrangement at the discretion of the City for a maximum two year period interest free. Water/Sewer Back Billing Policy (Attachment 5) A formal policy is needed for both residential and commercial water accounts that have had a lapse in billing, billing error or have never been billed. If this policy is approved staff will back bill to a maximum two year period from the date of discovery. The calculation will be based on a reasonable estimate of the under-billed volumetric and service charges for water and sewer for a two year period prior to the date of discovery as well as from the date of discovery to the current date. At the request of the account Page 258 of 687 4 F-2019-14 April 30, 2019 holder the City will offer an optional payment arrangement at the discretion of the City for a maximum two year period interest free. Reluctant Water/Sewer Charges Policy (Attachment 6) This formalizes the current policy for reluctant water rates. The reluctant water rate is used when an account holder refuses to allow access to City employees to complete necessary repairs or inspections in order to ensure the water meter is in sufficient condition and accurate meter readings are being obtained. Once a meter reading error is discovered City staff will send a letter requesting access to the property by a specific date. If no response the municipality will send a second letter requesting a response by a specific date or else the account will be placed on the reluctant rate. If no response to the second letter the City will send a third and final letter through registered mail requesting access and stating if no response the account will be changed to the reluctant rate. After the response by date on the registered letter the account is placed on the reluctant water and sewer rate as stated in Schedule A of the water by-law, as amended. Reluctant water and sewer charges will only be adjusted to a maximum of six months after the first bill on the reluctant rate was issued and only if the issue was due to reading the water meter not the accuracy or absence of a water meter. Water Disconnection and Reconnection Policy (Attachment 7) This formalizes the policy for water disconnections and reconnections completed when an account holder wishes to stop their water account. At an owner’s written request the water to a property may be disconnected for a fee as stated in Schedule A of the water by-law, as amended. The fee associated with the water disconnection will be billed on the water account to be paid with the final bill. At either a scheduled time or by request, the water will be reconnected at the property for a fee as stated in Schedule A of the water by-law, as amended, to be billed with the first water/sewer bill after the reconnection occurred. When the service is disconnected all billing will stop from the date of the disconnection and not resume until the service is reconnected. If an account was requested to be disconnected but the disconnection failed to occur, due to a repair needed on the curb stop, a billing adjustment will be made for the service charges as long as the meter readings at the property show zero water usage during the time period the account holder requested the water to be disconnected. Water/Sewer Tenant Accounts Policy (Attachment 8) This policy is dependant on the option selected for the Water/Sewer Collections Policy. If Option 1 or Option 2 is selected this policy will apply as in those instances the City would still be communicating with tenants. Page 259 of 687 5 F-2019-14 April 30, 2019 This formalizes the policy for the starting of tenant accounts and name changes on tenant accounts. A tenant account can only be started after the signing of a connection agreement and payment of a deposit. The tenant is asked to provide a copy of the lease and staff will verify the start date on the lease is the same as the start date on the tenant connection agreement. This will be the start date of the water account. If no lease is provided the City will use the date the tenant has written on the signed connection agreement as the start date for the account. If there is a discrepancy between the tenant and the landlord on the account start date the City will use the date on the connection agreement as this is the legal document between the tenant and the City. Any discrepancy on account start dates is to be resolved between the landlord and the tenant. A formal policy is needed when a name change is occurring on a tenant account, both the prior and new tenant were residing at the property, and the prior tenant has requested the deposit to remain on the account for the new tenant. Since the account is in the name of the person leaving the property and therefore the signed tenant connection agreement is between the tenant leaving and the City, the person leaving the property must sign documentation stating they are transferring their deposit to the person remaining at the property. The person staying at the property must then sign a new connection agreement in their name. The account will remain active and staff will treat as a name change. Collection of Water/Sewer Arrears from Condominiums (Attachment 9) A formal policy is needed for transferring outstanding water arrears on condominium utility accounts where there is one large meter and multiple individual tax accounts. Condominium properties are comprised of many individual assessed units, each with their own assessed owner. In some cases within the City water supplied to the condominium property is measured by a single bulk water meter that records water consumption for the entire property. This poses a challenge when the water account is in arrears as there is not one single roll number to transfer the arrears to. If this policy is approved the arrears for the single large water meter will be transferred proportionately to each individual roll number based on their percentage of the current value assessment over the total assessment of all the properties in the condominium corporation. Estimating Consumption on Malfunctioning Water Meters (Attachment 10) A formal policy is needed for estimating water consumption when a meter has malfunctioned. If approved when a meter has malfunctioned at a property the City will estimate a reasonable consumption until the meter is replaced. A reasonable estimate of volumetric charges will be calculated using the account holder’s average consumption before the meter stopped. If this information is not available the average consumption for a similar customer group will be used. Page 260 of 687 6 F-2019-14 April 30, 2019 FINANCIAL/STAFFING/LEGAL IMPLICATIONS Water/Sewer Collections Policy (Attachments 1, 2 and 3) The proposed changes recommended in the water/sewer collections policy will result in separate financial implications. Firstly, the change from a one-time per bill 5% penalty to a monthly 1.25% penalty will result in an estimated decrease in penalty revenue from approximately $217,000 in 2018 to an estimated $132,000 in 2019. Although this is a significant decrease in penalty revenue it provides consistency to the residents as water/sewer penalty will now be charged in the same manner as penalty on taxes. Option 2: Change penalty application and collection process for tenant accounts. Changing the collection policy to transfer outstanding tenant accounts to the owner’s tax roll after all other collection action by the City has taken place would replace the current process of sending outstanding tenant balances to a collection agency, where the City currently has a low collection rate. The current amount of water/sewer accounts outstanding with the credit bureau since 2014 is 492 accounts with a total outstanding balance of $117,926.70. By changing the collection policy to allow for these accounts to be transferred to the owner’s taxes the city would have full recovery of outstanding water/sewer accounts on a go forward basis. Option 3: Change penalty application and process for tenant accounts. Changing the City policy to eliminate tenant accounts. Owners only, shall be liable for payment to the City for all water and sewer arrears. Similar to Option 2, Option 3 would allow for full recovery of outstanding water/sewer accounts on a go forward basis. This option would increase organizational efficiencies as under the current process significant staff time is spent on tenant collection procedures. High Water Consumption Adjustment Policy (Attachment 4) The financial implications of the proposed changes to the high water consumption rebate would result in an increased rebate amount from $0.38 per cubic meter to $1.108 per cubic meter based on the 2018 water rates. For a leak in excess of 455 cubic meters the amount of the rebate would increase from $172.90 to $504.14. This would result in a higher write off percentage to the City but a much greater financial benefit to the resident. Also, because the new rebate amount is a percentage of the current water Page 261 of 687 7 F-2019-14 April 30, 2019 and sewer rates and not a set amount it allows for the rebate to fluctuate each year with the changing rates. Collection of Water/Sewer Arrears from Condominiums (Attachment 9) The financial implications of this policy will decrease the City’s water and sewer receivables as previously uncollectable condominium water accounts will now be collected in the same manner as taxes. Estimating Consumption on Malfunctioning Water Meters (Attachment 10) The financial implications of this policy will allow the City to increase water and sewer volumetric revenue as a result of estimating consumption charges on malfunctioning water meters. The previous practice allowed residents to be billed at zero consumption when a meter had stopped although consumption was occurring at the property. CITY’S STRATEGIC COMMITMENT This report is consistent with the following Council strategic commitments: 1. To provide customer satisfaction through the efficient handling of customer inquiries and issues 2. To be financially responsible to the residents of Niagara Falls by practicing prudent fiscal management of existing resources, and by making sound long- term choices that allow core City programs and services to be sustainable now and into the future 3. To be efficient and effective in our delivery of municipal services and use of resources, and accountable to our citizens and stakeholders LIST OF ATTACHMENTS 1. 700.23 Water Collections Policy (Option 1) 2. 700.23 Water Collections Policy (Option 2) 3. 700.23 W ater Collections Policy (Option 3) 4. 700.24 High Water Consumption Adjustment Policy 5. 700.25 Water/Sewer Back Billing Policy 6. 700.26 Reluctant Water/Sewer Charges Policy 7. 700.27 Water Disconnection and Reconnection Policy 8. 700.28 Water/Sewer Tenant Accounts Policy 9. 700.29 Collection of Water/Sewer Arrears from Condominiums Policy 10. 700.30 Estimating Consumption on Malfunctioning Water Meters Policy Page 262 of 687 8 F-2019-14 April 30, 2019 Recommended by: Tiffany Clark, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A. Ferguson Page 263 of 687 Department Finance Division Finance Subject Water/ Sewer Collections Policy (Option 1) Policy # 700.23 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy provides the framework for collection procedures for both tenant and owner water accounts. Procedure Penalty A penalty of 1.25% will be added on the amount of outstanding water and sewer arrears at the beginning of each month. Penalties may not be waived. Failure to receive a bill does not excuse an account holder from the responsibility for payment of the utility bill and penalty. All payments received will be applied first towards penalty and arrears, if any. Owner Accounts Past due owner accounts with a balance over $200.00 will be transferred to the tax roll. Owner transfers to taxes occur three (3) times per year per the billing schedule. A fee associated with the water transfer is applied to the tax roll per Schedule A of the water by-law, as amended. Tenant Accounts In order to start a water account in a tenant’s name the tenant must pay the required deposit per Schedule A of the water by-law, as amended and sign a connection agreement. Once completed the tenant is solely responsible for the water bill. In the event that any water and sewer bill issued to the tenant's account is unpaid the following procedure will be followed: 1. Eleven (11) days after the date of the bill, the City shall send a reminder notice, which reminder notice shall warn that tenant that, if the account remains delinquent the water supply to the premises will be subject to disconnection and the associated account will be subject to the application of any fees charged for the disconnection of a water account as provided in Schedule A of the water by-law, as amended. Page 264 of 687 Department Finance Division Finance Subject Water/ Sewer Collections Policy (Option 1) Policy # 700.23 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 2 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date 2. If at the end of the “payment by date”, specified in the reminder notice described above, the account remains delinquent, a third and final notice shall be served upon the tenant specifying the time by which payment, including any fees, must be made in order to avoid having the water disconnected. 3. In the event the tenant’s account remains in default after the due date of notice above the City will disconnect the water. The tenant must then pay the outstanding bill plus the disconnection and reconnection fees associated in order to have the water reconnected. 4. If the water supply remains disconnected at the property or the tenant leaves the property a final bill will be issued to the tenant. 5. If the final bill remains unpaid the tenant’s deposit will be applied to the arrears and any remaining balance will be sent to a collections agency for collections. 6. If the tenant wishes to reconnect the water after this point they must pay all arrears, a new deposit and sign a new connection agreement. 7. If the tenant wishes to sign up for water at a new property, arrears from all previous properties under the tenant’s name must be paid in full. Page 265 of 687 Department Finance Division Finance Subject Water/ Sewer Collections Policy (Option 2) Policy # 700.23 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy provides the framework for collection procedures for both tenant and owner water accounts. Procedure Penalty A penalty of 1.25% will be added on the amount of outstanding water and sewer arrears at the beginning of each month. Penalties may not be waived. Failure to receive a bill does not excuse an account holder from the responsibility for payment of the utility bill and penalty. All payments received will be applied first towards penalty and arrears, if any. Owner Accounts Past due owner accounts with a balance over $200.00 will be transferred to the tax roll. Owner transfers to taxes occur three (3) times per year per the billing schedule. A fee associated with the water transfer is applied to the tax roll per Schedule A of the water by-law, as amended. Tenant Accounts In order to start a water account in a tenant’s name the tenant must pay the required deposit per Schedule A of the water by-law, as amended, and sign a connection agreement. Once completed the tenant is solely responsible for the water bill. In the event that any water and sewer bill issued to the tenant's account is unpaid the following procedure will be followed: 1. Eleven (11) days after the date of the bill, the City shall send a reminder notice, which reminder notice shall warn that tenant that, if the account remains delinquent the water supply to the premises will be subject to disconnection and the associated account will be subject to the application of any fees charged for the disconnection of a water account as provided in Schedule A of the water by-law, as amended. Page 266 of 687 Department Finance Division Finance Subject Water/ Sewer Collections Policy (Option 2) Policy # 700.23 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 2 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date 2. If at the end of the “payment by date”, specified in the reminder notice described above, the account remains delinquent, a third and final notice shall be served upon the tenant specifying the time by which payment, including any fees, must be made in order to avoid having the water disconnected. 3. In the event the tenant’s account remains in default after the due date of notice above the City will disconnect the water. The tenant must then pay the outstanding bill plus the disconnection and reconnection fees associated in order to have the water reconnected. 4. If the City is unable to disconnect the water the amount outstanding will be transferred to the owner’s taxes to be collected in the same manner as taxes. 5. If the water supply remains disconnected at the property or the tenant leaves the property a final bill will be issued to the tenant. At the time of the final bill a warning letter will also be sent to the landlord notifying the landlord of the amount outstanding, stating the amount will be transferred to the tax roll if it remains unpaid. 6. If the final bill remains unpaid the tenant’s deposit will be applied to the arrears and any remaining balance will be transferred to the landlords tax account with a fee as set out in Schedule A of the water by- law, as amended. 7. If the tenant wishes to have the water reconnected at the property they must pay the amount transferred to the landlord’s taxes with all associated penalties and fees as well as the disconnection and reconnection fee. 8. If the water remains disconnected at the property the water arrears becomes the home owner’s responsibility to be paid with property tax. Page 267 of 687 Department Finance Division Finance Subject Water/ Sewer Collections Policy (Option 3) Policy # 700.23 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 1 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy provides the framework for collection procedures for all water accounts. Procedure Account Holders A water and sewer account is established in the owner’s name at the time of property purchase. Only the owner shall be liable for the payment to the City for all water and sewer rates, fees and charges. The liability imposed upon an owner shall remain with the owner notwithstanding any contract or agreement to the contrary entered into by the owner with any other person. Penalty A penalty of 1.25% will be added on the amount of outstanding water and sewer arrears at the beginning of each month. Penalties may not be waived. Failure to receive a bill does not excuse an account holder from the responsibility for payment of the utility bill and penalty. All payments received will be applied first towards penalty and arrears, if any. Transfer to Taxes Past due accounts with a balance over $200.00 will be transferred to the tax roll. A fee associated with the water transfer is applied to the tax roll per Schedule A of the water rate by-law, as amended. Page 268 of 687 Department Finance Division Finance Subject High Water Consumption Adjustment Policy Policy # 700.24 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 3 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose The purpose of this policy is to provide a framework for high water consumption adjustments applied to residential account holders as a one-time courtesy due to a leak at the property. The high water consumption adjustment is a discretionary adjustment, approved by the Water/Tax Administrator, applied to residential account holders one-time per property, who had and repaired a leak at their property. Procedure Qualifications The adjustment will only be applied as follows:  One-time only adjustment per account holder per property address  Residential account holders only  High water consumption adjustment application form must be completed indicating the approximate start date of the leak and the date the repair was made with supporting documentation  Adjustments will only be for a maximum adjustment period of six months  Water usage must exceed 2 times the average of the similar period from the previous year o If no history is available, meter readings will be obtained to project normal usage. If projection is not possible, actual consumption of similar account holders will be used to determine normal usage for the adjustment calculation  Water usage at the property must be back to normal average consumption proving the leak has been repaired No adjustments will be applied where:  Usage above the account holder’s average monthly consumption is due to seasonal usage such as watering of sod, gardening, filling swimming pools or whirlpools, washing vehicles, etc. as this describes water services knowingly used by the account holder  Water loss is due to theft, vandalism or construction damage as the responsibility to resolve these issues lies with the account holder  Leak was caused by a third party from whom the account holder is able to recover their costs Page 269 of 687 Department Finance Division Finance Subject High Water Consumption Adjustment Policy Policy # 700.24 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 2 of 3 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date  High water usage is identified from a “catch-up” billing following a period of estimated consumption Calculation of the Adjustment The adjustment will be calculated based on 50% of the water and sewer volumetric charge exceeding the average of the similar period from the previous year. The resident will be responsible for payment of the remaining 50%, applicable service charges, and average bill for the period. The following example illustrates how the adjustment is calculated based on the rates effective March 1, 2018. Water Consumption (m3) Rate ($) Dollar Amount High Bill 1 Water Volumetric 500 $ 1.011 $ 505.50 2 Sewer Volumetric 500 $ 1.205 $ 602.50 $ 1,108.00 Bill from Similar Period Pervious Year 3 Water Volumetric 45 $ 1.011 $ 45.50 4 Sewer Volumetric 45 $ 1.205 $ 54.23 $ 99.72 Consumption Eligible for Adjustment 5 Water [1-3] 455 $ 1.011 $ 460.01 6 Sewer [2-4] 455 $ 1.205 $ 548.28 $ 1,008.28 High Water Consumption Adjustment 50% Water Adjustment [5 * 50%] 455 $ 0.506 $ 230.00 Sewer Adjustment [6 * 50%] 455 $ 0.603 $ 274.14 Total High Water Consumption Adjustment $ 504.14 Resident Responsible for Payment $ 603.86 Page 270 of 687 Department Finance Division Finance Subject High Water Consumption Adjustment Policy Policy # 700.24 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 3 of 3 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Repayment Plan At the account holders request the City will offer an optional payment arrangement to pay off the remaining portion of the high bill.  If requested by the account holder, the repayment term will be to maximum of a two year period  The repayment will be interest free and in equal instalments corresponding to the normal billing cycle  Delinquency in payment of such installments will be subject to the usual late payment charges and collections procedures Page 271 of 687 Department Finance Division Finance Subject Water/Sewer Back Billing Policy Policy # 700.25 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose The purpose of this policy is to provide a framework for back billing of water and sewer consumption and service charges to account holders when there has been a lapse in billing, a billing error or has never been billed. Procedure This policy includes all back billing adjustments for water and sewer charges. The City, on a majority of occasions, limits bills for services rendered to no more than twenty-four (24) months before the date of discovery, error or condition that caused the under billing. At the discretion of the Director of Finance (or designated delegate), this limitation may not apply in the following situations where there is evidence of:  fraud and/or theft of service situations;  that, despite notification from the City of a problem causing potential under billing, the account holder refuses access to the property to allow for maintenance to metering equipment; and  The account holder was aware of the cause of the under billing and knowingly failed to notify the City of the problem. For residential account holders, the back-bill may also be limited if there has been a change in property ownership to reflect when the current owner took over the account. In some instances, the City may seek to recover monies owed from a prior owner. Calculation of the Back-Bill The calculation will be based on a reasonable estimate of the under-billed volumetric and service charges for water and sewer for the two year period from the date of discovery as well from the date of discovery to current date. 1. A reasonable estimate of volumetric charges will be calculated as follows: a. If applicable, calculate the consumption through an accurate mathematical calculation using meter readings taken before and after the billing error occurred Page 272 of 687 Department Finance Division Finance Subject Water/Sewer Back Billing Policy Policy # 700.25 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 2 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date i. If the billing error occurred for longer than the two year limitation period the correction will be calculated based on an average consumption throughout the entire period and multiplied over two (2) years b. If a meter reading is not available the account holders average daily consumption billed over one or more past billing periods will be used c. In the absence of the above methods, the average consumption of account holders from a similar account holder group will be used 2. Deduct the volumetric charges billed from the estimated volumetric charges as calculated above to determine the under-billed volumetric charges 3. Calculate the under-billed service charges based on the period of time the back bill applies to. 4. Apply the appropriate historic water/sewer rates Notification of Account Holder of the Back Billing Amount The account holder will be notified by registered mail the reason for the back bill, including the calculation of the total back billed amount. Payment Period for Back Bill At the account holders request the City will offer an optional payment arrangement to pay a back bill.  If requested by the account holder, the repayment term will be equivalent, in length, to the back-billing period.  The repayment will be interest free and in equal instalments corresponding to the normal billing cycle.  Delinquency in payment of such instalments will be subject to the usual late payment charges and collections procedures. Page 273 of 687 Department Finance Division Finance Subject Reluctant Water/Sewer Charges Policy Policy # 700.26 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy outlines the procedure for placing water and sewer accounts on the water and sewer reluctant rate. The reluctant water rate is used when an account holder refuses to allow access to City employees to complete the necessary repairs or inspections in order to ensure the water meter is in sufficient condition and accurate meter readings are being obtained. Procedure 1. Once an issue has been discovered the municipality will send a letter requesting access to the property by a specific date. 2. If no response is received, the municipality will send a second letter requesting access stating if no response is received the account will be placed on the reluctant rate as set out in Schedule A of the water by-law, as amended. 3. If still no response after the second letter, the municipality will send out one final registered letter to the property requesting access and stating if no response the account will be change to the reluctant rate. 4. After the respond by date on the final registered letter the account will be changed to the reluctant rate as per Schedule A of the water by-law, as amended. If a water and/or sewer account is in the name of a tenant the letters will be sent to both the tenant and the registered owner of the property per the tax roll. Billing Adjustments Reluctant water and sewer charges will only be adjusted in the following circumstances:  To a maximum of six (6) months after receiving the first bill on the reluctant rate  If the issue was due to reading the water meter not the accuracy or absence of a water meter Page 274 of 687 Department Finance Division Finance Subject Reluctant Water/Sewer Charges Policy Policy # 700.26 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 2 of 2 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Calculation of the adjustment (if applicable): 1. Reluctant charges will be reversed 2. Account will be re-billed for all water and sewer consumption charges from the time the last actual meter reading was obtained to the meter reading obtained at the property when access was granted 3. Service charges will be re-billed for water and sewer based on the size of the meter 4. The appropriate historical water/sewer rates will be applied Page 275 of 687 Department Finance Division Finance Subject Water Disconnection and Reconnection Policy Policy # 700.27 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 1 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy outlines the procedure for disconnecting and reconnecting water at a property to stop an account. Procedure At an owner’s written request the water to a property may be disconnected for a fee as stated in Schedule A of the water by-law, as amended. The fee associated with the disconnection will be billed on the water account to be paid with the final bill. At an owner’s request the water shall be reconnected at a property for a fee stated in Schedule A of the water by-law, as amended, to be billed on the first bill after the reconnection occurred. Once the service has been disconnected all billing will stop until the service has been reconnected at the property. If an account was requested to be disconnected but the disconnection failed to occur due to a repair needed, a billing adjustment will only take place if the meter readings at the property show zero (0) water usage during the time period the customer requested the water to be disconnected. A billing adjustment shall be done to reverse the service charges for both water and sewer during the time period the water was requested to be disconnected. Page 276 of 687 Department Finance Division Finance Subject Water/Sewer Tenant Accounts Policy Policy # 700.28 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 1 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy outlines the City’s procedure when: a) There is a discrepancy between the tenant and the landlord on the start date of a tenant account. b) A name change is occurring on a tenant account, both the prior and new tenant were residing at the property, and the prior tenant has requested the deposit to remain on the account for the new tenant. Start Date of a Tenant Account Procedure A tenant account will only be started after the signing of a connection agreement and payment of a deposit per Schedule A of the water by-law, as amended. When a lease is provided the City will verify that the date of the lease matches the date on the signed connection agreement. The City will use this date as the start date of the account. When no lease is provided the City will use the date the tenant has written on the signed connection agreement. If there is a discrepancy between the tenant and the landlord on the date written on the connection agreement this discrepancy will need to be resolved between the tenant and landlord. The start date of the tenant account must be the date on the signed connection agreement. Name Changes on a Tenant Account Procedure The tenant leaving the property must sign documentation stating they are transferring their deposit to the new tenant. The person staying at the property must then come in to sign a new connection agreement in their name. The account will remain active and the City will only change the name on the account to the name on the new connection agreement. Page 277 of 687 Department Finance Division Finance Subject Collection of Water and Sewer Arrears from Condominiums Policy Policy # 700.29 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 1 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy outlines a procedure for transferring outstanding water arrears on condominium utility accounts where there is one large meter and multiple individual tax accounts. Procedure Condominium properties are comprised of many individual assessed units each with their own assessed owner. In some cases water supplied to the condominium property is measured by a single bulk water meter that records water consumption for the entire property. This type of billing poses a challenge when an account remains outstanding as there is not one single roll number to transfer the arrears too. When a water account remains outstanding for a single bulk water meter at a condominium corporation the arrears will be transferred proportionately to each individual roll number based on the percentage of the current value assessment over the total assessment of all the properties. This will be completed three times per year per the billing schedule. A fee associated with the water transfer will be applied to each tax roll per Schedule A of the water rate by-law, as amended. Page 278 of 687 Department Finance Division Finance Subject Estimating Consumption on Malfunctioning Water Meters Policy Policy # 700.30 Issue Date April 30, 2019 Revision Date ☒ Policy ☐ Procedure Page Page 1 of 1 Submitted by Director Tiffany Clark Date April 30, 2019 Recommended by CAO Ken Todd Date April 30, 2019 ☐ Approved by Council Report# F-2019-14 Bylaw# Date Purpose This policy outlines a procedure for estimating water consumption on malfunctioning water meters. Procedure When a meter has malfunctioned at a property and the City can confirm the house is occupied the City will estimate a reasonable consumption until the meter is replaced. A reasonable estimate of volumetric charges will be calculated as follows: a. If applicable, calculate the consumption through an accurate mathematical calculation using the account holders average consumption taken before the meter had stopped b. In the absence of the above method, the average consumption of customers from a similar customer group will be used When the meter is replaced a final estimate will be completed to be used as the final reading on the removed water meter. This is to ensure the user is paying for an estimated water usage for the period of time the meter has malfunctioned. Page 279 of 687 April 30, 2019 City of Niagara Falls 2019 Water & Wastewater Budget Page 280 of 687 A GREAT CITY…FOR GENERATIONS TO COME •2019 Utility Budget includes Water and Wastewater •Two (2) tiered service delivery (Region/City of Niagara Falls) •Breakdown of City and Region expenditures for 2019 •Refresher of Asset Management Plan (AMP) targets from 2013 AMP •Highlights and summary of rebate programs included in this budget •Identification of some of the larger 2019 water/wastewater capital projects •Proposed 2019 rates and impacts on users •Comparison to other municipalities in Ontario •Recommendation to approve the 2019 proposed rates effective May 1, 2019 Page 281 of 687 A GREAT CITY…FOR GENERATIONS TO COME Regional Municipality of Niagara •Service provider to the City of Niagara Falls •Responsible for water/wastewater treatment facilities and pumping stations •Responsible for part of the water network in the City •Responsible for sewers spanning a municipal boundary. •Region rate structure to City for water is 75% variable, 25% fixed, uniform pricing to all lower tier municipalities •Region rate structure to City for wastewater is 100% fixed •Co-contributor to some capital projects through combined sewer overflow (CSO) program Page 282 of 687 A GREAT CITY…FOR GENERATIONS TO COME City of Niagara Falls Responsibilities •City Council is the management authority and is responsible for the water and sewer systems •Staff administers this responsibility in two parts: 1.Operations is administered by the Municipal Works Division 2.Billing/Collection is administered by the Finance Division •Provide maintenance and replacement of water distribution system and wastewater collection network •Responsibility to directly charge residents for water and wastewater systems •Provide customer service to ratepayers with respect to issues or questions regarding water or wastewater services Page 283 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2019 2018 Regional Costs $11,908,877 54%$11,591,946 56% City Costs 10,107,687 46%9,122,932 44% Total Expenses $22,016,564 100%$20,714,878 100% 54%46%Page 284 of 687 A GREAT CITY…FOR GENERATIONS TO COME Expenses 2019 2018 Increase/ (Decrease) ($) Increase/ (Decrease) ($) Regional Charges -Volumetric 8,974,253 8,696,024 278,229 3.20% Regional Charges –Fixed 2,934,624 2,895,922 38,702 1.34% Fixed Capital Charges 5,000,000 4,100,000 900,000 21.95% Net City Operating Charges 5,107,687 5,022,932 84,755 1.69% Total Expenses $22,016,564 $20,714,878 $1,301,686 6.28% Non Rate Revenue*621,387 627,090 (5,703)(0.91)% Amount to be Raised from Rates $21,395,177 $20,087,788 $1,307,389 6.51% * Includes user fees (account set up, disconnection/reconnection fees), flat rate fees, stand pipe fees, penalties, water meter sales and other revenue Page 285 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2018 Water Expenditures –Key Points •Regional costs in 2019 are based on 75% volumetric ($8,974,253) 25% fixed ($2,934,624) •Requesting the following new staff: •1 (one) 6-month Casual/Seasonal Labourer •1 (one) 8-month Co-op Student for 8 months •Proposed $900,000 increase to capital contribution ($5.0M –2019, $4.1M –2018) in line with the recommendation in the BMA Water and Wastewaster Long-Range Financial Plan (2019-2024) •Capital spending of $5.0 million in budget is still lower than AMP requirements of $6,077,000 (per 2013 AMP). This is partially offset by the use of OLG Contribution funds •Annual amortization is $1,614,316 (2017)Page 286 of 687 A GREAT CITY…FOR GENERATION TO COME Asset Management Plan –Core Assets Source: 2013 Asset Management Plan for the City of Niagara Falls prepared by Public Sector Digest Page 287 of 687 A GREAT CITY…FOR GENERATIONS TO COME Asset Management Plan –Core Assets Source: 2013 Asset Management Plan for the City of Niagara Falls prepared by Public Sector Digest Per 2013 Core Assets AMP: Annual Funding Deficit for Core Assets = $(18,793,000)Page 288 of 687 A GREAT CITY…FOR GENERATION TO COME Asset Management Plan –Core Assets Source: 2013 Asset Management Plan for the City of Niagara Falls prepared by Public Sector Digest Page 289 of 687 A GREAT CITY…FOR GENERATIONS TO COME Rebate Programs included in 2019 Water Budget Senior Water Account Rebate •Budget of $68,000 included in 2019 = 680 applications (568 applications approved in 2018) •$100 water account credit available to those who meet the following qualifications: •City of NF water customer and Property Owner who is residing at the property •Age 65 or over on June 30 of the current year •Receiving the Federal Government Guaranteed Income Supplement Toilet Retrofit Program Rebate •Budget of $20,040 included in 2019 = 334 applications (139 applications approved in 2018) •$60 water account credit available to: •City of NF active water customers and property owners of single and multi-family residential units who purchased up to two (2) efficiency toilets (3.0 litre or 4.8 litre per flush) that meet US EPA WaterSense Performance Standard Guidelines and were purchased in this calendar year. Page 290 of 687 A GREAT CITY…FOR GENERATIONS TO COME Rebate Programs included in 2019 Water Budget High Water Consumption Adjustment •Budget of $20,000 included in 2019 ($8,789 in high water consumption adjustments approved in 2018) •Currently one time rebate of $0.38 per cubic metre ($0.19 -water, $0.19 - sewer) on excess consumption during a period of a leak (proposing 50% rebate) •Residential customers only, one time only rebate, per account holder, per property address Rain Barrel Rebate •Budget of $15,000 included in 2019 = at least 300 applications •City of NF will rebate 50% (up to $50.00) of the purchase price of a qualifying rain barrel from any Canadian retailer. Page 291 of 687 A GREAT CITY…FOR GENERATIONS TO COME Rebate Programs included in 2019 Water Budget Flowie Rebate •Budget of $19,950 included in 2019 = 133 units •Administered in cooperation with Alert Labs as a promotion. •Interested residents can purchase the device online through the Alert Labs website, and using a City of NF promotional code, the resident would pay a discounted rate of $240 (2019 prices) for the device, which includes one year of the monitoring service. Sod Watering Rebate •Budget of $2,000 included in 2019 = 200 applications •City of NF will provide a $10.00 sod watering rebate to any resident who experienced sod damage as a result of City of NF operations. Page 292 of 687 A GREAT CITY…FOR GENERATIONS TO COME 62%38% 2019 2018 Regional Costs $15,581,670 62%$13,310,667 57% City Costs 9,368,524 38%9,891,364 43% Total Expenses $24,950,194 100%$23,202,031 100%Page 293 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2018 Wastewater Budget Expenditures –Detail Expenses 2019 2018 Increase/ (Decrease) ($) Increase/ (Decrease) ($) Regional Charges -Fixed 15,581,670 13,310,667 2,271,003 17.06% Fixed Capital Charges 4,730,000 4,730,000 0 0.00% Net City Operating Charges 4,638,524 5,161,364 (522,840)(10.13)% Total Expenses $24,950,194 $23,202,031 $1,748,163 7.53% Non Rate Revenue*1,309,024 1,181,117 127,907 (10.83)% Amount to be Raised from Rates $23,641,170 $22,020,914 $1,620,256 7.36% * Includes, flat rate fees, sewer lateral cleaning fees, penalties, transfers from DCs, and special purpose reserves Page 294 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2018 Wastewater Expenditures –Key Points •Annual treatment costs from Region are 100% fixed •Net operating costs controlled by the City decreased by 10% in an effort to offset the impact of the Region’s increase to wastewater. •Requesting the following new staff: •1 (one) 6-month Casual/Seasonal Labourer •Non rate revenue increased by 10% ($180,000 transfer from special purpose reserves) in an effort to offset the impact of the Region’s increase to wastewater. •Debt servicing of $899,724 is offset by contribution from DC reserves •Capital spending of $4.73 million in budget is still lower than AMP requirements of $6,496,000 (per 2013 AMP). This is partially offset by the use of OLG Contribution funds •Annual amortization is $2,197,286 (2017)Page 295 of 687 A GREAT CITY…FOR GENERATIONS TO COME Rebate Programs included in 2019 WW Budget Weeping-Tile Removal Assistance (WRAP) Program •Budget of $250,000 included in 2019 = up to 48 applications (93 applications approved in 2018) •Maximum funding of $4,000 (including HST) available per application for weeping-tile investigation, disconnection of the weeping-tile and sump pump and backup. •Maximum funding of $1,200 (including HST) available per application for weeping-tile investigation, purchase and installation of suitably sized Mainline Fullport Backwater Valve (with clear cover) to prevent sewage flows from backing up into the basement. Page 296 of 687 A GREAT CITY…FOR GENERATIONS TO COME Municipal Capital Programs –Water/Sewer •Proposed change in funding –additional $900,000 requested from the water budget ($5.0M –water/$4.73M –sewer) •Key projects in 2019 approved to date: Project Name 2019 Budget ($) Gunning and Mears Pumping Station 424,000 Residential Water Meter Replacement Program (Year 1 of 4)1,200,000 QEW Watermain Crossing 670,000 Fallsview Boulevard Reconstruction –Phase 1 1,253,431 Fifth and Sixth Avenue Sewer Separation 937,200 Fourth Avenue Sewer Separation 900,600 Jill Dr. & Cooper Dr. Watermain Replacement 957,485 Third Ave.Sewer Separation 406,445 Oxford St. Watermain Replacement 580,000 Total Projects Listed $7,329,161 Page 297 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2019 Rate Structure •Rate review completed late 2016 resulted in positive results, Council kept 2016 rates the same as 2015 •Staff direction to move towards 60/40 revenue collection between variable/fixed charges •2019 allocation is 61/39 between variable/ fixed charges (60/40 –water, 62/38 –sewer)Page 298 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2019 Proposed Rates 2019 2018 Change ($) Change (%) Water Fixed (annual)$242.52 $236.64 $ 5.88 2.48% Volumetric (per cm)$1.069 $1.011 $ 0.058 5.74% Wastewater Fixed (annual)$254.64 $236.04 $18.60 7.88% Volumetric (per cm)$1.249 $1.205 $0.044 3.65% Regional Municipality of Niagara has committed to increasing water by 3.8% and wastewater by 6.0% (average 4.9%) for the next five (5) years in an effort to move towards sustainability. Volumetric –Overall annual increase of $0.102 (4.6%) Fixed –Overall annual increase of $24.48 (5.2%)Page 299 of 687 A GREAT CITY…FOR GENERATIONS TO COME Number of Active Accounts Class Code 2018 Active 2017 Active Change Average Consumption in 2018 per Class Code (m3) R1 –Residential 5/8” x ¾” 29,203 28,885 318 183.81 R3 –Residential 1”228 230 (2)964.91 R4 –Residential 1 ½” 99 100 (1)1,722.42 R5 –Residential 2”70 68 2 3,350.02 C1 –Commercial 5/8” x ¾”182 183 (1)434.60 C3 –Commercial 1”112 111 1 1,449.15 C4 –Commercial 1 ½”139 140 (1)2,282.44 C5 –Commercial 2”219 220 (1)4,492.91 C6 –Commercial 3”80 80 0 11,386.77 C7 –Commercial 4”35 35 0 23,199.83 C8 –Commercial 6”22 21 1 105,960.13 C9 –Commercial 8”3 3 0 40,940.83 C10 –Commercial 10”1 1 0 19,090.00 Grand Total 30,393 30,077 316 Page 300 of 687 A GREAT CITY…FOR GENERATIONS TO COME Impact on Residential Users (5/8” x ¾”) Three (3) scenarios for R1 -5/8” x ¾”: 1.Low Water User (88 m3) 2.Average Water User (184 m3) 3.High Water User (282 m3)Page 301 of 687 A GREAT CITY…FOR GENERATIONS TO COME Impact on Residential Users (5/8” x ¾”) Rate Comparison 2019 2018 2019 2018 2019 2018 Annual Usage 88m3 184m3 282m3 Water Fixed (annual)$ 242.56 $ 236.64 $ 242.56 $ 236.64 $ 242.56 $ 236.64 Volumetric (per cm)$ 94.05 $ 88.97 $ 196.64 $ 186.02 $301.37 $ 285.10 Wastewater Fixed (annual)$ 254.62 $ 236.04 $ 254.62 $ 236.04 $ 254.62 $ 236.04 Volumetric (per cm)$ 109.91 $106.04 $ 229.82 $ 221.72 $ 352.22 $ 339.81 Total $ 701.14 $667.69 $ 923.64 $ 880.42 $ 1,150.77 $ 1,097.59 Total Increase (annual)$ 33.45 $ 43.21 $53.18 Total Increase (monthly)$ 2.79 $ 3.60 $ 4.43 % Change 5.01%4.91%4.85%Page 302 of 687 A GREAT CITY…FOR GENERATIONS TO COME Impact on Other Users (Average) by Class Class Code 2018 # of Active Accounts Average Consumption in 2018 per Class Code (m3) 2019 Proposed Increase (%) R1 –Residential 5/8” x ¾” 29,203 183.81 4.91% R3 –Residential 1”228 964.91 5.65% R4 –Residential 1 ½” 99 1,722.42 5.22% R5 –Residential 2”70 3,350.02 5.24% C1 –Commercial 5/8” x ¾”182 434.60 4.78% C3 –Commercial 1”112 1,449.15 5.37% C4 –Commercial 1 ½”139 2,282.44 5.10% C5 –Commercial 2”219 4,492.91 5.11% C6 –Commercial 3”80 11,386.77 5.10% C7 –Commercial 4”35 23,199.83 5.09% C8 –Commercial 6”22 105,960.13 4.83% C9 –Commercial 8”3 40,940.83 5.54% C10 –Commercial 10”1 19,090.00 5.99%Page 303 of 687 A GREAT CITY…FOR GENERATIONS TO COME 2019 Proposed Rates (without additional $900,000 capital contribution) 2019 2018 Change ($) Change (%) Water Fixed (annual)$232.36 $236.64 $ (4.32)(1.83)% Volumetric (per cm)$1.024 $1.011 $ 0.013 1.29% Wastewater Fixed (annual)$254.64 $236.04 $18.60 7.88% Volumetric (per cm)$1.249 $1.205 $0.044 3.65% Regional Municipality of Niagara has committed to increasing water by 3.8% and wastewater by 6.0% (average 4.9%) for the next five (5) years in an effort to move towards sustainability. Volumetric –Overall annual increase of $0.057 (2.6%) Fixed –Overall annual increase of $14.28 (3.0%)Page 304 of 687 A GREAT CITY…FOR GENERATIONS TO COME Impact on Residential Users (5/8” x ¾”) (without additional $900,000 capital contribution) Rate Comparison 2019 2018 2019 2018 2019 2018 Annual Usage 88m3 184m3 282m3 Water Fixed (annual)$ 232.36 $ 236.64 $ 232.36 $ 236.64 $ 232.36 $ 236.64 Volumetric (per cm)$ 90.09 $ 88.97 $ 188.38 $ 186.02 $288.71 $ 285.10 Wastewater Fixed (annual)$ 254.62 $ 236.04 $ 254.62 $ 236.04 $ 254.62 $ 236.04 Volumetric (per cm)$ 109.91 $106.04 $ 229.82 $ 221.72 $ 352.22 $ 339.81 Total $ 686.98 $667.69 $ 905.17 $ 880.42 $ 1,127.91 $ 1,097.59 Total Increase (annual)$ 19.30 $ 24.75 $30.32 Total Increase (monthly)$ 1.61 $ 2.06 $ 2.53 % Change 2.89%2.81%2.76%Page 305 of 687 A GREAT CITY…FOR GENERATIONS TO COME Impact on Other Users (Average) by Class (without additional $900,000 capital contribution) Class Code 2018 # of Active Accounts Average Consumption in 2018 per Class Code (m3) 2019 Proposed Increase (%) R1 –Residential 5/8” x ¾” 29,203 183.81 2.81% R3 –Residential 1”228 964.91 3.58% R4 –Residential 1 ½” 99 1,722.42 3.15% R5 –Residential 2”70 3,350.02 3.16% C1 –Commercial 5/8” x ¾”182 434.60 2.72% C3 –Commercial 1”112 1,449.15 3.28% C4 –Commercial 1 ½”139 2,282.44 3.04% C5 –Commercial 2”219 4,492.91 3.04% C6 –Commercial 3”80 11,386.77 3.04% C7 –Commercial 4”35 23,199.83 3.03% C8 –Commercial 6”22 105,960.13 2.79% C9 –Commercial 8”3 40,940.83 3.46% C10 –Commercial 10”1 19,090.00 3.87%Page 306 of 687 A GREAT CITY…FOR GENERATIONS TO COME Annual Residential Charges Comparison (by Water Volumes) City/Town Cost per 88m3 City/Town Cost per 184m3 City/Town Cost per 282m3 Port Colborne $ 1,119.82 Fort Erie $ 1,411.81 Fort Erie $ 1,739.81 Fort Erie 1,090.50 Port Colborne 1,371.15 Welland 1,666.75 NOTL 862.48 Welland 1,197.43 Port Colborne 1,627.72 Welland 737.68 NOTL 1,127.75 Lincoln 1,412.54 West Lincoln 731.28 West Lincoln 1,012.56 NOTL 1,398.54 Thorold 715.38 Thorold 1,007.41 Thorold 1,305.52 Niagara Falls 701.05 Lincoln 962.53 West Lincoln 1,299.70 St. Catharines 556.09 Niagara Falls 923.47 St. Catharines 1,186.78 Pelham 539.83 St.Catharines 868.18 Niagara Falls 1,150.53 Lincoln 521.70 Pelham 772.72 Pelham 1,010.47 Average $757.58 Average $ 1,065.50 Average $ 1,379.84 Page 307 of 687 A GREAT CITY…FOR GENERATIONS TO COME Dashboard Update As of April 15, 2019: To sign up please visit: https://niagarafall s.ca/dashboard/lo gin/default.aspx 3,705 accounts signed up on our dashboard Page 308 of 687 A GREAT CITY…FOR GENERATIONS TO COME Recommendations 1.That Council approve the 2019 Water and Wastewater Budget and associated rates, as presented, including the $900,000 addition to capital in the Water budget. 2.That Council approve the addition of one –6 month Casual/Seasonal Labourer, and one 8 month co-op student in the water budget to assist with non license related operations 3.That Council approve the addition of one –6 month Casual/Seasonal Labourer in the Wastewater budget to assist with non license related operations Page 309 of 687 1 Summaries 2 Water Budget 3 Wastewater Budget Page 310 of 687 Index SUMMARIES WATER SUMMARY WASTEWATER SUMMARY Page 311 of 687 CITY OF NIAGARA FALLS 2019 MUNICIPAL UTILITY BUDGET - WATER SUMMARY OF REVENUE AND EXPENSE 2019 2018 Increase/Increase/ WATER WATER (Decrease)(Decrease) BUDGET BUDGET $% REVENUES USER FEES 21,748,864 20,407,878 1,340,986 6.57 PENALTIES 62,700 95,000 (32,300) (34.00) SALES 165,000 180,000 (15,000) (8.33) OTHER REVENUE 40,000 32,000 8,000 25.00 TOTAL REVENUES 22,016,564 20,714,878 1,301,686 6.28 EXPENSES SALARIES AND WAGES 2,137,709 2,069,347 68,362 3.30 OVERTIME 82,000 80,000 2,000 2.50 EMPLOYEE BENEFITS 624,078 576,445 47,633 8.26 MATERIALS AND SERVICES 957,994 991,167 (33,173) (3.35) CONTRACT SERVICES 12,704,077 12,424,146 279,931 2.25 RENTS AND FINANCIAL 167,990 145,000 22,990 15.86 TRANSFERS TO CAPITAL 5,000,000 4,100,000 900,000 21.95 INTERNAL TRANSFERS 342,716 328,773 13,943 4.24 TOTAL EXPENSES 22,016,564 20,714,878 1,301,686 6.28 REVENUES LESS EXPENSES - - - 0.00 1 Page 312 of 687 CITY OF NIAGARA FALLS 2019 MUNICIPAL UTILITY BUDGET - WASTEWATER SUMMARY OF REVENUE AND EXPENSE 2019 2018 Increase/Increase/ WASTEWATER WASTEWATER (Decrease)(Decrease) BUDGET BUDGET $% REVENUES USER FEES 23,801,170 22,165,914 1,635,256 7.38 PENALTIES 69,300 100,000 (30,700) (30.70) TRANSFERS FROM DEV CHARGES/1,079,724 936,117 143,607 15.34 SPECIAL PURPOSE RESERVES TOTAL REVENUES 24,950,194 23,202,031 1,748,163 7.53 EXPENSES SALARIES AND WAGES 1,094,376 908,019 186,357 20.52 OVERTIME 39,000 38,000 1,000 2.63 EMPLOYEE BENEFITS 309,822 264,918 44,904 16.95 LONG TERM DEBT INTEREST 301,046 337,439 (36,393) (10.79) MATERIALS AND SERVICES 416,755 409,989 6,766 1.65 CONTRACT SERVICES 17,268,170 15,597,667 1,670,503 10.71 RENTS AND FINANCIAL 94,000 164,000 (70,000) (42.68) LONG TERM DEBT PRINCIPAL 598,678 598,678 - 0.00 TRANSFERS TO CAPITAL 4,730,000 4,730,000 - 0.00 INTERNAL TRANSFERS 98,347 153,321 (54,974) (35.86) TOTAL EXPENSES 24,950,194 23,202,031 1,748,163 7.53 REVENUES LESS EXPENSES - - - 0.00 2 Page 313 of 687 Index WATER BUDGET AUDITING SERVICES INSURANCE CLAIMS REVENUES &RECEIVABLES SYSTEM MAINTENANCE REGIONAL CHARGES WATER SYSTEMS RESEARCH &DEVELOPMENT Page 314 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:38 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-123010-??????To :15-4-123010-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 123010-->AUDITING SERVICES 3-->EXPENSE 15-3-123010-040000 CONTRACTED SERVICES 10,000 10,000 Total EXPENSE 10,000 10,000 AUDITING SERVICES Surplus/Deficit 10,000 10,000 Total CITY WATER FUND 10,000 10,000 3 Page 315 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:41 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-132015-??????To :15-4-132015-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 132015-->INSURANCE CLAIM SERVICES 3-->EXPENSE 15-3-132015-030000 MATERIALS 50,000 50,000 Total EXPENSE 50,000 50,000 INSURANCE CLAIM SERVICES Surplus/Deficit 50,000 50,000 Total CITY WATER FUND 50,000 50,000 4 Page 316 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:50 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-133005-??????To :15-4-133005-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 133005-->REVENUES AND RECEIVABLES 3-->EXPENSE 15-3-133005-010000 LABOUR 323,045 291,468 15-3-133005-010013 EMPLOYEE BENEFITS ALLOCATION 90,222 76,930 15-3-133005-010016 OVERTIME 1,000 5,000 15-3-133005-030000 MATERIALS 157,000 175,339 15-3-133005-030015 ADVERTISING/NEWS RELEASE 1,500 0 15-3-133005-030035 OFFICE SUPPLIES 10,000 20,000 15-3-133005-040000 CONTRACTED SERVICES 193,000 240,000 15-3-133005-050000 RENTS AND FINANCIAL EXPENSES 167,990 0 Total EXPENSE 943,757 808,737 REVENUES AND RECEIVABLES Surplus/Deficit 943,757 808,737 Total CITY WATER FUND 943,757 808,737 5 Page 317 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:51 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-431000-??????To :15-3-431000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 431000-->SYSTEM MAINTENANCE WATERWORKS 3-->EXPENSE 15-3-431000-010000 LABOUR 1,621,127 1,607,879 15-3-431000-010013 EMPLOYEE BENEFITS ALLOCATION 481,601 455,015 15-3-431000-010016 OVERTIME 80,000 75,000 15-3-431000-030000 MATERIALS 568,850 535,000 15-3-431000-030005 PROFESSIONAL DEVELOPMENT/WORKS 32,924 25,000 15-3-431000-030007 ELECTRICITY 500 37,000 15-3-431000-030009 WATER 0 4,000 15-3-431000-030015 ADVERTISING/NEWS RELEASE 5,000 10,000 15-3-431000-030017 INSURANCE PREMIUMS 109,420 114,328 15-3-431000-030018 CONFERENCES/CONVENTIONS 1,800 0 15-3-431000-030035 OFFICE SUPPLIES 1,000 500 15-3-431000-030045 WSIB 20,000 20,000 15-3-431000-040000 CONTRACTED SERVICES 582,200 582,200 15-3-431000-050000 RENTS AND FINANCIAL EXPENSES 0 145,000 15-3-431000-080001 TO CAPITAL 5,000,000 4,100,000 15-3-431000-090000 INTERNAL RENT 342,716 328,773 Total EXPENSE 8,847,138 8,039,695 SYSTEM MAINTENANCE WATERWORKS Surplus/Deficit 8,847,138 8,039,695 Total CITY WATER FUND 8,847,138 8,039,695 6 Page 318 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:54 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-432000-??????To :15-4-432000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 432000-->REGIONAL CHARGES WATERWORKS 3-->EXPENSE 15-3-432000-040000 CONTRACTED SERVICES 8,974,253 8,696,024 15-3-432000-040004 FIXED REGIONAL CHARGES - REGIO 2,934,624 2,895,922 Total EXPENSE 11,908,877 11,591,946 REGIONAL CHARGES WATERWORKS Surplus/Deficit 11,908,877 11,591,946 Total CITY WATER FUND 11,908,877 11,591,946 7 Page 319 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:52 am Budget Report By Function From Category :100000 To Category :823021 Account Code :15-3-433000-??????To :15-4-433000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 15-->CITY WATER FUND 433000-->WATER SYSTEMS RESEARCH & DEVELOPMENT 3-->EXPENSE 15-3-433000-010000 LABOUR 193,537 170,000 15-3-433000-010013 EMPLOYEE BENEFITS ALLOCATION 52,255 44,500 15-3-433000-010016 OVERTIME 1,000 0 15-3-433000-040000 CONTRACTED SERVICES 10,000 0 Total EXPENSE 256,792 214,500 WATER SYSTEMS RESEARCH & DEVELOPMENT Surplus/Defic 256,792 214,500 Total CITY WATER FUND 256,792 214,500 8 Page 320 of 687 Index WASTEWATER BUDGET INSURANCE CLAIMS SYSTEM MAINTENANCE REGIONAL CHARGES SANITARY SYSTEMS RESEARCH &DEVELOMENT Page 321 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:55 am Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-132015-??????To :16-4-132015-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 132015-->INSURANCE CLAIM SERVICES 3-->EXPENSE 16-3-132015-030000 MATERIALS 85,000 85,000 Total EXPENSE 85,000 85,000 INSURANCE CLAIM SERVICES Surplus/Deficit 85,000 85,000 Total CITY SANITARY SEWER FUND 85,000 85,000 9 Page 322 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:55 am Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-411000-??????To :16-4-411000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 411000-->SYSTEM MAINTENANCE SANITARY SEWER 3-->EXPENSE 16-3-411000-010000 LABOUR 900,839 740,162 16-3-411000-010013 EMPLOYEE BENEFITS ALLOCATION 266,072 221,168 16-3-411000-010016 OVERTIME 38,000 38,000 16-3-411000-020000 LONG TERM INTEREST 301,046 337,439 16-3-411000-030000 MATERIALS 140,575 140,500 16-3-411000-030005 PROFESSIONAL DEVELOPMENT/WORKS 0 2,500 16-3-411000-030007 ELECTRICITY 30,500 0 16-3-411000-030017 INSURANCE PREMIUMS 111,330 114,989 16-3-411000-030035 OFFICE SUPPLIES 350 250 16-3-411000-030045 WSIB 25,000 25,000 16-3-411000-040000 CONTRACTED SERVICES 956,500 1,052,000 16-3-411000-050000 RENTS AND FINANCIAL EXPENSES 94,000 164,000 16-3-411000-070000 LONG TERM DEBT PRINCIPAL 598,678 598,678 16-3-411000-080001 TO CAPITAL 4,730,000 4,730,000 16-3-411000-090000 INTERNAL RENT 85,068 153,321 Total EXPENSE 8,277,958 8,318,007 4-->REVENUE 16-4-411000-710000 SEWER VOLUMETRIC CHARGES -14,657,525 -13,807,113 16-4-411000-710010 SEWER FIXED CHARGES -8,983,645 -8,213,801 16-4-411000-710011 SEWER FLAT RATE CHARGES - SYST -150,000 -135,000 16-4-411000-710012 SEWER LATERAL CLEANING - SYSTE -10,000 -10,000 16-4-411000-740000 PENALTIES ON SEWER -69,300 -100,000 16-4-411000-780009 TRSF FROM DEVELOPMENT CHARGE R -899,724 -936,117 Total REVENUE -24,770,194 -23,202,031 SYSTEM MAINTENANCE SANITARY SEWER Surplus/Deficit -16,492,236 -14,884,024 Total CITY SANITARY SEWER FUND -16,492,236 -14,884,024 10 Page 323 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:57 am Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-412000-??????To :16-4-412000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 412000-->REGIONAL CHARGES SANITARY SEWER 3-->EXPENSE 16-3-412000-040000 CONTRACTED SERVICES 15,581,670 13,310,667 Total EXPENSE 15,581,670 13,310,667 REGIONAL CHARGES SANITARY SEWER Surplus/Deficit 15,581,670 13,310,667 Total CITY SANITARY SEWER FUND 15,581,670 13,310,667 11 Page 324 of 687 GL5280 Page :1CITY OF NIAGARA FALLS Date :Apr 16, 2019 Time :10:57 am Budget Report By Function From Category :100000 To Category :823021 Account Code :16-3-413000-??????To :16-4-413000-?????? 2019 2018 Account Code Account Description FINAL BUDGET - BUDGET VALUES FINAL BUDGET - BUDGET VALUES 16-->CITY SANITARY SEWER FUND 413000-->SANITARY SYSTEMS RESEARCH & DEVELOPMENT 3-->EXPENSE 16-3-413000-010000 LABOUR 193,537 167,857 16-3-413000-010013 EMPLOYEE BENEFITS ALLOCATION 43,750 43,750 16-3-413000-010016 OVERTIME 1,000 0 16-3-413000-030000 MATERIALS 24,000 41,750 16-3-413000-040000 CONTRACTED SERVICES 730,000 1,235,000 16-3-413000-090000 INTERNAL RENT 13,279 0 Total EXPENSE 1,005,566 1,488,357 4-->REVENUE 16-4-413000-780003 FROM SPECIAL PURPOSE RESERVES -180,000 0 Total REVENUE -180,000 0 SANITARY SYSTEMS RESEARCH & DEVELOPMENT Surplus/De 825,566 1,488,357 Total CITY SANITARY SEWER FUND 825,566 1,488,357 12 Page 325 of 687 F-2019-15 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2019-15 Cancellation, Reduction or Refund of Taxes Under Section 357 and 358 of The Municipal Act, 2001 RECOMMENDATION That Council approve the cancellation, reduction or refund of taxes on the various accounts per the attached summary and granted to the property owners listed. EXECUTIVE SUMMARY Property owners are able to seek remedy from property assessments that are not accurate due to errors in preparation of the Assessment Roll or due to changes in specific circumstances. These remedies are available by virtue of s.357 and s.358 of The Municipal Act, 2001. This report is provided to Council periodically during the fiscal year to attain Council approval of the changes afforded under these sections. This is the first report for 2019. Adjustments totalling $171,427 are being recommended in this report with allocations to be made to City, Regional and School Board revenue. In the 2019 General Purposes Budget, an allowance has been established for these expenditures. At this time the allowance provided in the General Purposes Budget is adequate to account for the City’s proportionate share of approximately $59,999. BACKGROUND This report is the first report this year in relation to s.357 and s.358 reductions. ANALYSIS/RATIONALE Section 357 and 358 of The Municipal Act, 2001 provides for the cancellation, reduction or refund of taxes for persons who were overcharged by reason of any gross or manifest error in the preparation of the Assessment Roll. Appeals have been received and the applicants have been notified that the respective matters will be considered by City Council this evening. The Municipal Property Page 326 of 687 2 F-2019-15 April 30, 2019 Assessment Corporation has confirmed that the subject properties were assessed incorrectly in that these properties; had structures that had been demolished or removed, were damaged or razed by fire, have ceased to be liable at the rate it was taxed, became exempt, or a transposition, typographical, or clerical error was made. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The 2019 General Purposes Budget provides an allowance for tax write-offs due to assessment appeals and tax write offs. Table 1 is a listing of all the properties that staff is recommending receive adjustments due to successful appeals. An amount of $171,427 in adjustments is listed. The City’s approximate portion is $59,999 and has been accounted for in the 2019 General Purposes Budget. The balance of approximately $111,428 represents adjustments for the School Boards and the Region of Niagara. These adjustments will be made as part of the year end reconciliations. LIST OF ATTACHMENTS Table 1 - Application for Cancellation, Reduction or Refund of Taxes Recommended by: Tiffany Clark, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A. Ferguson Page 327 of 687 (Pursuant to Section 358 and 357 (1) (a), (b), (c), (d), (e), and (g) of the Municipal Act) Municipality CITY OF NIAGARA FALLS Assessment Region NIAGARA I hereby apply for the cancellation, reduction or refund of taxes as set out below and certify that the Regional Assessment Commissioner has verified that the information contained in this application is in accordance with her/his records. Appl. # Name and Address of Applicant Taxation Reason for Application Reduction Year Amount 2018-54 Intellectual Inventive Inc, 4463 Queen St, Niagara Falls, ON L2E 2L2 2017 Damaged by fire, demolition or otherwise $0.00 2018-46A Bauer, Otto Richard (Estate of) 4677 Buttrey St, Niagara Falls, ON L2E 2X5 2017 Damaged by fire, demolition or otherwise $135.10 2018-46 Bauer, Otto Richard (Estate of) 4677 Buttrey St, Niagara Falls, ON L2E 2X5 2018 Damaged by fire, demolition or otherwise $662.08 2017-33 Garvar Ltd, 4854 Bridge St, Niagara Falls, ON L2E 2R9 2017 Damaged by fire, demolition or otherwise $0.00 2018-48A Blyzchyk, Miroslawa, 6700 Alina Ct, Niagara Falls, ON L2H 0A7 2016 Damaged by fire, demolition or otherwise $0.00 2018-48B Blyzchyk, Miroslawa, 6700 Alina Ct, Niagara Falls, ON L2H 0A7 2017 Damaged by fire, demolition or otherwise $0.00 2018-48 Blyzchyk, Miroslawa, 6700 Alina Ct, Niagara Falls, ON L2H 0A7 2018 Damaged by fire, demolition or otherwise $0.00 2017-34 1066029 Ontario Inc, 57 Flintridge Rd, Scarborough, ON M1P 1C4 2017 Damaged by fire, demolition or otherwise $16.95 2017-38 Cai, Goujian & Shi, Younghong, 4835 River Rd, Niagara Falls, ON L2E 3G4 2017 Damaged by fire, demolition or otherwise $0.00 2018-55 Severino, Rose, 913 Mud St E, Niagara Falls, ON L8J 3C1 2018 Damaged by fire, demolition or otherwise $635.33 2017-35 Xu, Dan, 98 Glendale Av, St. Catharines, ON L2T 2J5 2017 Damaged by fire, demolition or otherwise $1,021.34 2017-06 1609625 Ontario Limited, 5785 Victoria Ave, Niagara Falls, ON L2G 3L6 2017 Damaged by fire, demolition or otherwise $0.00 2017-09 Spicy Olive Bar and Grill Inc, 2808 Neptune Cr, Niagara Falls, ON L2J 3X4 2017 Damaged by fire, demolition or otherwise $10,610.57 2017-49 Horseshoe Parking Inc, 3518 Portage Rd, Niagara Falls, ON L2J 2K4 2017 Damaged by fire, demolition or otherwise $0.00 2018-47B Xhani, Aida, 34 McGregor Rd, Scarborough, ON M1P 1C8 2017 Ceased to be liable to be taxed at rate it was taxed $0.00 2018-47 Xhani, Aida, 34 McGregor Rd, Scarborough, ON M1P 1C8 2018 Ceased to be liable to be taxed at rate it was taxed $0.00 2018-21B 603185 Ontario Limited, 8444 Lundy's Ln, Niagara Falls, ON L2H 1H4 2017 Ceased to be liable to be taxed at rate it was taxed $1,119.99 2018-21 603185 Ontario Limited, 8444 Lundy's Ln, Niagara Falls, ON L2H 1H4 2018 Ceased to be liable to be taxed at rate it was taxed $2,034.57 2018-23B Resorts International (Niagara) Inc, 8444 Lundy's Ln, Niagara Falls, ON L2H 1H4 2017 Ceased to be liable to be taxed at rate it was taxed $4,026.76 2018-23 Resorts International (Niagara) Inc, 8444 Lundy's Ln, Niagara Falls, ON L2H 1H4 2018 Ceased to be liable to be taxed at rate it was taxed $7,220.41 2017-50 Steadfast Hospitality Inc, 6361 Fallsview Bv, Niagara Falls, ON L2G 3V9 2017 Damaged by fire, demolition or otherwise $0.00 2018-42A Orsini Bros Inns Inc, 6039 Fallsview Bv, Niagara Falls, ON L2G 3V6 2016 Gross or manifest clerical error $24,218.29 2018-42B Orsini Bros Inns Inc, 6039 Fallsview Bv, Niagara Falls, ON L2G 3V6 2017 Gross or manifest clerical error $23,831.28 2018-42 Orsini Bros Inns Inc, 6039 Fallsview Bv, Niagara Falls, ON L2G 3V6 2018 Gross or manifest clerical error $23,095.76 2017-54 2566155 Ontario Inc, 9 Red Brick Rd, Markham, ON L6B 0T7 2017 Damaged by fire, demolition or otherwise $556.57 2017-55 Niagara Catholic District School Board, 427 Rice Rd, Welland, ON L3C 7C1 2017 Damaged by fire, demolition or otherwise $0.00 2017-07A Orexis Holdings Limited, 4414 Portage Rd, Niagara Falls, ON L2E 6A5 2015 Gross or manifest clerical error $0.00 2017-07B Orexis Holdings Limited, 4414 Portage Rd, Niagara Falls, ON L2E 6A5 2016 Gross or manifest clerical error $0.00 2018-44B Uguccioni, Mary Christine & Paul August, 7255 Optimist Ln, Niagara Falls, ON L2E 0B3 2016 Gross or manifest clerical error $0.00 2018-44 Uguccioni, Mary Christine & Paul August, 7255 Optimist Ln, Niagara Falls, ON L2E 0B3 2017 Gross or manifest clerical error $0.00 2017-39 Trehan, Parveen & Sadhna, 5140 Portage Rd, Niagara Falls, ON L2E 6B6 2017 Ceased to be liable to be taxed at rate it was taxed $625.28 2018-49 Trehan, Parveen & Sadhna, 5140 Portage Rd, Niagara Falls, ON L2E 6B6 2018 Ceased to be liable to be taxed at rate it was taxed $1,072.26 2018-50 Bellefleur, Conrad Joseph & Evelyn Joyce, 6095 Barker St, Niagara Falls, ON L2G 1Y5 2018 Damaged by fire, demolition or otherwise $406.69 2017-56 Marchio, Joseph & Linda, 6298 Pinegrove Av, Niagara Falls, ON, L2G 4J3 2017 Damaged by fire, demolition or otherwise $76.75 2018-57 Edwards, Thomas Aaron, 6449 Murray St, Niagara Falls, ON L2G 2K8 2018 Damaged by fire, demolition or otherwise $18.39 2018-38 1473941 Ontario Ltd, 275 Fourth Av, P.O. Box 30087, St. Catharines, ON L2S 4A1 (accessory building)2018 Damaged by fire, demolition or otherwise $2,699.76 2018-37 1473941 Ontario Ltd, 275 Fourth Av, P.O. Box 30087, St. Catharines, ON L2S 4A1 (single family dwelling)2018 Damaged by fire, demolition or otherwise $718.51 2017-57 22550185 Ontario Inc, 543-33 City Centre Drive, Mississauga, ON L5B 2N5 2017 Damaged by fire, demolition or otherwise $1,008.25 2018-58 Lesnickzek, Teddy, 7711 Wilson Cr, Niagara Falls, ON L2G 4S5 2018 Damaged by fire, demolition or otherwise $13.18 2018-59 Walker, Devon, 7102 Dunn St, Niagara Falls, ON L2G 2R8 2018 Damaged by fire, demolition or otherwise $14.70 2019-03 Banks, Samantha Jane, 7927 Mulhern St, Niagara Falls, ON L2H 1B8 2018 Damaged by fire, demolition or otherwise $27.78 2018-60 Murray, Darren & Janet, 7942 Mulhern St, Niagara Falls, ON L2H 1B9 2018 Damaged by fire, demolition or otherwise $0.00 2017-40 Elia, Salvatore, 3284 McLaren Cr, Niagara Falls,, ON L2J 2W6 2017 Damaged by fire, demolition or otherwise $20.64 2018-61 Mariano, Ray Anthony, 7761 Sassafras Trail, Niagara Falls, ON L2H 0N5 2018 Damaged by fire, demolition or otherwise $2.00 2018-62 1992335 Ontario Limited, 6700 Fallsview Bv, Niagara Falls, ON L2G 3W6 2018 Damaged by fire, demolition or otherwise $1,328.74 2017-58 Cyr, Diane Lynne, 2098 Portage Rd, RR 1, Niagara Falls, ON L2E 6S4 2017 Damaged by fire, demolition or otherwise $16.73 2018-68 Cotton Holdings Inc, 2125 Fruitbelt Pky, Niagara Falls, ON L2J 0A5 2018 Gross or manifest clerical error $0.00 2018-68B Cotton Holdings Inc, 2125 Fruitbelt Pky, Niagara Falls, ON L2J 0A5 2017 Gross or manifest clerical error $0.00 2018-68A Cotton Holdings Inc, 2125 Fruitbelt Pky, Niagara Falls, ON L2J 0A5 2016 Gross or manifest clerical error $0.00 2019-04 Walker, Aggregates Inc, P.O Box 100, Stn Main, Thorold, ON L2V 3Y8 2018 Damaged by fire, demolition or otherwise $67.61 2017-10 Killam Investments Inc, Attn: Pamela Crowell, 3700 Kempt Rd, Suite 100, Halifax, NS B3K 4X8 2017 Damaged by fire, demolition or otherwise $351.24 2019-05 Killam Investments Inc, Attn: Pamela Crowell, 3700 Kempt Rd, Suite 100, Halifax, NS B3K 4X8 2018 Damaged by fire, demolition or otherwise $342.34 2017-41 DeGiuli, Natalizio & Arlie, 4486 Garner Rd, Niagara Falls, ON L2H 0S5 2017 Damaged by fire, demolition or otherwise $110.53 2017-45 2618147 Ontario Inc, c/o Jim Dibellonia, 8444 Lundy's Ln, Niagara Falls, ON L2H 1H4 2018 Damaged by fire, demolition or otherwise $0.00 2017-12 Maria & Meina Holding Cor, 6045 Osprey Bv, Niagara Falls, ON L5N 8K3 2017 Damaged by fire, demolition or otherwise $2,392.73Page 328 of 687 (Pursuant to Section 358 and 357 (1) (a), (b), (c), (d), (e), and (g) of the Municipal Act) Municipality CITY OF NIAGARA FALLS Assessment Region NIAGARA I hereby apply for the cancellation, reduction or refund of taxes as set out below and certify that the Regional Assessment Commissioner has verified that the information contained in this application is in accordance with her/his records. Appl. # Name and Address of Applicant Taxation Reason for Application Reduction Year Amount 2017-13 Beam, John, 8891 Montrose Rd, RR # 2, Niagara Falls, ON L2H 0Z9 2017 Damaged by fire, demolition or otherwise $362.76 2017-14A 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2015 Gross or manifest clerical error $2,128.38 2017-14B 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2016 Gross or manifest clerical error $6,302.56 2017-14 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2017 Gross or manifest clerical error $6,581.97 2017-15A 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2015 Ceased to be liable to be taxed at rate it was taxed $1,625.59 2017-15B 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2016 Ceased to be liable to be taxed at rate it was taxed $4,813.69 2017-15 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2017 Ceased to be liable to be taxed at rate it was taxed $5,014.52 2017-18A 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2015 Ceased to be liable to be taxed at rate it was taxed $6,589.73 2017-18B 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2016 Ceased to be liable to be taxed at rate it was taxed $4,707.47 2017-18 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2017 Ceased to be liable to be taxed at rate it was taxed $4,906.30 2017-19A 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2015 Ceased to be liable to be taxed at rate it was taxed $1,111.27 2017-19B 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2016 Ceased to be liable to be taxed at rate it was taxed $3,281.69 2017-19 1340258 Ontario Inc, 7787 Kalar Rd, Niagara Falls, ON L2H 0Y4 2017 Ceased to be liable to be taxed at rate it was taxed $0.00 2018-63 Sullivan, Mary Ann & McGowan, John, 3830 Welland St, Niagara Falls, ON L2G 6J4 2018 Damaged by fire, demolition or otherwise $10.48 2018-52 Robertson, Cameron & Kelly, 8868 Sodom Rd, Niagara Falls, ON L2G 7B3 2018 Damaged by fire, demolition or otherwise $1,030.01 2018-64 McGrath, Liam Brendan, 4280 Chippawa Py, Niagara Falls, ON L2G 6E7 2018 Damaged by fire, demolition or otherwise $16.98 2018-65 Menechella, Carmelo, 4252 Front St, Niagara Falls, ON L2G 6G8 2018 Damaged by fire, demolition or otherwise $493.17 2017-48 Federow, Arthur, 4079 Marshall Rd, Niagara Falls, ON L2G 0M2 2017 Damaged by fire, demolition or otherwise $3,622.51 2019-07 Federow, Arthur, 4079 Marshall Rd, Niagara Falls, ON L2G 0M2 2018 Damaged by fire, demolition or otherwise $4,975.78 2018-53 Susin, Jeffery Richard, 10460 Ort Rd, RR 3, Niagara Falls, ON L2G 0R5 2018 Ceased to be liable to be taxed at rate it was taxed $957.06 2019-08 Susin, Jeffery Richard, 10460 Ort Rd, RR 3, Niagara Falls, ON L2G 0R5 2019 Ceased to be liable to be taxed at rate it was taxed $0.00 2018-66 Gauthier, Nancy & Justin, 11861 Sodom Rd, Niagara Falls, ON L2G 0T9 2018 Damaged by fire, demolition or otherwise $157.49 2017-59 Wiens, Ted & Diana, 12857 King Rd, Niagara Falls, ON L2H 2J1 2017 Damaged by fire, demolition or otherwise $729.86 2017-60 Sauer, Nathan William, RR 3, Niagara Falls, ON L2H 2J9 2017 Damaged by fire, demolition or otherwise $936.24 2017-61 Landrum, Elisabeth, 14785 Schaubel Rd, RR 4, Welland, ON L3B 5N7 2017 Damaged by fire, demolition or otherwise $0.00 2019-09B Landrum, Elisabeth, 14785 Schaubel Rd, RR 4, Welland, ON L3B 5N7 2018 Damaged by fire, demolition or otherwise $182.17 2019-09 Landrum, Elisabeth, 14785 Schaubel Rd, RR 4, Welland, ON L3B 5N7 2019 Damaged by fire, demolition or otherwise $0.00 2018-67 Muraca, Enzo & Marie, 13177 Montrose Rd, Niagara Falls, ON L3B 5N4 2018 Damaged by fire, demolition or otherwise $390.45 TOTAL $171,427.24 Approved this 30th day of April, 2019 Report No.:F-2019-15 JAMES M. DIODATI, MAYOR BILL MATSON, CITY CLERK [*Any individual items not approved must be struck out and initialed.]Page 329 of 687 MW-2019-14 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Municipal Works SUBJECT: MW-2019-14 Reconstruction of Montrose Rd from McLeod Rd to Charnwood Ave - Cost Sharing with Niagara Region RECOMMENDATION 1. That Council confirm its commitment to the proposed cost sharing for the Niagara Region led Montrose Road Reconstruction project for the City’s share of the new municipal servicing constructed. 2. That the total estimated City share in the amount of $2,274,830 be approved and funded from pre-approval of a portion of the 2020 Capital Budget. EXECUTIVE SUMMARY The City of Niagara Falls is working jointly with the Niagara Region on the reconstruction of Montrose Road from McLeod Road to Charnwood Avenue. Municipal servicing to facilitate future proposed development is included in the project and the City will be sharing in the costs to implement them. The project tender recently closed and the Region is proceeding with the award to the lowest bidder. The project will no t be completed until 2020 and any invoicing for the City’s share of the costs will not be received until next year. As such, the Region is seeking confirmation of the City’s commitment to the project by the City pre-approving its estimated share of the project costs from the 2020 Capital budget in the amount of $2,274,830. This will cover the implementation of a new watermain, sanitary and storm sewers, sidewalk, and road and multi-use trail improvements. The majority of the City’s costs were included in the new Development Charges background study and will largely be funded through Development Charges. The project will be proceeding to construction in June. BACKGROUND Niagara Region has a capital project proceeding to construction in 2019 to reconstruct a portion of Montrose Road (Regional Road 98) from McLeod Road (Regional Road 49) to Charnwood Avenue. There is currently no municipal servicing along this section of roadway. However, in order to provide services for proposed future development along Page 330 of 687 2 MW-2019-14 April 30, 2019 this corridor, the City is partnering with the Region on this project and will share in the costs attributable to the City services implemented. The tender for constructi on on this project closed on April 9, 2019 and the Region will be taking a recommendation report to its Council in May to award the contract to Peters Excavating at their bid of $6,118,067.89. The Region has provided the City with a cost sharing breakdown based on the tendered contract prices (see attachment #1). The City will be sharing in the costs for the provision of road works, new city watermain, storm and sanitary sewers, new sidewalk and multi-use pathway works. The total amount of the City’s cal culated share is $2,274,830. ANALYSIS/RATIONALE The City’s share of the costs for works implemented as part of the Regional project is for municipal servicing not currently in place along the project corridor. These services are necessary to facilitate future proposed development along this section of Montrose Road, as well as increase the level of service provided by the roadway itself. The cost sharing breakdown has been reviewed by City staff and found to be equitable based on our current practices on joint projects with the Region. The City will be paying th e full share for costs related to our new infrastructure (watermain, sanitary sewers, sidewalk and pathways) and a partial amount for shared services (storm sewer, road works and general project costs), based on a percentage of use. The amounts are based on tendered prices from the lowest bid received by the Region. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There is currently no approved funding for this project. Construction will not be completed until 2020 and the Region will only be sending an interim invoice at the end of 2019. The calculated City share of the project, based on the lowest tender the Region received, is $2,274,830. This amount is recommended to be approved and funded through pre-approval from the 2020 Capital budget. The majority of the City’s costs were captured in the new Development Charges background study as the proposed municipal servicing works are to facilitate future proposed development along the project corridor. As such, the majority of costs would be funded as per the st udy’s recommended percentages from collected Development Charges. CITY’S STRATEGIC COMMITMENT This project and recommendation are in keeping with Council’s Strategic priorities for:  Infrastructure Sustainability (system capacity to accommodate growth) Page 331 of 687 3 MW-2019-14 April 30, 2019 LIST OF ATTACHMENTS 1. Niagara Region Montrose Road Cost Sharing Letter dated April 11, 2019. Recommended by: Kent Schachowskoj, Acting Director of Municipal Works Respectfully submitted: Ken Todd, Chief Administrative Officer Kent Schachowskoj, P.Eng. Page 332 of 687 Page 333 of 687 Page 334 of 687 PBD-2019-27 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2019-27 26CD-11-2018-010, Draft Plan of Vacant Land Condominium Amendment to Draft Plan Approval 8196 McLeod Road Applicant: Bruno Galante RECOMMENDATION 1. That subject to subsection 45(47) of the Planning Act, 1990 R.S.O., Council consider passing the resolution on tonight’s agenda to deem the change noted in Recommendation 2 to be minor; and 2. That Council amend Condition No. 18 of the approved Draft Plan of Vacant Land Condominium, to require fire sprinkler systems in only Units 3 to 7 (inclusive), as outlined in Appendix A. EXECUTIVE SUMMARY Bruno Galante is requesting Council to consider passing a resolution to allow a revision to a condition of Draft Plan Approval of Vacant Land Condominium for the land known as 8196 McLeod Road. The modification is requested to Condition No. 18 which currently requires the applicant to install automatic sprinkler systems for all units (Units 1 to 7, inclusive). Planning staff recommends the amendment of Condition No. 18 to require fire sprinkler systems in only Units 3 to 7 (inclusive) for the following reasons:  The minor change does not impact any Provincial and Regional policies;  The proposal continues to conform to the Official Plan and the Garner South Secondary Plan regarding the development of the land with medium density residential uses;  The proposal continues to conform with the site specific zoning of the parcel; and  City’s Fire Services supports the requirement to install automatic sprinkler systems only in Units 3 to 7 (inclusive), because Units 1 and 2 front onto McLeod Road. BACKGROUND Proposal On March 19, 2019 (PBD-2019-10), Council approved applications for a Zoning By-law Amendment (AM-2018-24) and Draft Plan Approval of a Vacant Land Condominium Page 335 of 687 2 PBD-2019-27 April 30, 2019 (26CD-11-2018-10) for the parcel of land known as 8196 McLeod Road. The parcel is located on the south side of McLeod Road between Pin Oak Drive and Kalar Road as shown on Schedule 1. Council approved the requested amendment to change the zoning of the subject land to a Residential Low Density, Grouped Multiple Dwellings zone, with site specific regulations to allow the development of 5 townhouse dwelling units and two semi- detached dwelling units. The draft plan was also approved with a lapsing date of three years. The existing draft plan approval lapses on April 15, 2022. The applicant is of the opinion that the requirement to install automatic sprinkler systems in all of the units is onerous (cost). He is of the opinion that because Units 1 and 2 are in proximity to McLeod Road that these systems should not be required for them. Schedule 2 shows the details of development. Typically changes to conditions of draft plan would require written notice under the Planning Act. However, subsection 45(47) of the Planning Act, 1990 R.S.O allows a municipality to forgo the requirement of circulating a written notice, if Council deems the changes to be minor in nature. To deem the changes minor, a Council resolution is required. ANALYSIS/RATIONALE 1. Provincial Policy Statement and Growth Plan The Planning Act requires City planning decisions to comply with Provincial policies. These policies direct municipalities to facilitate residential intensification by directing 40% of all residential development to built-up areas. The proposed development will assist in meeting these targets and is a form of residential intensification promoted by the Province. 2. Official Plan The subject lands are designated Residential High Density, in part, Environmental Protection Area, in part, and Environmental Conservation Area, in part, in the Garner South Secondary Plan The proposal complies with the intent of the Official Plan regarding the density requirement and protection of the watercourse, a Type 2 Fish Habitat and a 100 year floodplain associated with the watercourse on the lands. 3. Zoning By-law Amendment The modified draft plan complies with the site specific Residential Low Density Grouped Multiple Dwelling (R4) zoning of the land which was passed by Council on March 19, 2019. 4. Subdivision Design and Conditions of Approval The applicant is not proposing any revisions to the site layout of the Draft Plan of Vacant Land Condominium. Current approvals require the applicant to install automatic fire sprinkler systems in all the units of the development (Units 1 to 7 Page 336 of 687 3 PBD-2019-27 April 30, 2019 (inclusive)). The applicant is requesting the condition to be modified to only require these systems for Units 3 to 7, inclusive, because he is of the opinion that they are unnecessary for Units 1 and 2. The request has been reviewed by the Fire department and they are agreeable to limit the requirement of automatic fire sprinkler systems from Units 1 and 2 which front onto McLeod Road. However, for the remaining 5 units (Units 3 to 7 (inclusive)), the developer is required to install automatic sprinklers to ensure the safety of the future residents, as the units have only one means of access from McLeod Road. The revised conditions are included in Appendix A. The revision is shown in bold and only affects Condition No. 18. FINANCIAL IMPLICATIONS The proposed development will generate development charge contributions and property tax revenue for the City. There are no other financial implications. CITY’S STRATEGIC COMMITMENT The proposed development supports the Vibrant and Well Planned City Strategic Priority. LIST OF ATTACHMENTS  Schedule 1 – Location Map  Schedule 2 – Approved Draft Plan  Appendix A – Conditions for Draft Plan Approval Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer A.Dilwaria:mb Attach. S:\PDR\2019\PBD-2019-27, Amendment to Draft Approval, 26CD-11-2018-010 and AM-2018-024, 8196 McLeod Road.docx Page 337 of 687 4 PBD-2019-27 April 30, 2019 SCHEDULE 1 Page 338 of 687 5 PBD-2019-27 April 30, 2019 SCHEDULE 2 Page 339 of 687 6 PBD-2019-27 April 30, 2019 APPENDIX A REVISED Condition for Draft Plan Approval 26CD-11-2018-010 1. Approval applies to the Draft Plan of Vacant Land Condominium prepared by Upper Canada Consultants Inc., dated February 26, 2019, showing 7 units of vacant land for dwelling units as well as a common private road and parking areas. 2. The developer submit to the City’s Senior Zoning Administrator all necessary drawings and information, including but not limited to site elevation and landscaping drawings to confirm zoning compliance. 3. The developer provide five copies of the pre-registration plan to Planning, Building & Development and a letter stating how all the conditions imposed have been or are to be fulfilled. 4. The developer enter into a Vacant Land Condominium Agreement with the City, to be registered on title, to satisfy all requirements, financial and otherwise, related to the development of the land. Note: Should any other body wish to have its conditions included in the Vacant Land Condominium Agreement, they may be required to become party to the Vacant Land Condominium Agreement for the purpose of enforcing such conditions. 5. The developer submit a Solicitor’s Certificate of Ownership for the land to the City Solicitor prior to the preparation of the Vacant Land Condominium Agreement. 6. The developer provide a landscape plan, prepared and stamped by a Landscape Architect (OALA). 7. The developer pay the City cash-in-lieu of 5% parkland dedication as determined by a qualified appraiser. 8. The developer must ensure that the existing municipal infrastructure is sufficient to adequately service the development as outlined in the site servicing briefs, prepared by professional engineer licensed in Ontario. All underground services within the subject lands shall be designed and constructed in accordance with City standards. (a) Note: No Looping connections of the existing watermain will be permitted at any point within the development (i.e. single connection to munic ipal distribution network only); and (b) Stormwater runoff must be controlled to the pre-development level for the five (5) year storm event. Page 340 of 687 7 PBD-2019-27 April 30, 2019 9. The developer prepare a lot grading plan which shall be designed and constructed in accordance with City standards. 10. The developer shall design and build a municipal sidewalk along the road allowance in accordance with City standards. 11. The developer shall confirm all City infrastructure on the property through a survey to the City’s satisfaction. 12. The developer pay the applicable Development Charges in place and prior to the release of the Building Permits for the proposed 7 dwelling units in accordance with the By-law No. 2017-87, as amended. 13. The developer submit a Lighting Plan prepared by a Professional Engineer licensed in Ontario. Design to be independently powered and metered. The photometric plan must demonstrate zero impact on the neighbouring property. 14. The developer shall provide to the City all proposed site servicing and grading plan for the subject property to Municipal Works for review and approval prior to start of construction. 15. The developer must pay to the City the required fees for the administration as per the above. 16. The developer’s engineering consultants shall provide written acceptance that the works completed conform with the City’s Accepted Drawings and is in accordance with the NPSCD and City’s construction specification. 17. The developer submit a request to the Fire Department to designate through municipal by-law a fire access route on the property, provide a drawing illustrating the fire route’s compliance with sections 3.2.5.4., 3.2.5.5. and 3.2.5.6. of the Ontario Building Code and post the necessary ‘no parking’ signs. (a) NOTE: parking shall be prohibited on both sides of the access road. 18. The developer shall install an automatic sprinkler system in Units 3 to 7 (inclusive), due to the lack of a secondary emergency access. 19. The developer agree in the Vacant Land Condominium Agreement, in words satisfactory to Bell Canada, to grant to Bell Canada any easements that may be required for telecommunication services. Easements may be required subject to final servicing decisions. In the event of any conflict with existing Bell Canada facilities or easement, the developer shall be responsible for the relocation of such facilities or easements. 20. The Developer is hereby advised that prior to commencing any work, the Developer must confirm that sufficient wire-line communication/telecommunication Page 341 of 687 8 PBD-2019-27 April 30, 2019 infrastructure is available. In the event that such inf rastructure is unavailable, the Developer shall be required to pay for the connection to and/or extension of the existing communication/telecommunication infrastructure. 21. If the Developer elects not to pay for connection in condition 20, then the Developer will be required to demonstrate to the satisfaction of the Municipality that sufficient alternative communication/telecommunication will be provided to enable, at a minimum, the effective delivery of communication/telecommunication services for emergency management services (i.e. 911 Emergency Services). 22. The developer meet the requirements of Enbridge Gas Distribution with respect to the provision of their facilities to the subject lands including providing necessary easements, any necessary relocation of the gas main, provision of an exclusive use location for a pressure reducing regulator station, installation of gas piping and subsequent completion of landscaping, grading and paving and providing cross section and field survey information, and service and meter installation details. 23. That a Community Mail Box (CMB) be located on the site in a location determined by Canada Post, and that the developer identify this site on a display in the sales office prior to offering any units for sale. 24. The developer include in all offers of purchase and sale, a statement that advises the prospective purchaser that the mail delivery will be from a designated Community Mail Box (CMB) and that the developer will be responsible for officially notifying the purchasers of the exact CMB locations and easements granted to Canada Post prior to the closing of any sales. 25. The developer satisfy all requirements of Canada Post regarding temporary and permanent CMB locations and associated works, engineering servicing drawings, installation and providing mail service information to property owners. 26. The developed shall install a concrete pad in accordance with the requirement of and in locations to be approved by Canada Post to facilitate the placement of Community Mail Boxes. 27. The following clauses be included in the condominium agreement: (a) Should deeply buried archaeological remains/resources be found on the property during construction activities, all activities impacting archaeological resources must cease immediately , notify the Archaeological Program Unit of the Ontario Ministry of Tourism , Culture and Sport (416 -212-8886) and a licence archeologist (Detritus Consulting Ltd.) is required to carry out an archaeological assessment in accordance with Ontario Heritage Act and the standards and Guidelines for Consultant Archaeologists. (b) In the event that human remains are encountered during construction, all activities must cease immediately and the local police as well as Cemeteries’ Page 342 of 687 9 PBD-2019-27 April 30, 2019 Regulation Unit of the Ministry of Government and Consumer Services in Toronto (416-326-8800) must be contacted. In a situation where human remains are associated with archeological resources, MTCS should also be notified to ensure the site is not subject to unlicensed alteration which would be a contravention of the Ontario Heritage Act. 28. That prior to approval of the final plan or any on-site grading, the owner shall submit a detailed stormwater management plan for the condominium and the following plans designed and sealed by a qualified professional engineer in accordance with the Ministry of the Environment documents entitled Stormwater Management Planning and Design Manual, March 2003 and Stormwater Quality Guidelines for New Development, May 1991 or their successors to Niagara Region for review and approval: - Detailed lot grading, servicing and drainage plans, notin g both existing and proposed graded and the means whereby overland flows will be accommodated across the site; - Detailed erosion and sedimentation control plans; and - Detailed phasing of construction of the stormwater management facility to coincide with phasing of development of residential lands (internal and external to the subdivision) planned to be serviced by the stormwater management facility. 29. That the condominium agreement between the owner and the City contain provisions whereby the owner agrees to implement the approved plan(s) required in accordance with conditions 27 and 28. 30. That prior to approval of the final plan, the owner shall submit a detailed landscape/planting plan which shows appropriate vegetation within the 3 metre watercourse buffer, with a mix of native tree and shrub species, to Niagara Region for review and approval. 31. The developer submit a written undertaking to Niagara Region agreeing that all offers and agreements of purchase and sale, which may be negotiated prior to registration of this condominium, shall contain a clause indicating that a servicing allocation for this development will not be assigned until the plan is registered, and a similar clause be inserted in the condominium agreement. 32. The developer submits verification of the available wet weather sanitary capacity in the South Niagara Falls system and the mitigation measures required to accommodate development, for review and approval by the Niagara Region and City of Niagara Falls. Based on the information submitted the Region/ City will be requiring flow monitoring conditions be included in the agreement to verify, if required, that the estimated wet weather flows are being met in the field after Page 343 of 687 10 PBD-2019-27 April 30, 2019 construction of the sanitary sewers and before assumption by the City. If the verification is unsuccessful, mitigation measures may be required. 33. That the owner provides a written acknowledgement to the Niagara Region Planning and Development Services Department stating that the draft approval of this condominium does not include a commitment of servicing allocation by Niagara Region as servicing allocation will not be assigned until the plan is registered and that any pre-servicing will be at the sole risk and responsibility of the owner. 34. That the following clause be included in the condominium agreement and inserted into all offers and agreement of purchase and sale or lease for all of the dwelling units; - That in order to accommodate Regional Waste Collection service, the waste/recycling containers need to be placed out at the curb of McLeod Road in clearly marked containers. 35. Prior to granting final plan approval, the City must be in receipt of written confirmation that the requirements of each condition have been met and all fees have been paid to the satisfaction of the Niagara Region. 36. Prior to final approval for registration, a copy of the draft condominium agreement for the proposed development should be submitted to the Niagara Region for verification that the appropriate clause pertaining to this condition has been included. A copy of the executed agreement shall also be provided prior to registration. Note: The Planning and Development Services Department recommends that a copy of the draft agreement also be provided in order to allow the incorporation of any necessary revisions prior to execution. 37. That the developer obtain a Work Permit from the Niagara Peninsula Conservation prior to beginning any work related to grading and paving the parking lot with the 100 year flood plain. 38. That the developer submit to the Niagara Peninsula Conservation Authority for review and approval, detailed grading and construction sediment and erosion control plans. 39. That the conditions 37 and 38 be incorporated in the Condominium Agreement between the developer and the City to th e satisfaction of Niagara Peninsula Conservation Authority. The City shall circulate the Draft Condominium Agreement to the Niagara Peninsula Conservation Authority for its review and approval Authority developer Page 344 of 687 11 PBD-2019-27 April 30, 2019 Clearance of Conditions Prior to granting approval to the final plan, Planning, Building & Development requires written notice from applicable City Divisions and the following agencies indicating that their respective conditions have been satisfied: - Planning Division for Conditions 1-3 (inclusive) - Legal Services for Condition 4 and 5 - Parks Design for Conditions 6 & 7 - Municipal Works Department for Conditions 8-16 (inclusive) - Fire Services for Conditions 17 and 18 (inclusive) - Bell Canada for Condition 19-21 (inclusive) - Enbridge Gas for Condition 22 - Canada Post for Conditions 23-26 (inclusive) - Regional Niagara Public Works Department for Conditions 27-36 (inclusive) - Niagara Peninsula Conservation Authority for Conditions 37-39 (inclusive) Page 345 of 687 TS-2019-11 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transportation Services Department SUBJECT: TS-2019-11 Cattell Drive Parking Control Review RECOMMENDATION That a ‘No Stopping’ zone between the hours of 8:00 a.m. and 4:30 p.m., Monday to Friday be established on the south side of Cattell Drive between Furlong Avenue and a point 55 metres east to Furlong Avenue. EXECUTIVE SUMMARY The recommended ‘No Stopping’ zone on the south side of Cattell Drive is meant to prohibit drivers from stopping in front of the three homes between Furlong Avenue and Riverview Public School to maintain bidirectional travel and maintain acceptable sight lines for motorists and pedestrians. BACKGROUND Staff has received a concern that drivers are parking or stopping on the south side of Cattell Drive between Furlong Avenue and the school. The concern is that it reduces Cattell Drive to one lane of traffic and restricts motorist and pedestrian sight lines. Parking is permitted on the north site of Cattell Drive across from the school. Directly in front of the school, stopping is prohibited between 8:00 a.m. and 4:30 p.m., Monday to Friday. Drivers can park in front of the three residences on the south side of Cattell Drive between Furlong Avenue and the school. Facing east on Cattell Drive from Furlong Avenue Page 346 of 687 TS-2019-11 April 30, 2019 ANALYSIS/RATIONALE Observations identified that motorists are either parking or stopping their vehicles on the south side of Cattell Drive between Furlong Avenue and the school. This narrows the road width to one lane, and may impede driver’s view of pedestrians on the sidewalk as they turn into the school driveway. School bus drivers need extra space to turn into the school due to the larger radius of the bus. A collision review carried out for the section of Cattell Drive near River View Public School indicated that a collision problem does not exists for the previous three year time frame. Staff is recommending that a ‘No Stopping’ zone, between the hours of 8:00 a.m. and 4:30 p.m., Monday to Friday be established on the south side of Cattell Drive from Furlong Avenue to a point 55 metres east of Furlong Avenue. The restriction will allow for two-way traffic near the school and improve sight lines. Residents and their guests can park on the road in the evenings and on weekends. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The installation of the signs is to be carried out by Transportation Services staff. The labour and material costs are accounted for in the approved 2019 General Purposes Budget. It is estimated that the cost to install the signs is approximately $350. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. LIST OF ATTACHMENT Study Area drawing Recommended by: Karl Dren, Director of Transportation Services Respectfully submitted: Ken Todd, Chief Administrative Office Page 347 of 687 TS-2019-11 Cattell Drive Parking Control Review Current Stopping Prohibition Proposed Stopping Prohibition Page 348 of 687 F-2019-16 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2019-16 Monthly Tax Receivables Report – March RECOMMENDATION That Council receive the Monthly Tax Receivables report for information purposes. EXECUTIVE SUMMARY This report is prepared monthly to provide Council with an update on the City’s property tax receivables. Outstanding taxes as of March 31, 2019 were $9.3 million compared to $8.3 million in 2018. During March, tax receivables as a percentage of taxes billed increased slightly from 9.3% in 2018 to 10.1% in 2019. The City’s finance staff has begun the collection process for properties that are subject to registration for 2019. There are currently twelve properties scheduled for tax sale in the next two years. BACKGROUND This report is being provided as part of the monthly financial reporting to Council by staff. ANALYSIS/RATIONALE Tax collection for 2019 lags slightly behind the collection history for 2018. Table 1 shows that taxes outstanding at March 31, 2019 are $9.3 million. This represents an increase from $8.3 million in arrears for the same period in 2018. Finance staff continues to actively pursue property owners in arrears. Table 2 provides the breakdown of outstanding taxes by assessment class. The majority of outstanding taxes are for the residential and commercial property class. The chart shows the taxes owing from the residential property class has increased slightly from a year ago, whereas the commercial property class has decreased slightly from a year ago. Finance staff takes specific collection actions for properties that are subject to registration. At January 1, 2019, 293 properties were subject to registration. Table 3 summarizes the progress of these actions after three months of activity. This table shows 56.0% of the tax accounts or 164 properties have been paid in full or the owners have made suitable payment arrangements. During March, fifteen accounts were paid in full. In addition, the number of accounts with suitable payment arrangements including paid in full increased from 45.4% (February) to 56.0% (March). Page 349 of 687 2 F-2019-16 April 30, 2019 Finance staff continues to make every effort to have accounts paid in order to avoid the registration process and the associated costs related to that process. Table 4 identifies the properties and associated tax arrears scheduled for tax sales in the future. During the month of March, two registered properties were redeemed. The outstanding taxes for registered properties represents 0.4% of the total taxes to be collected. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Tax arrears as a percentage of taxes billed in a year is a performance measure that stakeholders utilize to analyse an organization’s financial strengths. Niagara Falls, due to its high reliance on commercial assessment, is traditionally higher compared to municipalities of similar size. The percentage of taxes outstanding to taxes billed as at March 31, 2019 is 10.1% which is a slight increase of the 2018 value of 9.3%. The municipality has a record of full collection and earns significant penalty revenues to offset the higher measure. LIST OF ATTACHMENTS Table 1 Taxes Receivable at March 31, 2019 Table 2 Taxes Receivable by Property Class at March 31, 2019 Table 3 Number of Properties Subject to Registration Table 4 Scheduled Tax Sales Dates for Registered Properties Recommended by: Tiffany Clark, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer A. Ferguson Page 350 of 687 TABLE 1 Taxes Receivable at March 31, 2019 2019 2018 Outstanding Taxes @ February 28, 2019 63,526,845$ 60,188,141$ Penalty Charged in March 168,608$ 151,651$ Taxes Collected during March 8,223,575$ 7,316,680$ Outstanding Taxes @ March 31, 2019 55,471,878$ 53,023,112$ Taxes Billed and due April 30, 2019 46,170,345$ 44,715,763$ Taxes Past Due 9,301,534$ 8,307,349$ TABLE 2 Taxes Receivable by Property Class at March 31, 2019 2019 % of Class 2018 % of Class Taxes Owing Taxes Owing Residential 28,994,655$ 52.27%27,428,403$ 51.73% Multi-Residential 1,638,463$ 2.95%1,746,618$ 3.29% Commercial 23,119,819$ 41.68%22,150,194$ 41.77% Industrial 1,627,450$ 2.93%1,586,864$ 2.99% Farmlands 91,491$ 0.16%111,033$ 0.21% Total Receivables 55,471,878$ 100.00%53,023,112$ 100.00% Page 351 of 687 TABLE 3 Number of Properties Subject to % Registration as at March 31, 2019 Initial Amount (January 1, 2019)293 Paid in Full 41 14.0% Payment Arrangements 123 42.0% Ongoing Collection 129 44.0% Action Registered 0 0.0% 293 100.0% TABLE 4 May 2019 3 34,167$ November 2019 2 61,487$ May 2020 7 126,871$ Totals 12 222,525$ Scheduled Tax Sales Dates for Registered Properties Number of Properties Taxes Outstanding Amount Page 352 of 687 F-2019-17 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Finance SUBJECT: F-2019-17 Municipal Accounts RECOMMENDATION That Council approve the municipal accounts totaling $49,745,743.21 for the period February 28, 2019 to April 10, 2019. EXECUTIVE SUMMARY 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: Tiffany Clark, Acting Director of Finance Respectfully submitted: Ken Todd, Chief Administrative Officer Page 353 of 687 Page 1 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount 1186566 ONTARIO INC. o/a TIM HORTONS #1351 425603 03-Apr-2019 REFUND 1,250.00 1340258 ONTARIO INC 425604 03-Apr-2019 REFUND 269.21 138342 CANADA INC IN TRUST 425137 20-Mar-2019 CONTRACT SERVICES 3,267.78 1392927 ONTARIO INC 424763 06-Mar-2019 REFUND 20.33 1392927 ONTARIO INC 425605 03-Apr-2019 REFUND 48.04 1578839 ONTARIO INC.424764 06-Mar-2019 REFUND 102.98 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING424765 06-Mar-2019 CONTRACT SERVICES 687.04 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING425333 27-Mar-2019 CONTRACT SERVICES 589.86 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING425606 03-Apr-2019 CONTRACT SERVICES 1,597.82 1578917 ONTARIO LIMITED O/A WILLIAMS PLUMBING AND HEATING425816 10-Apr-2019 CONTRACT SERVICES 607.94 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 425607 03-Apr-2019 MATERIALS 128.50 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 425817 10-Apr-2019 MATERIALS 1,050.00 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 424766 06-Mar-2019 MATERIALS 997.78 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 424766 06-Mar-2019 STORES/INVENTORY 262.32 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 424977 14-Mar-2019 STORES/INVENTORY 31.25 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 425138 20-Mar-2019 STORES/INVENTORY 25.00 1776415 ONTARIO LTD O/A PURE WATER NIAGARA 425334 27-Mar-2019 STORES/INVENTORY 25.00 180 MARKETING 425608 03-Apr-2019 ADVERTISING 141.25 1898291 ONTARIO INC.424767 06-Mar-2019 REFUND 732.62 1923222 ONTARIO LIMITED O/A COUNTRY INN & SUITES 425139 20-Mar-2019 REFUND 750.00 1931309 ONTARIO INC.425335 27-Mar-2019 REFUND 800.00 1992334 ONTARIO LIMITED 425609 03-Apr-2019 REFUND 750.00 2240453 ONTARIO INC o/a BLACKTHORN PRODUCTION 425818 10-Apr-2019 SERVICES 1,864.50 2286724 ONTARIO INC/ C/O COLIN G BRZEZICKI 425140 20-Mar-2019 REFUND 803.36 2309516 ONTARIO INC 424978 14-Mar-2019 REFUND 9,455.88 2348441 ONTARIO INC O/A MR QUICK CAR WASH 425336 27-Mar-2019 CONTRACT SERVICES 244.08 2578139 ONTARIO INC O/A HALCO PORTABLES 424768 06-Mar-2019 MATERIALS 621.50 2578139 ONTARIO INC O/A HALCO PORTABLES 425610 03-Apr-2019 MATERIALS 621.50 2630701 ONTARIO INC.425337 27-Mar-2019 REFUND 101.74 407 ETR EXPRESS TOLL ROUTE 424769 06-Mar-2019 CONTRACT SERVICES 31.65 407 ETR EXPRESS TOLL ROUTE 425611 03-Apr-2019 CONTRACT SERVICES 44.25 623381 ONTARIO INC.424770 06-Mar-2019 REFUND 98.78 800460 ONTARIO LTD.424771 06-Mar-2019 REFUND 12.90 942352 ONTARIO LIMITED O/A BRISK ALL GLASS 425141 20-Mar-2019 CONTRACT SERVICES 322.05 958038 ONTARIO LTD 425612 03-Apr-2019 REFUND 1,250.00 9672761 CANADA INC 425142 20-Mar-2019 REFUND 1,250.00 A N MYER SECONDARY SCHOOL 425625 03-Apr-2019 MATERIALS 500.00 AAA BIGGAR'S LOCKSMITH & SECURITY 424772 06-Mar-2019 CONTRACT SERVICES 2,158.23 AAA BIGGAR'S LOCKSMITH & SECURITY 424979 14-Mar-2019 CONTRACT SERVICES 73.45 AAA BIGGAR'S LOCKSMITH & SECURITY 425338 27-Mar-2019 MATERIALS 88.87 AAA BIGGAR'S LOCKSMITH & SECURITY 425613 03-Apr-2019 MATERIALS 12.05 AAJIMATICS INC.424773 06-Mar-2019 MATERIALS 508.50 ABBOTT,PATTI LYNN 425339 27-Mar-2019 REFUND 164.43 ABBRUSCATO,JAMES 425143 20-Mar-2019 MATERIALS 40.00 ABSOLUTE COMMUNICATION & DESIGN 424980 14-Mar-2019 MATERIALS 226.00 ACA ENGINEERING SERVICES 424774 06-Mar-2019 CONTRACT SERVICES 1,402.10 ACCU LOCK AND SECURITY 424775 06-Mar-2019 CONTRACT SERVICES 1,506.65 ADAMSON,MARANDA 425819 10-Apr-2019 TRAINING 324.88 ADEWUMI,AYO 425820 10-Apr-2019 TRAVEL/MILEAGE 143.60 ADMOR INDUSTRIAL DOCK & DOOR SYSTEMS INC.425144 20-Mar-2019 CONTRACT SERVICES 2,166.78 ADVANCE TOWING & RECOVERY 424776 06-Mar-2019 CONTRACT SERVICES 1,123.85 ADVANCE TOWING & RECOVERY 424981 14-Mar-2019 CONTRACT SERVICES 593.25 ADVANCE TOWING & RECOVERY 425145 20-Mar-2019 CONTRACT SERVICES 1,067.85 ADVANCE TOWING & RECOVERY 425341 27-Mar-2019 CONTRACT SERVICES 254.25 ADVANCE TOWING & RECOVERY 425615 03-Apr-2019 CONTRACT SERVICES 395.50 AEBERHARD,OFELIA 425146 20-Mar-2019 LEASES AND RENTS 141.25 AECOM CANADA LTD 425616 03-Apr-2019 CONTRACT SERVICES 12,090.72 AECOM CANADA LTD 424777 06-Mar-2019 MATERIALS 1,337.92 AFTERMARKET PARTS COMPANY LLC 424778 06-Mar-2019 STORES/INVENTORY 1,173.62 AFTERMARKET PARTS COMPANY LLC 424982 14-Mar-2019 STORES/INVENTORY 2,114.47 AFTERMARKET PARTS COMPANY LLC 425147 20-Mar-2019 STORES/INVENTORY 4,191.52 AFTERMARKET PARTS COMPANY LLC 425342 27-Mar-2019 STORES/INVENTORY 1,360.98 AFTERMARKET PARTS COMPANY LLC 425617 03-Apr-2019 STORES/INVENTORY 297.70 AFTERMARKET PARTS COMPANY LLC 425821 10-Apr-2019 STORES/INVENTORY 680.95 AIR CARE SERVICES 424779 06-Mar-2019 CONTRACT SERVICES 2,627.45 AIR CARE SERVICES 424983 14-Mar-2019 CONTRACT SERVICES 2,899.75 AIR CARE SERVICES 425618 03-Apr-2019 CONTRACT SERVICES 991.58 AIR CARE SERVICES 425822 10-Apr-2019 CONTRACT SERVICES 1,762.80 AIRD & BERLIS LLP 425619 03-Apr-2019 CONTRACT SERVICES 66,394.40 AIRD & BERLIS LLP 424780 06-Mar-2019 CONTRACT SERVICES 2,883.76 AJ STONE COMPANY LTD 424984 14-Mar-2019 MATERIALS 6,064.17 AJ STONE COMPANY LTD 425343 27-Mar-2019 MATERIALS 4,391.33 AJ STONE COMPANY LTD 425620 03-Apr-2019 MATERIALS 362.35 AJ STONE COMPANY LTD 424984 14-Mar-2019 MATERIALS 2,821.61 Page 354 of 687 Page 2 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount ALBANESE,LORI 425344 27-Mar-2019 MATERIALS 147.96 ALBANESE,LORI 425621 03-Apr-2019 MATERIALS 19.21 ALEXANDER,RICHARD 425345 27-Mar-2019 MATERIALS 175.00 ALFIDOME CONSTRUCTION 424781 06-Mar-2019 CONTRACT SERVICES 11,136.00 ALFIDOME CONSTRUCTION 425148 20-Mar-2019 CONTRACT SERVICES 38,815.67 ALFIDOME CONSTRUCTION 425346 27-Mar-2019 CONTRACT SERVICES 110,076.66 ALFIDOME CONSTRUCTION 424985 14-Mar-2019 CONTRACT SERVICES 52,251.66 ALFIDOME CONSTRUCTION 425622 03-Apr-2019 REFUND 750.00 ALFIDOME CONSTRUCTION 425148 20-Mar-2019 REMITTANCE 12,192.80 ALHENDY,AYAD 425623 03-Apr-2019 REFUND 100.00 ALISON'S SPORTS AWARDS & PROMOTIONS 424782 06-Mar-2019 MATERIALS 161.36 ALISON'S SPORTS AWARDS & PROMOTIONS 425347 27-Mar-2019 MATERIALS 136.11 ALLAN,JOHN A.425348 27-Mar-2019 REFUND 203.88 ALLDRIDGE,ADAM CHARLES& HOWE, KEELY JOY 425823 10-Apr-2019 REFUND 546.98 AL-SAIDI,AHMAD 425349 27-Mar-2019 REFUND 108.00 ALTERNATE SOLUTIONS 424783 06-Mar-2019 CONTRACT SERVICES 96.05 ALTERNATE SOLUTIONS 425149 20-Mar-2019 MATERIALS 5,672.37 ALTIERI BUILDING SUPPLIES LTD 425824 10-Apr-2019 MATERIALS 395.39 AMACO EQUIPMENT INC 425350 27-Mar-2019 MATERIALS 976.58 AMACO EQUIPMENT INC 425624 03-Apr-2019 MATERIALS 1,187.31 AMALGAMATED TRANSIT UNION #1582 00210-0001 25-Mar-2019 PAYROLL REMITTANCE 4,176.80 AMALGAMATED TRANSIT UNION #1582 00212-0001 01-Apr-2019 PAYROLL REMITTANCE 4,436.09 AMALGAMATED TRANSIT UNION #1582 00213-0001 08-Apr-2019 REMITTANCE 4,230.09 AMCTO 425150 20-Mar-2019 MATERIALS 1,175.20 AMG ENVIRONMENTAL INC 425351 27-Mar-2019 CONTRACT SERVICES 2,034.00 ANDERSON,JEFF 424784 06-Mar-2019 MATERIALS 177.26 ANGLE,BETH 424986 14-Mar-2019 MATERIALS 295.92 ANTHONY'S EXCAVATING CENTRAL INC 424785 06-Mar-2019 CONTRACT SERVICES 497.20 ANTOLICH,MARK 425352 27-Mar-2019 MATERIALS 175.00 APA CANADA INC. AGENCY WIRE 05-Apr-2019 DEPOSIT 12,500.00 AQUASIRENE INC,425626 03-Apr-2019 MATERIALS 200.00 ARCHER TRUCK CENTRE (WELLAND) LTD 424988 14-Mar-2019 MATERIALS 788.70 ARCHER TRUCK SERVICES LTD 424786 06-Mar-2019 MATERIALS 201.90 ARCHER TRUCK SERVICES LTD 424987 14-Mar-2019 MATERIALS 974.63 ARCHER TRUCK SERVICES LTD 425151 20-Mar-2019 MATERIALS 155.47 ARCHER TRUCK SERVICES LTD 425353 27-Mar-2019 MATERIALS 40.95 ARCHER TRUCK SERVICES LTD 425627 03-Apr-2019 MATERIALS 17.18 ARCHER TRUCK SERVICES LTD 425825 10-Apr-2019 MATERIALS 169.93 ARGES TRAINING & CONSULTING 425152 20-Mar-2019 MATERIALS 9,412.90 ARGUETA,ROMAL N.425354 27-Mar-2019 REFUND 203.98 ARIVA 425628 03-Apr-2019 MATERIALS 283.35 ARTISTA DESIGN & PRINT INC 424787 06-Mar-2019 MATERIALS 90.40 ARTISTA DESIGN & PRINT INC 425153 20-Mar-2019 MATERIALS 536.75 ARTISTA DESIGN & PRINT INC 425355 27-Mar-2019 MATERIALS 333.35 ARTISTA DESIGN & PRINT INC 425629 03-Apr-2019 MATERIALS 1,435.10 ARTISTA DESIGN & PRINT INC 425826 10-Apr-2019 MATERIALS 470.93 ASSOCIATED ENGINEERING (ONT) LTD 425827 10-Apr-2019 CONSULTING SERVICES 6,205.35 ASSOCIATED ENGINEERING (ONT) LTD 424989 14-Mar-2019 MATERIALS 6,595.81 ATKINSON,RICK 425630 03-Apr-2019 MATERIALS 19.20 AULD REID OLDTIMERS HOCKEY TOURNAMENT C/O WINSTON AULD425356 27-Mar-2019 MATERIALS 2,500.00 BAGLIERI,CAREY 425154 20-Mar-2019 MATERIALS 405.27 BAIN PRINTING LIMITED 425631 03-Apr-2019 MATERIALS 282.50 BAIN PRINTING LIMITED 425828 10-Apr-2019 MATERIALS 280.01 BAKER 425829 10-Apr-2019 MATERIALS 430.29 BAKER 424788 06-Mar-2019 STORES/INVENTORY 715.35 BAKER 424990 14-Mar-2019 STORES/INVENTORY 283.72 BAKER 425155 20-Mar-2019 STORES/INVENTORY 25.99 BAKER 425357 27-Mar-2019 STORES/INVENTORY 1,615.00 BAKER 424788 06-Mar-2019 STORES/INVENTORY 487.37 BAKIR,NADIA 425358 27-Mar-2019 REFUND 59.27 BALDINELLI,TONY 425359 27-Mar-2019 REFUND 100.00 BARNSLEY,JOHN 425156 20-Mar-2019 MATERIALS 49.68 BARYLA,HEATHER MARGARET 424789 06-Mar-2019 REFUND 70.00 BATTLEFIELD EQUIPMENT RENTALS 424790 06-Mar-2019 MATERIALS 89.22 BEATTIES 425360 27-Mar-2019 MATERIALS 57.60 BEAUDRY,JESSICA 424791 06-Mar-2019 REFUND 40.00 BELL CANADA 424792 06-Mar-2019 MATERIALS 9,311.20 BELL CANADA 425633 03-Apr-2019 SERVICES 16.15 BELL CANADA - PUBLIC ACCESS 425158 20-Mar-2019 MATERIALS 169.50 BELL MOBILITY INC.425362 27-Mar-2019 LEASES AND RENTS 1,412.50 BELL MOBILITY INC.425832 10-Apr-2019 LEASES AND RENTS 1,412.50 BELL MOBILITY INC.425159 20-Mar-2019 MATERIALS 434.95 BELL,CHRISTIAN 425632 03-Apr-2019 REFUND 100.00 BELL,JEAN 425361 27-Mar-2019 REFUND 137.76 Page 355 of 687 Page 3 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount BELL,TIM 425833 10-Apr-2019 TRAVEL/MILEAGE 62.67 BELLAMY,DAN 425831 10-Apr-2019 MATERIALS 150.00 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 424991 14-Mar-2019 MATERIALS 844.27 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 425363 27-Mar-2019 MATERIALS 609.68 BEN BERG FARM & INDUSTRIAL EQUIPMENT LTD 425834 10-Apr-2019 MATERIALS 1,333.97 BENDO,CHERYL 425364 27-Mar-2019 REFUND 23.35 BEREAVEMENT AUTHORITY OF ONTARIO 424793 06-Mar-2019 MATERIALS 6,339.00 BERGER,AARON 425161 20-Mar-2019 CONTRACT SERVICES 2,500.00 BERNIER EXCAVATING 425160 20-Mar-2019 REFUND 750.00 BGIS CANADA LP IFT CT REIT LP-ON CANADIAN TIRE PROPERTIES INC.425365 27-Mar-2019 LEASES AND RENTS 3,209.62 BGIS ENERGY & FACILITY SOLUTIONS 424794 06-Mar-2019 CONTRACT SERVICES 1,502.87 BILODEAU,MATHEW 425162 20-Mar-2019 MATERIALS 140.40 BILODEAU,MATHEW 425635 03-Apr-2019 MATERIALS 197.72 BILODEAU,MATHEW 425835 10-Apr-2019 TRAVEL/MILEAGE 153.10 BLACK & MCDONALD LTD 425636 03-Apr-2019 MATERIALS 2,396.73 BMO NATIONAL SERVICES 424992 14-Mar-2019 REFUND 261.37 BMO NATIONAL SERVICES 425836 10-Apr-2019 REFUND 1,131.87 BOARDMASTER SAWMILL & TREE SERVICE 425837 10-Apr-2019 MATERIALS 678.00 BOB ROBINSON & SON CONSTRUCTION 424795 06-Mar-2019 CONTRACT SERVICES 8,051.25 BOB ROBINSON & SON CONSTRUCTION 424994 14-Mar-2019 CONTRACT SERVICES 1,463.35 BOB ROBINSON & SON CONSTRUCTION 425163 20-Mar-2019 CONTRACT SERVICES 51,167.82 BOB ROBINSON & SON CONSTRUCTION 425638 03-Apr-2019 CONTRACT SERVICES 7,917.06 BOBCAT OF HAMILTON LTD 424993 14-Mar-2019 LEASES AND RENTS 4,294.00 BOBCAT OF HAMILTON LTD 425637 03-Apr-2019 MATERIALS 4,294.00 BODOUNOV,IPPOLIT& DIANOVA, SVETLANA 424796 06-Mar-2019 REFUND 16.46 BOLAND,BRAD 425639 03-Apr-2019 MATERIALS 225.00 BORTOLIN,A.425366 27-Mar-2019 REFUND 26.13 BOUWMAN,ANNA-MARIE 425640 03-Apr-2019 REFUND 750.00 BOYD,NATHALIE STELLA 425164 20-Mar-2019 REFUND 144.84 BOYS & GIRLS CLUB OF NIAGARA 425367 27-Mar-2019 MATERIALS 16,500.00 BOZZA,ANTHONY& BOZZA, ROSEMARIE 424797 06-Mar-2019 REFUND 10.62 BRADSHAW,HELEN 424798 06-Mar-2019 REFUND 176.28 BREAK-A-WAY CONCESSIONS 425641 03-Apr-2019 MATERIALS 1,372.95 BRENNAN HARRY E.,ESTATE OF 425368 27-Mar-2019 REFUND 126.85 BRETON,CHRISTIAN 425642 03-Apr-2019 REFUND 500.00 BRETON,GUY CLAUDE 425643 03-Apr-2019 REFUND 500.00 BRINK,MICHAEL 424799 06-Mar-2019 MATERIALS 175.00 BRINKS CANADA LTD 425369 27-Mar-2019 CONTRACT SERVICES 2,739.36 BROCK FORD 424996 14-Mar-2019 CONTRACT SERVICES 106.22 BROCK FORD 424800 06-Mar-2019 MATERIALS 78.11 BROCK FORD 424996 14-Mar-2019 MATERIALS 302.37 BROCK FORD 425644 03-Apr-2019 MATERIALS 260.04 BRUNNING,MICHAEL 425645 03-Apr-2019 MATERIALS 64.65 BRUNO,FILLIPPO 425370 27-Mar-2019 REFUND 85.83 BUILDING INNOVATION 425371 27-Mar-2019 MATERIALS 6,441.00 BURGER,CHRISTINE 425165 20-Mar-2019 REFUND 462.42 BURKE EMPLOYMENT SOLUTIONS 424801 06-Mar-2019 CONTRACT SERVICES 1,446.40 BURKE EMPLOYMENT SOLUTIONS 425839 10-Apr-2019 CONTRACT SERVICES 1,582.00 BUTYNIEC,DAVE 424802 06-Mar-2019 MATERIALS 75.60 BUTYNIEC,STEPHEN 425840 10-Apr-2019 TRAVEL/MILEAGE 288.15 BYERS,BARB 425166 20-Mar-2019 MATERIALS 100.00 BZDYL,ANIKO PATRICIA 425167 20-Mar-2019 REFUND 750.00 C.A.L.E.O 424997 14-Mar-2019 MATERIALS 25.00 CAHILL,CONNOR 425372 27-Mar-2019 REFUND 19.82 CALE CANADA INC.424998 14-Mar-2019 CONTRACT SERVICES 2,017.05 CALE CANADA INC.425373 27-Mar-2019 MATERIALS 4,805.44 CALE CANADA INC.425646 03-Apr-2019 MATERIALS 3,019.50 CALE CANADA INC.425841 10-Apr-2019 MATERIALS 4,309.84 CAMPBELL,DAVID 425647 03-Apr-2019 MATERIALS 22.80 CAMPBELL,JIM 425648 03-Apr-2019 MATERIALS 22.80 CAMPBELL,WAYNE 424999 14-Mar-2019 MATERIALS 188.89 CANADA HEAVY EQUIPMENT COLLEGE 425374 27-Mar-2019 ADVERTISING 495.00 CANADA POST CORPORATION 00207-0001 04-Mar-2019 MATERIALS 3,542.88 CANADA POST CORPORATION 00208-0001 11-Mar-2019 MATERIALS 5,086.32 CANADA POST CORPORATION 00209-0001 18-Mar-2019 MATERIALS 620.34 CANADA POST CORPORATION 00213-0002 08-Apr-2019 MATERIALS 5,175.11 CANADIAN DOOR DOCTOR 424804 06-Mar-2019 CONTRACT SERVICES 1,953.77 CANADIAN DOOR DOCTOR 425001 14-Mar-2019 CONTRACT SERVICES 1,686.53 CANADIAN DOOR DOCTOR 425376 27-Mar-2019 CONTRACT SERVICES 1,622.68 CANADIAN DOOR DOCTOR 425843 10-Apr-2019 CONTRACT SERVICES 644.10 CANADIAN DOOR DOCTOR 424804 06-Mar-2019 CONTRACT SERVICES 183.63 CANADIAN DOOR DOCTOR 425649 03-Apr-2019 MATERIALS 231.65 CANADIAN LINEN & UNIFORM 424805 06-Mar-2019 CONTRACT SERVICES 1,110.91 CANADIAN LINEN & UNIFORM 425002 14-Mar-2019 CONTRACT SERVICES 526.75 Page 356 of 687 Page 4 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount CANADIAN LINEN & UNIFORM 425170 20-Mar-2019 CONTRACT SERVICES 489.06 CANADIAN LINEN & UNIFORM 425377 27-Mar-2019 CONTRACT SERVICES 619.79 CANADIAN LINEN & UNIFORM 425844 10-Apr-2019 CONTRACT SERVICES 502.86 CANADIAN LINEN & UNIFORM 425650 03-Apr-2019 MATERIALS 494.34 CANADIAN LOCATORS INC.425375 27-Mar-2019 CONTRACT SERVICES 24,111.26 CANADIAN NATIONAL 425378 27-Mar-2019 CONTRACT SERVICES 3,255.00 CANADIAN PACIFIC RAILWAY CO 424806 06-Mar-2019 CONTRACT SERVICES 1,023.00 CANADIAN SAFETY EQUIPMENT INC 425379 27-Mar-2019 MATERIALS 393.24 CANCORE INDUSTRIES INC O/A HAMILTON RADIATOR SERVICE 425842 10-Apr-2019 MATERIALS 202.21 CANCORE INDUSTRIES INC O/A HAMILTON RADIATOR SERVICE 424803 06-Mar-2019 STORES/INVENTORY 3,193.32 CANCORE INDUSTRIES INC O/A HAMILTON RADIATOR SERVICE 425000 14-Mar-2019 STORES/INVENTORY 190.91 CANCORE INDUSTRIES INC O/A HAMILTON RADIATOR SERVICE 425169 20-Mar-2019 STORES/INVENTORY 3,504.13 CANON CANADA INC 425171 20-Mar-2019 LEASES AND RENTS 660.46 CAPUTO,KRYSTLE 425651 03-Apr-2019 REFUND 100.00 CARDINAL NEWMAN ELEMENTARY 425652 03-Apr-2019 MATERIALS 400.00 CARGILL LIMITED 424807 06-Mar-2019 MATERIALS 61,064.88 CARGILL LIMITED 425003 14-Mar-2019 MATERIALS 27,544.22 CARGILL LIMITED 425172 20-Mar-2019 MATERIALS 44,924.59 CARGILL LIMITED 425653 03-Apr-2019 MATERIALS 148,382.55 CARLETON UNIFORMS INC 424808 06-Mar-2019 MATERIALS 409.46 CARLETON UNIFORMS INC 425173 20-Mar-2019 MATERIALS 1,648.38 CARLETON UNIFORMS INC 425380 27-Mar-2019 MATERIALS 32,758.15 CARLETON UNIFORMS INC 425845 10-Apr-2019 MATERIALS 8,709.86 CARQUEST CANADA LTD.425174 20-Mar-2019 STORES/INVENTORY 233.42 CASSOLATO,TINA 425846 10-Apr-2019 REFUND 75.41 CASTLE MECHANICAL 425175 20-Mar-2019 CONTRACT SERVICES 477.43 CASTLE MECHANICAL 425004 14-Mar-2019 MATERIALS 1,456.71 CASTLE MECHANICAL 425655 03-Apr-2019 MATERIALS 3,408.52 CASUALTY CARE NIAGARA 425656 03-Apr-2019 TRAINING 205.00 CATARACT COLLISION CENTRE 424809 06-Mar-2019 CONTRACT SERVICES 9,040.00 CATARACT COLLISION CENTRE 425657 03-Apr-2019 CONTRACT SERVICES 1,595.56 CBM N.A. INC 424810 06-Mar-2019 STORES/INVENTORY 3,539.61 CBM N.A. INC 425005 14-Mar-2019 STORES/INVENTORY 141.24 CCS TRANSPORTATION SAFETY 425381 27-Mar-2019 MATERIALS 2,915.40 CENTRAL COMMUNICATIONS 425007 14-Mar-2019 CONTRACT SERVICES 745.80 CENTRAL COMMUNICATIONS 425847 10-Apr-2019 CONTRACT SERVICES 745.80 CERVUS EQUIPMENT 425848 10-Apr-2019 MATERIALS 289.90 CESARIN,RYAN 425176 20-Mar-2019 MATERIALS 175.00 CHARLES JONES INDUSTRIAL LTD 425849 10-Apr-2019 MATERIALS 822.96 CHARLES JONES INDUSTRIAL LTD 424811 06-Mar-2019 STORES/INVENTORY 1,601.72 CHARLES JONES INDUSTRIAL LTD 425008 14-Mar-2019 STORES/INVENTORY 37.70 CHARLES JONES INDUSTRIAL LTD 425177 20-Mar-2019 STORES/INVENTORY 341.54 CHEM AQUA 425660 03-Apr-2019 MATERIALS 169.50 CHEM AQUA 425850 10-Apr-2019 MATERIALS 675.93 CHERRYWOOD ACRES ELEMENTARY SCHOOL 425659 03-Apr-2019 MATERIALS 900.00 CHRIST CHURCH 425383 27-Mar-2019 MATERIALS 100.00 CHRISTIE,GRACE 425382 27-Mar-2019 TRAVEL/MILEAGE 78.84 CHS REALTY ADVISORS INC 425851 10-Apr-2019 CONSULTING SERVICES 2,118.75 CHS REALTY ADVISORS INC 425384 27-Mar-2019 MATERIALS 2,118.75 CIBC ELECTRONIC BANKING OPERATIONS 424812 06-Mar-2019 REFUND 175.27 CIBC ELECTRONIC BANKING OPERATIONS 425852 10-Apr-2019 REFUND 2,516.28 CIMA CANADA INC 425009 14-Mar-2019 MATERIALS 45,044.71 CIMCO REFRIGERATION 424813 06-Mar-2019 CONTRACT SERVICES 1,456.05 CIMCO REFRIGERATION 425661 03-Apr-2019 CONTRACT SERVICES 9,552.07 CIPPARONE,PETER 425662 03-Apr-2019 MATERIALS 17.83 CITY ELECTRIC SUPPLY 425010 14-Mar-2019 MATERIALS 335.59 CITY ELECTRIC SUPPLY 425178 20-Mar-2019 MATERIALS 77.97 CITY ELECTRIC SUPPLY 425385 27-Mar-2019 MATERIALS 895.48 CITY VIEW BUS SALES & SERVICE LTD.424814 06-Mar-2019 STORES/INVENTORY 67.07 CITY VIEW BUS SALES & SERVICE LTD.425179 20-Mar-2019 STORES/INVENTORY 130.74 CITY VIEW BUS SALES & SERVICE LTD.425386 27-Mar-2019 STORES/INVENTORY 286.25 CLARKE,RODNEY 425387 27-Mar-2019 REFUND 33.79 CLOCKWORK SYSTEMS INC 425853 10-Apr-2019 CONTRACT SERVICES 185.32 CLOCKWORK SYSTEMS INC 425011 14-Mar-2019 MATERIALS 2,988.40 CLUB ITALIA ORDER OF SONS OF ITALY 425012 14-Mar-2019 MATERIALS 1,351.79 C-MAX FIRE SOLUTIONS 424815 06-Mar-2019 MATERIALS 88.85 C-MAX FIRE SOLUTIONS 425663 03-Apr-2019 MATERIALS 1,095.96 COGECO CONNEXION INC 425014 14-Mar-2019 CONTRACT SERVICES 36.10 COGECO CONNEXION INC 425180 20-Mar-2019 MATERIALS 124.18 COGECO CONNEXION INC.425013 14-Mar-2019 LEASES AND RENTS 847.50 COGECO CONNEXION INC.425854 10-Apr-2019 SERVICES 36.10 COLLINS,CHRISTOPHER 424816 06-Mar-2019 REFUND 107.08 COMMISSIONAIRES 424817 06-Mar-2019 CONTRACT SERVICES 1,642.57 COMMISSIONAIRES 425181 20-Mar-2019 CONTRACT SERVICES 15,893.57 Page 357 of 687 Page 5 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount COMMISSIONAIRES 425664 03-Apr-2019 CONTRACT SERVICES 9,635.90 COMMISSIONAIRES 425855 10-Apr-2019 CONTRACT SERVICES 5,255.02 COMPUTROL 425388 27-Mar-2019 MATERIALS 904.00 COMPUTROL 425856 10-Apr-2019 MATERIALS 565.00 CONDOTTA MERRETT & CO INSURANCE BROKERS 425182 20-Mar-2019 MATERIALS 13,022.64 CONSEIL SCOLAIRE CATHOLIQUE MONAVENIR 00211-0002 29-Mar-2019 REMITTANCE 219,988.09 CONSEIL SCOLAIRE VIAMONDE 00211-0001 29-Mar-2019 REMITTANCE 78,091.25 CORPORATION OF THE TOWN OF FORT ERIE 424818 06-Mar-2019 MATERIALS 6,257.00 COTTON INC 425015 14-Mar-2019 CONTRACT SERVICES 23,468.33 COUNTERPART BREWING INC.425183 20-Mar-2019 REFUND 1,250.00 COUTU,CRAIG 425390 27-Mar-2019 REFUND 169.02 COVELLO,DANIEL JOHN& MANCINI, ANTONIO 424819 06-Mar-2019 REFUND 129.36 CRAITOR,KIM 424820 06-Mar-2019 REFUND 200.00 CRAWFORD & COMPANY (CANADA) INC 425184 20-Mar-2019 CONTRACT SERVICES 2,472.50 CRAWFORD & COMPANY (CANADA) INC 425857 10-Apr-2019 MATERIALS 368.00 CUDNEY,LEE-ANNE 425185 20-Mar-2019 REFUND 500.00 CUPE LOCAL 133 00208-0002 11-Mar-2019 PAYROLL REMITTANCE 8,775.40 CUPE LOCAL 133 00210-0002 25-Mar-2019 PAYROLL REMITTANCE 8,674.86 CUPE LOCAL 133 00213-0003 08-Apr-2019 REMITTANCE 8,595.87 D K TECHNICAL SERVICES INC 425673 03-Apr-2019 MATERIALS 796.20 DABROWSKI,CHRIS 425666 03-Apr-2019 REFUND 100.00 DALIMONTE,JOSEPH PETER 425187 20-Mar-2019 REFUND 368.68 DARCH FIRE 425188 20-Mar-2019 MATERIALS 613.93 DARCH FIRE 425392 27-Mar-2019 MATERIALS 81.76 DARCH FIRE 425667 03-Apr-2019 MATERIALS 931.69 DARCH FIRE 425859 10-Apr-2019 MATERIALS 71.64 DARNAY,EDWARD 424822 06-Mar-2019 REFUND 57.74 DAVIDSON ENVIRONMENTAL 425393 27-Mar-2019 CONTRACT SERVICES 42.04 DAVIDSON ENVIRONMENTAL 425668 03-Apr-2019 MATERIALS 71.87 DAVIS,ROBERT 425016 14-Mar-2019 MATERIALS 215.75 DAVIS,ROBERT 425670 03-Apr-2019 MATERIALS 261.34 DAVIS,WADE 425669 03-Apr-2019 MATERIALS 175.00 DEGIULI,NATALIZIO& DEGIULI, ARLIE 425189 20-Mar-2019 REFUND 141.71 DELA ROSA,LEA 425399 27-Mar-2019 REFUND 83.99 DELL CANADA INC 425017 14-Mar-2019 MATERIALS 16,764.33 DELOITTE LLP 424823 06-Mar-2019 REMITTANCE 49,164.73 DEMAR CONSTRUCTION 425190 20-Mar-2019 CONTRACT SERVICES 13,851.38 DEMAR CONSTRUCTION 425191 20-Mar-2019 CONTRACT SERVICES 4,462.71 DEMOL'S TIRE SALES & SERVICE 425394 27-Mar-2019 CONTRACT SERVICES 18.75 DEMOL'S TIRE SALES & SERVICE 424824 06-Mar-2019 MATERIALS 326.34 DEPENDABLE EMERGENCY VEHICLES 424825 06-Mar-2019 MATERIALS 5,807.95 DESIGN ELECTRONICS 425395 27-Mar-2019 MATERIALS 2,894.43 DESIGN ELECTRONICS 425671 03-Apr-2019 MATERIALS 803.25 DESIGN ELECTRONICS 425860 10-Apr-2019 MATERIALS 5,638.98 DEVERY ANIZO,NINA 425396 27-Mar-2019 REFUND 1,250.00 DICAN DIGITAL INSTRUMENTS CANADA INC 425192 20-Mar-2019 MATERIALS 28,722.79 DICAN DIGITAL INSTRUMENTS CANADA INC 425672 03-Apr-2019 MATERIALS 309.62 DICAN DIGITAL INSTRUMENTS CANADA INC 424826 06-Mar-2019 MATERIALS 713.71 DICAN DIGITAL INSTRUMENTS CANADA INC 425018 14-Mar-2019 MATERIALS 101.64 DIGNARD,FERNAND 425397 27-Mar-2019 REFUND 89.61 DIODATI,JIM 425398 27-Mar-2019 MATERIALS 1,155.00 DIODATI,JIM 425193 20-Mar-2019 REFUND 200.00 DIODATI,JIM 425861 10-Apr-2019 TRAVEL/MILEAGE 89.94 DISTRICT SCHOOL BOARD OF NIAGARA 00211-0003 29-Mar-2019 REMITTANCE 6,612,777.44 DOMSON ENGINEERING & INSPECTION LTD 425019 14-Mar-2019 CONTRACT SERVICES 2,649.85 DOWNTOWN BOARD OF MANAGEMENT 425400 27-Mar-2019 REMITTANCE 52,550.00 DRAGOSAVLJEVIC,DANIJEL 424827 06-Mar-2019 MATERIALS 135.00 DREAMS TO BEAMS 425401 27-Mar-2019 MATERIALS 200.00 DREN,KARL 425862 10-Apr-2019 TRAVEL/MILEAGE 104.22 DROLLIS SAFETY SUPPLY CO LTD 425402 27-Mar-2019 MATERIALS 126.11 DROST,KEVIN 425194 20-Mar-2019 MATERIALS 25.00 DTAH ARCHITECTS LTD.425403 27-Mar-2019 MATERIALS 11,582.50 DULUX PAINTS 424828 06-Mar-2019 STORES/INVENTORY 31.30 DULUX PAINTS 425020 14-Mar-2019 STORES/INVENTORY 22.83 DULUX PAINTS 425195 20-Mar-2019 STORES/INVENTORY 106.41 DUMONT SECURITY 424829 06-Mar-2019 CONTRACT SERVICES 1,156.75 DUMONT SECURITY 425674 03-Apr-2019 CONTRACT SERVICES 1,156.75 DUNKLEY,COLIN 424830 06-Mar-2019 MATERIALS 120.00 DURANT,ELIZA 425404 27-Mar-2019 MATERIALS 218.82 E & R LAWN EQUIPMENT 425679 03-Apr-2019 STORES/INVENTORY 2,034.00 E3 LABORATORIES 425405 27-Mar-2019 MATERIALS 20.34 E3 LABORATORIES 425675 03-Apr-2019 MATERIALS 1,491.60 EASTLAND,MARI-LYNNE 425196 20-Mar-2019 MATERIALS 254.25 EASY FINANCIAL 424831 06-Mar-2019 PAYROLL REMITTANCE 63.36 Page 358 of 687 Page 6 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount EASY FINANCIAL 425197 20-Mar-2019 PAYROLL REMITTANCE 63.36 EASY FINANCIAL 425676 03-Apr-2019 PAYROLL REMITTANCE 63.36 ELECTIONS ONTARIO 424832 06-Mar-2019 CONTRACT SERVICES 20,269.38 ELIA,ANNA 425406 27-Mar-2019 REFUND 221.59 ELIA,SANDRO 425677 03-Apr-2019 MATERIALS 198.83 ELLIOTT,ALEXANDRIA 425407 27-Mar-2019 REFUND 115.69 ELLIS ENGINEERING INC.425198 20-Mar-2019 CONTRACT SERVICES 1,014.18 ELLIS ENGINEERING INC.425863 10-Apr-2019 CONTRACT SERVICES 6,821.81 ELLIS ENGINEERING INC.425021 14-Mar-2019 MATERIALS 5,606.50 ELLIS,BOBBI 425408 27-Mar-2019 REFUND 71.57 ELLIS,JULIE 424833 06-Mar-2019 MATERIALS 882.75 ELSLEY,NANCY 425199 20-Mar-2019 MATERIALS 20.00 EMBASSY SUITES 425409 27-Mar-2019 LEASES AND RENTS 1,423.80 EMCO CORPORATION 424834 06-Mar-2019 STORES/INVENTORY 2,194.01 EMCO CORPORATION 425022 14-Mar-2019 STORES/INVENTORY 1,394.99 EMCO CORPORATION 425200 20-Mar-2019 STORES/INVENTORY 843.88 EMCO CORPORATION 425410 27-Mar-2019 STORES/INVENTORY 434.37 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00207-0002 04-Mar-2019 UTILITIES 2,482.99 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00208-0003 11-Mar-2019 UTILITIES 58,851.63 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00209-0003 18-Mar-2019 UTILITIES 3,982.08 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00210-0003 25-Mar-2019 UTILITIES 5,388.63 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00212-0003 01-Apr-2019 UTILITIES 1,975.88 ENBRIDGE GAS INC. O/A ENBRIDGE GAS DISTRIBUTION 00213-0004 08-Apr-2019 UTILITIES 43,952.16 E-QUIP RENTALS & REPAIRS INC 425024 14-Mar-2019 MATERIALS 266.65 E-QUIP RENTALS & REPAIRS INC 425202 20-Mar-2019 MATERIALS 221.56 E-QUIP RENTALS & REPAIRS INC 425412 27-Mar-2019 MATERIALS 800.67 E-QUIP RENTALS & REPAIRS INC 425678 03-Apr-2019 MATERIALS 2,601.40 EQUIPMENT SPECIALIST INC 425023 14-Mar-2019 MATERIALS 540.06 EQUIPMENT SPECIALIST INC 425411 27-Mar-2019 MATERIALS 612.15 EQUIPMENT SPECIALIST INC 425201 20-Mar-2019 MATERIALS 65.54 ESCANDON,SEAN 425025 14-Mar-2019 MATERIALS 150.00 ETERNITY STUDIOS 425413 27-Mar-2019 MATERIALS 356.74 EUDONET CANADA INC 424835 06-Mar-2019 CONTRACT SERVICES 5,167.89 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 424836 06-Mar-2019 MATERIALS 3,229.09 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 425203 20-Mar-2019 MATERIALS 6,615.30 EVANS UTILITY & MUNICIPAL PRODUCTS SUPPLY LTD 425680 03-Apr-2019 MATERIALS 5,008.21 EXP SERVICES INC 425864 10-Apr-2019 CONTRACT SERVICES 652.58 EXP SERVICES INC 425026 14-Mar-2019 MATERIALS 9,695.40 EXP SERVICES INC 425414 27-Mar-2019 MATERIALS 8,531.50 EXP SERVICES INC 425681 03-Apr-2019 MATERIALS 4,904.20 EXP SERVICES INC 424837 06-Mar-2019 MATERIALS 898.92 FABBRO,TERESA 424838 06-Mar-2019 MATERIALS 401.14 FADERVILLE 424839 06-Mar-2019 REFUND 12.47 FALLS CHEVROLET CADILLAC 424840 06-Mar-2019 MATERIALS 493.81 FALLS CHEVROLET CADILLAC 425027 14-Mar-2019 MATERIALS 402.56 FALLS CHEVROLET CADILLAC 425204 20-Mar-2019 MATERIALS 889.43 FALLS CHEVROLET CADILLAC 425415 27-Mar-2019 MATERIALS 1,578.68 FALLS CHEVROLET CADILLAC 425682 03-Apr-2019 MATERIALS 570.55 FALLS CHEVROLET CADILLAC 425865 10-Apr-2019 MATERIALS 1,070.18 FALLS ELECTRIC INC 425205 20-Mar-2019 CONTRACT SERVICES 1,119.88 FALLSWAY SUPPLY 424841 06-Mar-2019 MATERIALS 101.65 FALLSWAY SUPPLY 425028 14-Mar-2019 MATERIALS 473.06 FALLSWAY SUPPLY 425206 20-Mar-2019 MATERIALS 569.96 FALLSWAY SUPPLY 425416 27-Mar-2019 MATERIALS 2,152.61 FALLSWAY SUPPLY 425683 03-Apr-2019 MATERIALS 236.19 FALLSWAY SUPPLY 425866 10-Apr-2019 MATERIALS 152.95 FARE,KIM 425684 03-Apr-2019 REFUND 750.00 FARLOW,PATRICIA 425417 27-Mar-2019 REFUND 76.65 FASTENAL CANADA LTD 424842 06-Mar-2019 MATERIALS 300.00 FASTENAL CANADA LTD 425029 14-Mar-2019 MATERIALS 1,697.47 FASTENAL CANADA LTD 425418 27-Mar-2019 MATERIALS 436.13 FASTENAL CANADA LTD 425867 10-Apr-2019 MATERIALS 991.32 FASTENAL CANADA LTD 425207 20-Mar-2019 STORES/INVENTORY 608.33 FCT INSURANCE COMPANY 425868 10-Apr-2019 REFUND 541.71 FERRARO,DINA MARIA& ROSSI, VICTOR, GIROLAMO & ARDUIN 425208 20-Mar-2019 REFUND 509.96 FILION WAKELY THORUP ANGELETTI LLP 425419 27-Mar-2019 CONTRACT SERVICES 3,248.75 FINN,KIP 425685 03-Apr-2019 REFUND 200.00 FIRE MONITORING OF CANADA INC 425030 14-Mar-2019 CONTRACT SERVICES 470.92 FIRE MONITORING OF CANADA INC 425210 20-Mar-2019 CONTRACT SERVICES 234.87 FIRE MONITORING OF CANADA INC 425420 27-Mar-2019 CONTRACT SERVICES 1,193.95 FIRE MONITORING OF CANADA INC 425869 10-Apr-2019 CONTRACT SERVICES 2,513.44 FIREHALL BOOKSTORE 425209 20-Mar-2019 MATERIALS 169.95 FIRST GENERAL SERVICES NIAGARA 425421 27-Mar-2019 REFUND 500.00 FISCHER,PETER 425422 27-Mar-2019 REFUND 100.00 Page 359 of 687 Page 7 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount FITZGERALD,BRANDON 425423 27-Mar-2019 REFUND 12.35 FLEXO PRODUCTS LTD 425031 14-Mar-2019 MATERIALS 41.95 FLEXO PRODUCTS LTD 425870 10-Apr-2019 MATERIALS 1,339.66 FLEXO PRODUCTS LTD 424843 06-Mar-2019 STORES/INVENTORY 665.87 FLEXO PRODUCTS LTD 425211 20-Mar-2019 STORES/INVENTORY 447.32 FLEXO PRODUCTS LTD 425686 03-Apr-2019 STORES/INVENTORY 2,229.02 FLOWMETRIX TECHNICAL SERVICES INC 425687 03-Apr-2019 MATERIALS 1,130.00 FORD,FITZROY& FORD, MEGHAN 425032 14-Mar-2019 REFUND 1,500.00 FORM & AFFECT 425425 27-Mar-2019 MATERIALS 406.80 FORM & AFFECT 424844 06-Mar-2019 MATERIALS 932.25 FOUR SEASONS CONSTRUCTION 425212 20-Mar-2019 CONTRACT SERVICES 2,429.50 FOUR SEASONS CONSTRUCTION 425033 14-Mar-2019 MATERIALS 1,828.34 FRANK COWAN COMPANY LIMITED 425871 10-Apr-2019 CONSULTING SERVICES 83,588.84 FRANK COWAN COMPANY LIMITED 425689 03-Apr-2019 CONTRACT SERVICES 4,377.42 FRANK COWAN COMPANY LIMITED 425213 20-Mar-2019 MATERIALS 137,604.22 FRANZE,FRANK 425688 03-Apr-2019 TRAVEL/MILEAGE 29.16 FRASER,HEATHER 424846 06-Mar-2019 MATERIALS 150.00 FRASER,HEATHER 425872 10-Apr-2019 SERVICES 180.00 FRATTAROLI,BRUNO& SPECK, KATHARINE 424845 06-Mar-2019 REFUND 843.51 FREROTTE,STEWART 425873 10-Apr-2019 CONTRACT SERVICES 350.00 FREW ENERGY LIMITED 424847 06-Mar-2019 FUEL 20,570.41 FREW ENERGY LIMITED 425690 03-Apr-2019 FUEL 9,186.13 FREW ENERGY LIMITED 425034 14-Mar-2019 STORES/INVENTORY 14,020.97 FREW ENERGY LIMITED 425214 20-Mar-2019 STORES/INVENTORY 19,884.90 FREW ENERGY LIMITED 425426 27-Mar-2019 STORES/INVENTORY 31,457.69 FROGGY'S AUTO GLASS LTD 425427 27-Mar-2019 CONTRACT SERVICES 62.15 FROGGY'S AUTO GLASS LTD 425874 10-Apr-2019 MATERIALS 579.13 GALATI,EDWARD 425215 20-Mar-2019 REFUND 100.00 GALE,BOB 425035 14-Mar-2019 REFUND 100.00 GALE,KEVIN 425428 27-Mar-2019 REFUND 114.41 GALES GAS BARS LIMITED 425691 03-Apr-2019 FUEL 51.05 GALLERY WORKS NIAGARA INC 424848 06-Mar-2019 MATERIALS 508.50 GERRIE ELECTRIC WHOLESALE LTD 425875 10-Apr-2019 MATERIALS 292.90 GERVAIS,SAGE 425692 03-Apr-2019 REFUND 1,250.00 GHD LIMITED 425876 10-Apr-2019 CONTRACT SERVICES 3,583.80 GHD LIMITED 424849 06-Mar-2019 MATERIALS 6,398.63 GIGNAC,MARTIN& GIGNAC, EVA 425429 27-Mar-2019 REFUND 90.69 GILLETT,LUKE 425036 14-Mar-2019 MATERIALS 200.00 GLOBALSTAR CANADA 425037 14-Mar-2019 MATERIALS 181.86 GLOBALSTAR CANADA 425877 10-Apr-2019 SERVICES 180.78 GM BLUEPLAN ENGINEERING LIMITED 425878 10-Apr-2019 CONSULTING SERVICES 121,755.14 GM BLUEPLAN ENGINEERING LIMITED 425038 14-Mar-2019 MATERIALS 14,158.90 GM BLUEPLAN ENGINEERING LIMITED 425038 14-Mar-2019 MATERIALS 10,249.10 GOLIA,NICK 425879 10-Apr-2019 TRAVEL/MILEAGE 347.78 GORDON BANNERMAN LTD 425430 27-Mar-2019 MATERIALS 1,283.89 GRAYBAR CANADA 424850 06-Mar-2019 MATERIALS 371.20 GRAYBAR CANADA 425216 20-Mar-2019 MATERIALS 941.98 GRAYBAR CANADA 425431 27-Mar-2019 MATERIALS 605.75 GRAYBAR CANADA 425693 03-Apr-2019 MATERIALS 322.78 GRAYBAR CANADA 425880 10-Apr-2019 MATERIALS 133.07 GREAT LAKES FIRE SERVICES 425040 14-Mar-2019 MATERIALS 62.15 GREAT LAKES FIRE SERVICES 425432 27-Mar-2019 MATERIALS 48.03 GREAT LAKES FIRE SERVICES 425694 03-Apr-2019 MATERIALS 79.10 GREATER FORT ERIE CHAMBER OF COMMERCE 425039 14-Mar-2019 MATERIALS 1,600.00 GREENIUS 425695 03-Apr-2019 TRAINING 3,051.00 GROOVE IDENTIFICATION SOLUTIONS INC 425217 20-Mar-2019 MATERIALS 559.29 GROOVE IDENTIFICATION SOLUTIONS INC 425696 03-Apr-2019 MATERIALS 101.64 GROVES,KENNETH 425697 03-Apr-2019 REFUND 100.00 GRUBICH,JOHN 425881 10-Apr-2019 TRAVEL/MILEAGE 208.14 GT FRENCH 425041 14-Mar-2019 MATERIALS 1,657.11 GT FRENCH 425218 20-Mar-2019 MATERIALS 89.29 GT FRENCH 425433 27-Mar-2019 MATERIALS 245.10 HAMILTON,MARGARET 425434 27-Mar-2019 REFUND 1,770.85 HAMILTON-TORONTO AREA PROCESS SERVING INC 425219 20-Mar-2019 MATERIALS 163.85 HANTZIAGELIS,ANTHONY 424851 06-Mar-2019 REFUND 66.33 HARDY,ROBERT LEE 425882 10-Apr-2019 REFUND 5,502.63 HARMAN,STEPHEN 425435 27-Mar-2019 REFUND 159.40 HAYES,CARL MATTHEW STANLEY 425220 20-Mar-2019 REFUND 1,097.70 HAYES,PETER 425221 20-Mar-2019 REFUND 238.36 HDS CANADA INC 425042 14-Mar-2019 MATERIALS 1,316.53 HEART NIAGARA INC 425698 03-Apr-2019 MATERIALS 113.00 HEARTLAND FOREST NATURE EXPERIENCE 425043 14-Mar-2019 REFUND 1,250.00 HECTRONIC USA CORP US DRAFT 01-Apr-2019 CONTRACT SERVICES 1,152.50 HILTON NIAGARA FALLS FALLSVIEW HOTEL AND SUITES 424852 06-Mar-2019 MATERIALS 34,023.00 Page 360 of 687 Page 8 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount HITCHCOCK,MARION 424853 06-Mar-2019 REFUND 366.74 HOCO LIMITED 425222 20-Mar-2019 REFUND 280,816.31 HOLOMEGO,CHANDELLE HELEN 425436 27-Mar-2019 REFUND 121.32 HOME DEPOT HOLDINGS INC 425223 20-Mar-2019 REFUND 244,973.77 HOUSSER,TIM 425224 20-Mar-2019 REFUND 100.00 HR SYSTEMS STRATEGIES INC 425437 27-Mar-2019 MATERIALS 678.00 HUANG,HAITAO& LIU, ZI QI 424854 06-Mar-2019 REFUND 45.33 HURT,TIMOTHY HARRY 425438 27-Mar-2019 REFUND 110.22 IBI GROUP PROFESSSIONAL SERVICES (CANADA) INC 425883 10-Apr-2019 CONTRACT SERVICES 9,094.29 IBI GROUP PROFESSSIONAL SERVICES (CANADA) INC 425225 20-Mar-2019 MATERIALS 14,407.38 IBI GROUP PROFESSSIONAL SERVICES (CANADA) INC 425700 03-Apr-2019 MATERIALS 10,465.62 INEX HOMES 425226 20-Mar-2019 REFUND 2,000.00 INNOVATIVE GATE SYSTEMS INC 425439 27-Mar-2019 CONTRACT SERVICES 508.50 INNOVATIVE SURFACE SOLUTIONS CANADA 424855 06-Mar-2019 MATERIALS 5,158.68 INNOVATIVE SURFACE SOLUTIONS CANADA 425701 03-Apr-2019 MATERIALS 4,885.50 INNOVATIVE SURFACE SOLUTIONS CANADA 425884 10-Apr-2019 MATERIALS 5,710.58 INTERSTEAM TECHNOLOGIES 425227 20-Mar-2019 MATERIALS 322.05 IOANNONI,CAROLYNN 425045 14-Mar-2019 MATERIALS 1,541.46 IOANNONI,CAROLYNN 425702 03-Apr-2019 REFUND 100.00 IPA REGION 10 425885 10-Apr-2019 MEMBERSHIP 35.00 J J MACKAY CANADA LTD 425441 27-Mar-2019 MATERIALS 36.16 JACK DOW AUTO SUPPLIES LIMITED 424856 06-Mar-2019 MATERIALS 325.61 JACK DOW AUTO SUPPLIES LIMITED 425046 14-Mar-2019 MATERIALS 11.79 JACK DOW AUTO SUPPLIES LIMITED 425229 20-Mar-2019 MATERIALS 1,800.42 JACK DOW AUTO SUPPLIES LIMITED 425440 27-Mar-2019 MATERIALS 27.01 JACK DOW AUTO SUPPLIES LIMITED 425703 03-Apr-2019 MATERIALS 524.34 JACK DOW AUTO SUPPLIES LIMITED 425886 10-Apr-2019 MATERIALS 78.12 JACKET CELLAR 425230 20-Mar-2019 MATERIALS 1,186.50 JACKSON,DAVE 424857 06-Mar-2019 MATERIALS 221.94 JAMES MORDAN PUBLIC SCHOOL 425704 03-Apr-2019 MATERIALS 900.00 JODI TAYLOR 425047 14-Mar-2019 MATERIALS 375.00 JOE JOHNSON EQUIPMENT 425887 10-Apr-2019 MATERIALS 12,712.50 JONES,GORDON 424858 06-Mar-2019 MATERIALS 6,481.72 JONES,JAMIE 425442 27-Mar-2019 REFUND 100.00 JOSEPH,ASHLY 425443 27-Mar-2019 REFUND 71.76 KALLIO,JAMES 424859 06-Mar-2019 MATERIALS 175.00 KANG,YOON JUNG 425444 27-Mar-2019 REFUND 183.66 KATE S DURDAN ELEMENTARY SCHOOL 425705 03-Apr-2019 MATERIALS 580.00 KAUPP ELECTRIC LTD 425445 27-Mar-2019 CONTRACT SERVICES 64.98 KEARNS MANCINI ARCHITECTS INC 425231 20-Mar-2019 REFUND 1,250.00 KEEFER MANAGEMENT INC 424860 06-Mar-2019 LEASES AND RENTS 1,181.42 KEEFER MANAGEMENT INC 425446 27-Mar-2019 LEASES AND RENTS 5,134.65 KEEFER MANAGEMENT INC 425048 14-Mar-2019 REFUND 1,250.00 KELLY SERVICES (CANADA) LTD.424861 06-Mar-2019 CONTRACT SERVICES 2,181.62 KELLY SERVICES (CANADA) LTD.425049 14-Mar-2019 CONTRACT SERVICES 980.05 KELLY SERVICES (CANADA) LTD.425448 27-Mar-2019 CONTRACT SERVICES 980.05 KELSEY,JUSTIN 425447 27-Mar-2019 REFUND 231.61 KENNINGTON PETER MICHAEL,424862 06-Mar-2019 REFUND 14.27 KERRIO,VINCE 424864 06-Mar-2019 REFUND 100.00 KERRY T HOWE ENGINEERING LTD 425450 27-Mar-2019 MATERIALS 1,287.59 KERRY T HOWE ENGINEERING LTD 424863 06-Mar-2019 MATERIALS 33,486.42 KING,BENJAMIN& KING, COURTNEY 425233 20-Mar-2019 REFUND 2,999.30 KING,JORDAN 425050 14-Mar-2019 MATERIALS 159.84 KLEENOIL 425451 27-Mar-2019 STORES/INVENTORY 2,167.34 KOLESNIKOWICZ,CORY 425452 27-Mar-2019 REFUND 59.09 KRAWCZYK CONSTRUCTION MAINTENANCE INC 424865 06-Mar-2019 CONTRACT SERVICES 3,578.78 KRAWCZYK CONSTRUCTION MAINTENANCE INC 425706 03-Apr-2019 CONTRACT SERVICES 6,542.70 KRAWCZYK CONSTRUCTION MAINTENANCE INC 425888 10-Apr-2019 CONTRACT SERVICES 2,576.40 KRITER,ROB 425051 14-Mar-2019 MATERIALS 175.00 KRITER,ROB 425234 20-Mar-2019 MATERIALS 70.75 KROWN 424866 06-Mar-2019 CONTRACT SERVICES 192.04 KROWN 425235 20-Mar-2019 CONTRACT SERVICES 734.26 KROWN 425453 27-Mar-2019 CONTRACT SERVICES 508.32 KROWN 425707 03-Apr-2019 CONTRACT SERVICES 361.48 KROWN 425889 10-Apr-2019 MATERIALS 384.08 KUBIK,KELLIE 425052 14-Mar-2019 MATERIALS 90.00 KUBIK,KELLIE 425236 20-Mar-2019 MATERIALS 45.00 KUIPERS,JANET 425454 27-Mar-2019 SERVICES 457.65 KUZYK,MATTHEW 425053 14-Mar-2019 MATERIALS 193.32 LAFARGE CANADA INC 424867 06-Mar-2019 MATERIALS 20,513.15 LAFARGE CANADA INC 425054 14-Mar-2019 MATERIALS 11,587.37 LAFARGE CANADA INC 425708 03-Apr-2019 MATERIALS 13,902.31 LAKESIDE LANDSCAPE INC.425055 14-Mar-2019 CONTRACT SERVICES 868.71 LAKESIDE LANDSCAPE INC.425455 27-Mar-2019 CONTRACT SERVICES 648.35 Page 361 of 687 Page 9 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount LAKESIDE LANDSCAPE INC.424868 06-Mar-2019 MATERIALS 216.12 LAKESIDE LANDSCAPE INC.425890 10-Apr-2019 MATERIALS 2,567.94 LAKESIDE LANDSCAPE INC.425237 20-Mar-2019 STORES/INVENTORY 1,370.85 LALLOUET,ERIC 425891 10-Apr-2019 TRAVEL/MILEAGE 62.64 LANGLOIS SAFETY TRAINING AND CONSULTING 425709 03-Apr-2019 TRAINING 734.50 LATVALA,REIJO 425710 03-Apr-2019 REFUND 750.00 LAVIGNE,KARL STEVE& BROOME, DARLENE MARY 424869 06-Mar-2019 REFUND 325.00 LAW CRUSHED STONE 425238 20-Mar-2019 MATERIALS 3,270.94 LAW CRUSHED STONE 425456 27-Mar-2019 MATERIALS 2,611.35 LAWSON PRODUCTS INC 425457 27-Mar-2019 CONTRACT SERVICES 1,997.27 LAWSON PRODUCTS INC 424870 06-Mar-2019 MATERIALS 1,514.30 LAWSON PRODUCTS INC 425239 20-Mar-2019 MATERIALS 2,839.58 LAWSON PRODUCTS INC 425711 03-Apr-2019 MATERIALS 1,043.53 LEESON,MIRANDA LYN 425056 14-Mar-2019 REFUND 141.25 LEGACY PARTNERS EXECUTIVE SEARCH 424871 06-Mar-2019 CONTRACT SERVICES 27,496.64 LEWIS,LACEY 425458 27-Mar-2019 REFUND 77.35 LEXISNEXIS CANADA INC 424872 06-Mar-2019 MATERIALS 229.69 LH (NIAGARA) LTD 424873 06-Mar-2019 REFUND 35.48 LH (NIAGARA) LTD 425892 10-Apr-2019 REFUND 35.48 LHC TECHNOLOGY CORPORATION 425459 27-Mar-2019 CONTRACT SERVICES 8,814.00 LIGHTNING EQUIPMENT SALES INC 425057 14-Mar-2019 MATERIALS 2,738.90 LIGHTNING EQUIPMENT SALES INC 425241 20-Mar-2019 MATERIALS 4,781.96 LIVINGSTON INTERNATIONAL INC 424875 06-Mar-2019 MATERIALS 203.90 LIVINGSTON INTERNATIONAL INC 425713 03-Apr-2019 MATERIALS 87.56 LIVINGSTON,KRIS 424876 06-Mar-2019 REFUND 750.00 LJ BARTON MECHANICAL INC 425242 20-Mar-2019 CONTRACT SERVICES 103,028.55 LMCBO GROUP 424877 06-Mar-2019 TRAINING 1,250.00 LOBLAW PROPERTIES LIMITED 425243 20-Mar-2019 REFUND 43,045.63 LOCOCO,LORI 425058 14-Mar-2019 MATERIALS 2,082.94 LOCOCO,LORI 425714 03-Apr-2019 SERVICES 105.17 LOHONYAI,ADAM 425461 27-Mar-2019 REFUND 500.00 LUCHKANYN,SARAH 425894 10-Apr-2019 REFUND 163.49 LUCIDMAP 425715 03-Apr-2019 MATERIALS 8,842.25 LUEY,CATHERINE 425716 03-Apr-2019 MATERIALS 450.00 LUMINATOR MASS TRANSIT, LLC US DRAFT 06-Mar-2019 STORES/INVENTORY 480.00 M&L SUPPLY FIRE AND SAFETY 425068 14-Mar-2019 MATERIALS 4,528.61 M&L SUPPLY FIRE AND SAFETY 425733 03-Apr-2019 MATERIALS 10,121.20 M&L SUPPLY FIRE AND SAFETY 425904 10-Apr-2019 MATERIALS 327.86 MACNAUGHTON HERMSEN BRITTON CLARKSON PLANNING LIMITED425462 27-Mar-2019 MATERIALS 1,011.92 MACWHIRTER,RICK 424878 06-Mar-2019 MATERIALS 25.00 MADDOCK,PHILLIP 425463 27-Mar-2019 REFUND 150.90 MAHON,KAREN 425244 20-Mar-2019 REFUND 200.00 MALE,ROY 425717 03-Apr-2019 CONTRACT SERVICES 494.94 MALIK,RASHID 425464 27-Mar-2019 REFUND 1,250.00 MANCINI,PHILIP 425246 20-Mar-2019 MATERIALS 135.60 MANCUSO CHEMICALS LIMITED 424879 06-Mar-2019 MATERIALS 741.65 MANCUSO CHEMICALS LIMITED 425059 14-Mar-2019 MATERIALS 617.26 MANCUSO CHEMICALS LIMITED 425245 20-Mar-2019 MATERIALS 451.58 MANCUSO CHEMICALS LIMITED 425465 27-Mar-2019 MATERIALS 1,043.98 MANCUSO CHEMICALS LIMITED 425718 03-Apr-2019 MATERIALS 418.12 MANCUSO CHEMICALS LIMITED 425895 10-Apr-2019 MATERIALS 650.01 MANITOULIN TRANSPORT INC 425719 03-Apr-2019 MATERIALS 285.13 MANKER,MARGIE 425720 03-Apr-2019 REFUND 100.00 MANOR CLEANERS 425466 27-Mar-2019 CONTRACT SERVICES 68.05 MANSOUR,DINAH LILIA 424880 06-Mar-2019 REFUND 200.00 MARK'S COMMERCIAL 424881 06-Mar-2019 MATERIALS 2,068.22 MARK'S COMMERCIAL 425060 14-Mar-2019 MATERIALS 186.45 MARK'S COMMERCIAL 425247 20-Mar-2019 MATERIALS 186.45 MARK'S COMMERCIAL 425467 27-Mar-2019 MATERIALS 1,457.69 MARK'S COMMERCIAL 425721 03-Apr-2019 MATERIALS 2,226.07 MARK'S COMMERCIAL 425896 10-Apr-2019 MATERIALS 6,706.61 MARKS SUPPLY INC 425061 14-Mar-2019 MATERIALS 718.96 MARKS SUPPLY INC 425248 20-Mar-2019 MATERIALS 158.02 MARKS SUPPLY INC 425595 28-Mar-2019 MATERIALS 1,229.24 MARKS SUPPLY INC 425722 03-Apr-2019 MATERIALS 136.17 MARKS SUPPLY INC 425897 10-Apr-2019 MATERIALS 254.77 MARTIN,MICHAEL 425723 03-Apr-2019 REFUND 110.59 MATHEW,EMMANUEL 425249 20-Mar-2019 MATERIALS 100.00 MATTHEW SWINDLEY CHARTERED PROFESSIONAL ACCOUNTANT425469 27-Mar-2019 CONTRACT SERVICES 889.88 MATTOLA,GAIL& PITERNA, VINCENZO 425250 20-Mar-2019 REFUND 287.21 MAURICE,STEVE 424882 06-Mar-2019 TRAVEL/MILEAGE 72.36 MAURICE,STEVE 425724 03-Apr-2019 TRAVEL/MILEAGE 62.64 MAVES,KEVIN 425725 03-Apr-2019 REFUND 100.00 MAXWELL PAPER CANADA INC 424883 06-Mar-2019 MATERIALS 265.77 Page 362 of 687 Page 10 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount MCBRIDE,DALE 425470 27-Mar-2019 REFUND 186.61 MCBURNEY DURDAN HENDERSON & CORBETT IN TRUST 424884 06-Mar-2019 CONTRACT SERVICES 847.50 MCCONNERY,STAN 425898 10-Apr-2019 MATERIALS 150.00 MCD MECHANICAL 425251 20-Mar-2019 MATERIALS 3,900.00 MCD MECHANICAL 424885 06-Mar-2019 REFUND 500.00 MCEACHERN,LIVIA 425899 10-Apr-2019 TRAVEL/MILEAGE 173.88 MCLEOD & SAVOIE AUTO AND TRUCK SERVICE LTD 425726 03-Apr-2019 MATERIALS 124.02 MCQUAY,JANET 424886 06-Mar-2019 TRAVEL/MILEAGE 119.88 ME OLSEN TITLES INC 425253 20-Mar-2019 MATERIALS 39.55 ME OLSEN TITLES INC 425901 10-Apr-2019 MATERIALS 72.55 MERIDIAN CREDIT UNION 425728 03-Apr-2019 REFUND 120.88 MERLINO,RICH 425729 03-Apr-2019 REFUND 100.00 METAL SUPERMARKETS 425472 27-Mar-2019 MATERIALS 113.32 METAL SUPERMARKETS 425730 03-Apr-2019 MATERIALS 289.02 METHNER,PETER 424888 06-Mar-2019 MATERIALS 85.00 METHNER,PETER 425474 27-Mar-2019 MATERIALS 190.08 METRO FREIGHTLINER HAMILTON 425473 27-Mar-2019 STORES/INVENTORY 1,417.15 METRO PLUMBING & HEATING 425064 14-Mar-2019 CONTRACT SERVICES 248.60 METRO PLUMBING & HEATING 425902 10-Apr-2019 CONTRACT SERVICES 17,250.88 METROLAND MEDIA GROUP 425063 14-Mar-2019 ADVERTISING 4,035.66 MICIELI,TONY 425731 03-Apr-2019 MATERIALS 150.00 MICROCOM CORPORATION 424889 06-Mar-2019 MATERIALS 9,731.95 MILLAR,SHERRI-MARIE 425065 14-Mar-2019 MATERIALS 254.69 MILLER RESTORATION 425475 27-Mar-2019 MATERIALS 276.85 MILLER,BRYCE 425255 20-Mar-2019 TRAVEL/MILEAGE 44.28 MINISTER OF FINANCE 425066 14-Mar-2019 MEMBERSHIP 1,824.00 MINISTER OF FINANCE 425596 28-Mar-2019 PAYROLL REMITTANCE 71,157.61 MINISTER OF FINANCE 425597 28-Mar-2019 PAYROLL REMITTANCE 4,322.10 MINISTRY OF ATTORNEY GENERAL 00208-0004 11-Mar-2019 PAYROLL REMITTANCE 3,748.61 MINISTRY OF ATTORNEY GENERAL 00210-0004 25-Mar-2019 PAYROLL REMITTANCE 3,490.56 MINISTRY OF ATTORNEY GENERAL 00213-0005 08-Apr-2019 PAYROLL REMITTANCE 3,490.56 MINISTRY OF TRANSPORTATION 425903 10-Apr-2019 MATERIALS 206.25 MINOTTI,MELANIE& MINOTTI, BRYAN 425256 20-Mar-2019 REFUND 295.63 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 424890 06-Mar-2019 STORES/INVENTORY 780.68 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 425067 14-Mar-2019 STORES/INVENTORY 1,904.71 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 425598 28-Mar-2019 STORES/INVENTORY 50,478.54 MISSISSAUGA BUS COACH & TRUCK REPAIRS INC 425598 28-Mar-2019 STORES/INVENTORY -1,081.19 MITCHELL,LOUIE 424891 06-Mar-2019 MATERIALS 807.07 MITCHELL,SHANNON 425732 03-Apr-2019 REFUND 100.00 MODERN LANDFILL INC 424892 06-Mar-2019 CONTRACT SERVICES 1,968.30 MODERN LANDFILL INC 425069 14-Mar-2019 CONTRACT SERVICES 1,116.91 MODERN LANDFILL INC 425257 20-Mar-2019 CONTRACT SERVICES 918.00 MODERN LANDFILL INC 425734 03-Apr-2019 CONTRACT SERVICES 2,641.31 MODERN LANDFILL INC 425599 28-Mar-2019 MATERIALS 756.46 MOHAWK MFG & SUPPLY CO 424893 06-Mar-2019 STORES/INVENTORY 407.25 MOHAWK MFG & SUPPLY CO 425070 14-Mar-2019 STORES/INVENTORY 1,379.77 MOHAWK MFG & SUPPLY CO 425258 20-Mar-2019 STORES/INVENTORY 4,291.08 MOHAWK MFG & SUPPLY CO 425477 27-Mar-2019 STORES/INVENTORY 53.02 MOHAWK MFG & SUPPLY CO 425735 03-Apr-2019 STORES/INVENTORY 2,418.43 MOHAWK MFG & SUPPLY CO 425905 10-Apr-2019 STORES/INVENTORY 1,868.34 MOHAWK MFG & SUPPLY CO 425258 20-Mar-2019 STORES/INVENTORY 1,604.24 MOLDENHAUER,KATHY 425736 03-Apr-2019 TRAVEL/MILEAGE 512.46 MONA/MUSEUMS OF NIAGARA ASSOCIATION 425478 27-Mar-2019 MEMBERSHIP 35.00 MONTEMURRO,CARLO 425737 03-Apr-2019 REFUND 750.00 MOORE CANADA CORPORATION 425259 20-Mar-2019 MATERIALS 24,412.94 MOORE CANADA CORPORATION 425906 10-Apr-2019 MATERIALS 3,678.04 MORALES,MARIA LAURA 425907 10-Apr-2019 REFUND 627.13 MORIELLO,JOHN& MORIELLO, MARY 425260 20-Mar-2019 REFUND 80.72 MORNEAU SHEPELL LTD 424894 06-Mar-2019 MATERIALS 5,110.76 MORNEAU SHEPELL LTD 425261 20-Mar-2019 MATERIALS 2,726.46 MORNINGSTAR,DAWN 425479 27-Mar-2019 REFUND 105.91 MTE PARALEGAL PROFESSIONAL CORPORATION 425738 03-Apr-2019 MATERIALS 377.42 MULLER'S WORKWEAR 425739 03-Apr-2019 MATERIALS 193.17 NAAR,JOHN& NAAR, MILDRED 425480 27-Mar-2019 REFUND 72.23 NAGY,HANYA 425071 14-Mar-2019 MATERIALS 365.25 NAGY,HANYA 424896 06-Mar-2019 PETTY CASH 724.25 NAGY,HANYA 425481 27-Mar-2019 PETTY CASH 454.50 NAGY,HANYA 425740 03-Apr-2019 PETTY CASH 362.00 NAGY,HANYA 425908 10-Apr-2019 PETTY CASH 660.25 NEDERMAN CANADA LIMITED 425909 10-Apr-2019 MATERIALS 474.60 NELLA CUTLERY (HAMILTON) INC.425072 14-Mar-2019 CONTRACT SERVICES 169.50 NELLA CUTLERY (HAMILTON) INC.425263 20-Mar-2019 CONTRACT SERVICES 406.80 NELLA CUTLERY (HAMILTON) INC.425741 03-Apr-2019 CONTRACT SERVICES 33.90 NELLA CUTLERY (HAMILTON) INC.425910 10-Apr-2019 CONTRACT SERVICES 124.30 Page 363 of 687 Page 11 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount NELLA CUTLERY (HAMILTON) INC.424897 06-Mar-2019 CONTRACT SERVICES 33.90 NEXTERRA SUBSTRUCTURES INC 425911 10-Apr-2019 CONTRACT SERVICES 7,304.49 NEXUS ACTUARIAL CONSULTANTS LTD 425742 03-Apr-2019 MATERIALS 2,260.00 NGUYEN,PHUOC HUU 425044 14-Mar-2019 REFUND 750.00 NIACON LIMITED CONSTRUCTION COMPANY 424972 07-Mar-2019 CONTRACT SERVICES 373,871.39 NIACON LIMITED CONSTRUCTION COMPANY 425915 10-Apr-2019 CONTRACT SERVICES 273,727.81 NIAGARA ARTCRAFT WOODWORK COMPANY LIMITED 425483 27-Mar-2019 REFUND 1,250.00 NIAGARA BATTERY & TIRE 424898 06-Mar-2019 MATERIALS 14,105.19 NIAGARA BATTERY & TIRE 425913 10-Apr-2019 VEH ID#159 571.67 NIAGARA BATTERY & TIRE 425264 20-Mar-2019 VEH ID#650 10,756.52 NIAGARA BLOCK INCORPORATED 425265 20-Mar-2019 MATERIALS 54.17 NIAGARA BLOCK INCORPORATED 424899 06-Mar-2019 MATERIALS 178.31 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD 00211-0004 29-Mar-2019 REMITTANCE 3,209,913.20 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD (EDC)00207-0003 04-Mar-2019 CONTRACT SERVICES 2,064.00 NIAGARA CATHOLIC DISTRICT SCHOOL BOARD (EDC)00211-0005 29-Mar-2019 REMITTANCE 36,464.00 NIAGARA CHRYSLER DODGE JEEP 425266 20-Mar-2019 MATERIALS 1,150.79 NIAGARA CHRYSLER DODGE JEEP 425743 03-Apr-2019 MATERIALS 664.42 NIAGARA CHRYSLER DODGE JEEP 425914 10-Apr-2019 MATERIALS 370.64 NIAGARA CHRYSLER DODGE JEEP 424900 06-Mar-2019 VEH ID#650 794.39 NIAGARA DEVELOPMENT CORRIDOR PARTNERSHIP 425488 27-Mar-2019 REMITTANCE 5,000.00 NIAGARA DISTRICT AIRPORT COMMISSION 424901 06-Mar-2019 REMITTANCE 65,643.50 NIAGARA DOOR & HARDWARE 425484 27-Mar-2019 MATERIALS 271.20 NIAGARA DRIVETRAIN CENTRE 424902 06-Mar-2019 MATERIALS 730.15 NIAGARA FALLS AA TOURNAMENT 425912 10-Apr-2019 GRANT 1,500.00 NIAGARA FALLS ART GALLERY 425267 20-Mar-2019 GRANT 2,250.00 NIAGARA FALLS CATARACTS ADULT HOCKEY TOURNAMENT 425485 27-Mar-2019 ADVERTISING 275.00 NIAGARA FALLS CITY NON-PROFIT HOUSING 425744 03-Apr-2019 REFUND 30.98 NIAGARA FALLS HUMANE SOCIETY 424903 06-Mar-2019 CONTRACT SERVICES 240.00 NIAGARA FALLS HUMANE SOCIETY 425268 20-Mar-2019 GRANT 43,961.83 NIAGARA FALLS HUMANE SOCIETY 425916 10-Apr-2019 MATERIALS 320.00 NIAGARA FALLS PARTNERSHIP 425493 27-Mar-2019 REFUND 28,800.00 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00208-0005 11-Mar-2019 PAYROLL REMITTANCE 8,570.52 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00210-0005 25-Mar-2019 PAYROLL REMITTANCE 16,649.81 NIAGARA FALLS PROFESSIONAL FIRE FIGHTERS ASSOC 00213-0006 08-Apr-2019 REMITTANCE 8,506.08 NIAGARA FALLS TOURISM ASSOCIATION 425486 27-Mar-2019 ADVERTISING 2,034.00 NIAGARA FITNESS SOLUTIONS 425487 27-Mar-2019 MATERIALS 682.24 NIAGARA HEALTH FOUNDATION 425489 27-Mar-2019 REMITTANCE 50,000.00 NIAGARA INDUSTRIAL ASSOCIATION 425490 27-Mar-2019 MATERIALS 565.00 NIAGARA METER SERVICES INC.425073 14-Mar-2019 CONTRACT SERVICES 6,881.14 NIAGARA METER SERVICES INC.425491 27-Mar-2019 CONTRACT SERVICES 3,738.77 NIAGARA ON THE LAKE HYDRO INC 425492 27-Mar-2019 UTILITIES 151.42 NIAGARA PARKS COMMISSION 425074 14-Mar-2019 MATERIALS 22,711.02 NIAGARA PENINSULA ENERGY INC 424904 06-Mar-2019 UTILITIES 19,802.18 NIAGARA PENINSULA ENERGY INC 425075 14-Mar-2019 UTILITIES 2,400.02 NIAGARA PENINSULA ENERGY INC 425269 20-Mar-2019 UTILITIES 8,365.46 NIAGARA PENINSULA ENERGY INC 425494 27-Mar-2019 UTILITIES 198,605.74 NIAGARA PENINSULA ENERGY INC 425745 03-Apr-2019 UTILITIES 5,710.90 NIAGARA PENINSULA ENERGY INC 425917 10-Apr-2019 UTILITIES 5,770.89 NIAGARA REGIONAL BROADBAND NETWORK 425495 27-Mar-2019 CONTRACT SERVICES 20,475.49 NIAGARA REGIONAL BROADBAND NETWORK 424905 06-Mar-2019 MATERIALS 4,962.96 NIAGARA RIGGING AND ERECTING COMPANY LTD 425496 27-Mar-2019 REFUND 110.00 NIAGARA SPRING SERVICE LTD 425270 20-Mar-2019 MATERIALS 1,303.85 NIAGARA SPRING SERVICE LTD 425746 03-Apr-2019 MATERIALS 3,400.54 NIAGARA SPRING SERVICE LTD 425919 10-Apr-2019 MATERIALS 1,783.92 NIAGARA THIS WEEK 425271 20-Mar-2019 ADVERTISING 331.09 NIAGARA WATER CONDITIONING LTD 425497 27-Mar-2019 CONTRACT SERVICES 271.20 NICHOLSON,PETER 425272 20-Mar-2019 REFUND 100.00 NICK'S TRUCK PARTS INC.424906 06-Mar-2019 MATERIALS 204.44 NICK'S TRUCK PARTS INC.425498 27-Mar-2019 STORES/INVENTORY 485.74 NOBLE CORPORATION 424907 06-Mar-2019 CONTRACT SERVICES 184.89 NOBLE CORPORATION 424907 06-Mar-2019 MATERIALS 84.60 NOBLE CORPORATION 425499 27-Mar-2019 MATERIALS 33.06 NORTRAX CANADA INC.425077 14-Mar-2019 MATERIALS 237.53 NORTRAX CANADA INC.425273 20-Mar-2019 MATERIALS 1,292.94 NOTRE DAME CATHOLIC ELEMENTARY SCHOOL 425500 27-Mar-2019 MATERIALS 440.00 NOVAQUIP LIFTING SYSTEMS INC.425920 10-Apr-2019 CONTRACT SERVICES 12,813.25 OBOA NIAGARA/HAMILTON CHAPTER 425274 20-Mar-2019 TRAINING 650.00 OBOA NIAGARA/HAMILTON CHAPTER 425501 27-Mar-2019 TRAINING 325.00 OMERS 00210-0006 25-Mar-2019 REMITTANCE 716,055.62 OMERS 00210-0007 25-Mar-2019 REMITTANCE 39,995.40 ONTARIO BUILDING OFFICIALS ASSOCIATION 424908 06-Mar-2019 MATERIALS 345.59 ONTARIO ENVIRONMENTAL & SAFETY NETWORK LTD 425503 27-Mar-2019 CONTRACT SERVICES 508.50 ONTARIO GAMING ASSET CORPORATION 425078 14-Mar-2019 REFUND 1,250.00 ONTARIO MUNICIPAL TAX AND REVENUE ASSOCIATION 425275 20-Mar-2019 ADVERTISING 678.00 Page 364 of 687 Page 12 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount ONTARIO ONE CALL 425502 27-Mar-2019 CONTRACT SERVICES 1,128.60 ONTARIO PARKS ASSOCIATION 425079 14-Mar-2019 MEMBERSHIP 1,268.00 ONTARIO PLUMBING INSPECTORS ASSOCIATION INC 425921 10-Apr-2019 MEMBERSHIP 700.00 ONTARIO PROFESSIONAL FIRE FIGHTERS ASSOCIATION 425276 20-Mar-2019 TRAINING 2,580.00 ORKIN CANADA CORPORATION 425504 27-Mar-2019 MATERIALS 168.37 OSLER HOSKIN & HARCOURT LLP 425277 20-Mar-2019 MATERIALS 1,017.00 OTENG,LINDA 425505 27-Mar-2019 REFUND 176.55 P M PRODUCTIONS 425926 10-Apr-2019 MATERIALS 1,122.66 PALAKKATHADATHIL,CHACKO SIJO 425506 27-Mar-2019 REFUND 122.54 PAPAZIAN HEISEY MYERS BARRISTERS & SOLICITORS 424909 06-Mar-2019 CONTRACT SERVICES 644.10 PARTY CONNECTION 425507 27-Mar-2019 MATERIALS 101.70 PASTPERFECT SOFTWARE INC US DRAFT 01-Apr-2019 MATERIALS 965.00 PATTERSON,ROBERT 425747 03-Apr-2019 MATERIALS 22.58 PEARSON,RYAN 425081 14-Mar-2019 REFUND 135.60 PEEBLES,ANGELA 425748 03-Apr-2019 REFUND 100.00 PENINSULA CONSTRUCTION INC.424911 06-Mar-2019 CONTRACT SERVICES 3,220.50 PENINSULA HOSE & HYDRAULICS LTD.424910 06-Mar-2019 MATERIALS 10.88 PENINSULA HOSE & HYDRAULICS LTD.425082 14-Mar-2019 MATERIALS 141.66 PENINSULA HOSE & HYDRAULICS LTD.425278 20-Mar-2019 MATERIALS 619.33 PENINSULA HOSE & HYDRAULICS LTD.425749 03-Apr-2019 MATERIALS 133.02 PENINSULA PEST CONTROL LTD 425083 14-Mar-2019 CONTRACT SERVICES 129.95 PENNER BUILDING CENTRE 425279 20-Mar-2019 MATERIALS 199.31 PERFORMANCE CARS 425084 14-Mar-2019 CONTRACT SERVICES 5,845.85 PERFORMANCE CARS 425508 27-Mar-2019 STORES/INVENTORY 59.42 PETERS EXCAVATING INC 425922 10-Apr-2019 CONTRACT SERVICES 894.96 PHELPS,DIANE 425750 03-Apr-2019 REFUND 47.80 PHILLIPS,KYLE 425510 27-Mar-2019 REFUND 28.41 PIETRANGELO,NICHOLAS 425511 27-Mar-2019 MATERIALS 150.00 PIETRANGELO,VICTOR 425751 03-Apr-2019 REFUND 100.00 PINERIDGE TREE SERVICE LTD 424912 06-Mar-2019 CONTRACT SERVICES 8,298.72 PINERIDGE TREE SERVICE LTD 425281 20-Mar-2019 CONTRACT SERVICES 1,952.64 PINERIDGE TREE SERVICE LTD 425752 03-Apr-2019 CONTRACT SERVICES 23,445.24 PINERIDGE TREE SERVICE LTD 425923 10-Apr-2019 CONTRACT SERVICES 3,905.28 PINEWOOD HOMES (NIAGARA) LTD 425753 03-Apr-2019 REFUND 1,250.00 PIPETEK INFRASTRUCTURE SERVICES INC 425924 10-Apr-2019 CONTRACT SERVICES 47,846.14 PLATAKIS,DARREN 425925 10-Apr-2019 MATERIALS 210.00 PORTER,GAIL 425754 03-Apr-2019 MATERIALS 150.00 POST FOODS CANADA CORP 424913 06-Mar-2019 MATERIALS 24,429.60 POSTMEDIA NETWORK INC 425085 14-Mar-2019 ADVERTISING 3,130.10 PRAXAIR 425282 20-Mar-2019 MATERIALS 360.81 PRAXAIR 425512 27-Mar-2019 MATERIALS 88.45 PRAXAIR 425927 10-Apr-2019 MATERIALS 78.51 PREMIER EQUIPMENT LTD 425513 27-Mar-2019 MATERIALS 58.69 PREMIER TRUCK GROUP 425086 14-Mar-2019 MATERIALS 4,025.30 PREMIER TRUCK GROUP 425283 20-Mar-2019 MATERIALS 213.98 PREMIER TRUCK GROUP 425515 27-Mar-2019 MATERIALS 3,669.74 PREMIER TRUCK GROUP 425755 03-Apr-2019 MATERIALS 8.67 PREMIER TRUCK GROUP 425928 10-Apr-2019 MATERIALS 280.53 PRENTICE,MARY 425514 27-Mar-2019 REFUND 118.09 PREVOST 424914 06-Mar-2019 STORES/INVENTORY 4,356.54 PREVOST 425087 14-Mar-2019 STORES/INVENTORY 974.72 PREVOST 425285 20-Mar-2019 STORES/INVENTORY 2,091.55 PREVOST 425516 27-Mar-2019 STORES/INVENTORY 2,609.18 PREVOST 425756 03-Apr-2019 STORES/INVENTORY 2,541.91 PREVOST 425929 10-Apr-2019 STORES/INVENTORY 6,047.37 PREVOST 425285 20-Mar-2019 STORES/INVENTORY 7,253.22 PRINTING HOUSE LTD 424915 06-Mar-2019 MATERIALS 455.55 PRINTING HOUSE LTD 425286 20-Mar-2019 MATERIALS 110.24 PRINTING HOUSE LTD 425517 27-Mar-2019 MATERIALS 441.58 PRINTING HOUSE LTD 425930 10-Apr-2019 MATERIALS 96.31 PRO BATTERY SHOPS 425088 14-Mar-2019 MATERIALS 2,097.40 PRO BATTERY SHOPS 425287 20-Mar-2019 MATERIALS 112.99 PRO BATTERY SHOPS 425518 27-Mar-2019 STORES/INVENTORY 758.91 PRO BATTERY SHOPS 425931 10-Apr-2019 STORES/INVENTORY 2,696.79 PROJECT SHARE 425288 20-Mar-2019 GRANT 24,866.67 PROJECT SHARE 425519 27-Mar-2019 REFUND 160.50 PRYOR,TIMOTHY 425520 27-Mar-2019 REFUND 182.32 PUROLATOR INC 424916 06-Mar-2019 COURIER 144.58 PUROLATOR INC 425089 14-Mar-2019 COURIER 163.53 PUROLATOR INC 425289 20-Mar-2019 COURIER 14.08 PUROLATOR INC 425521 27-Mar-2019 COURIER 65.70 PUROLATOR INC 425757 03-Apr-2019 COURIER 275.74 PUROLATOR INC 425932 10-Apr-2019 COURIER 31.85 PVS CONTRACTORS 425758 03-Apr-2019 CONTRACT SERVICES 141.25 Page 365 of 687 Page 13 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount PVS CONTRACTORS 425933 10-Apr-2019 CONTRACT SERVICES 141.25 QRX TECHNOLOGY GROUP/KERR NORTON 424917 06-Mar-2019 MATERIALS 657.91 QRX TECHNOLOGY GROUP/KERR NORTON 425090 14-Mar-2019 SERVICES 357.98 QRX TECHNOLOGY GROUP/KERR NORTON 425934 10-Apr-2019 SERVICES 599.21 QUEENSWAY CHIPPAWA PROPERTIES INC 425935 10-Apr-2019 REMITTANCE 28,768.17 QUINLIN,KRYSTINE 425522 27-Mar-2019 REFUND 98.03 R J SMITH EQUIPMENT INC 425296 20-Mar-2019 MATERIALS 9,311.20 R J SMITH EQUIPMENT INC 425531 27-Mar-2019 MATERIALS 2,237.40 R V ANDERSON ASSOCIATES LIMITED 425538 27-Mar-2019 CONTRACT SERVICES 17,720.10 R V ANDERSON ASSOCIATES LIMITED 424931 06-Mar-2019 MATERIALS 5,586.72 R W HAMILTON LTD.425941 10-Apr-2019 MATERIALS 142.45 RACO AUTO SUPPLY LTD 424919 06-Mar-2019 STORES/INVENTORY 240.13 RACO AUTO SUPPLY LTD 425091 14-Mar-2019 STORES/INVENTORY 439.29 RACO AUTO SUPPLY LTD 425290 20-Mar-2019 STORES/INVENTORY 802.54 RACO AUTO SUPPLY LTD 425523 27-Mar-2019 STORES/INVENTORY 461.93 RACO AUTO SUPPLY LTD 425759 03-Apr-2019 STORES/INVENTORY 1,666.76 RACO AUTO SUPPLY LTD 425936 10-Apr-2019 STORES/INVENTORY 531.58 RADOJCIC,ANNE 425291 20-Mar-2019 MATERIALS 100.00 RAYMOND,FRANKLIN& RAYMOND, HEATHER 425524 27-Mar-2019 REFUND 63.42 RBC 424920 06-Mar-2019 REFUND 175.53 RBC 425292 20-Mar-2019 REFUND 209.37 RBC LIFE INSURANCE COMPANY 425760 03-Apr-2019 REMITTANCE 1,993.62 RCC WATERPROOFING INC 425525 27-Mar-2019 CONTRACT SERVICES 2,994.50 REALTAX INC 425092 14-Mar-2019 MATERIALS 2,661.15 REAMINED SYSTEMS INC 424921 06-Mar-2019 MATERIALS 734.50 RECEIVER GENERAL 424922 06-Mar-2019 PAYROLL REMITTANCE 608,853.04 RECEIVER GENERAL 425293 20-Mar-2019 PAYROLL REMITTANCE 590,329.62 RECEIVER GENERAL 425294 20-Mar-2019 PAYROLL REMITTANCE 270.34 RECEIVER GENERAL 425762 03-Apr-2019 PAYROLL REMITTANCE 270.33 RECEIVER GENERAL 424923 06-Mar-2019 REMITTANCE 1,446.40 RECEIVER GENERAL 425526 27-Mar-2019 REMITTANCE 1,582.00 RECEIVER GENERAL 425761 03-Apr-2019 REMITTANCE 591,027.58 RECEIVER GENERAL FOR CANADA 425093 14-Mar-2019 MEMBERSHIP 18,871.00 RED TRAC INTERNATIONAL A DIVISION OF D&W GROUP INC.424924 06-Mar-2019 MATERIALS 2,196.30 REFRIGERATION ENERGY SOLUTIONS LTD 424925 06-Mar-2019 CONTRACT SERVICES 5,983.57 REFRIGERATION ENERGY SOLUTIONS LTD 425094 14-Mar-2019 CONTRACT SERVICES 3,092.93 REFRIGERATION ENERGY SOLUTIONS LTD 425295 20-Mar-2019 CONTRACT SERVICES 3,795.25 REFRIGERATION ENERGY SOLUTIONS LTD 425527 27-Mar-2019 CONTRACT SERVICES 6,998.11 REFRIGERATION ENERGY SOLUTIONS LTD 425763 03-Apr-2019 CONTRACT SERVICES 11,894.38 REGION OF WATERLOO 424926 06-Mar-2019 MATERIALS 3,961.55 REGIONAL MUNICIPALITY OF NIAGARA 00213-0007 08-Apr-2019 CONTRACT SERVICES 2,146,890.94 REGIONAL MUNICIPALITY OF NIAGARA 425528 27-Mar-2019 MATERIALS 1,100.00 REGIONAL MUNICIPALITY OF NIAGARA 00208-0006 11-Mar-2019 MATERIALS 22,077,732.14 REGIONAL MUNICIPALITY OF NIAGARA 00209-0004 18-Mar-2019 MATERIALS 4,415,057.14 REGIONAL MUNICIPALITY OF NIAGARA 00210-0008 25-Mar-2019 MATERIALS 7,942.11 REGIONAL MUNICIPALITY OF NIAGARA 00212-0004 01-Apr-2019 MATERIALS 1,048,128.09 REGIONAL MUNICIPALITY OF NIAGARA 00209-0004 18-Mar-2019 MATERIALS 214.50 REGIONAL MUNICIPALITY OF NIAGARA 00208-0006 11-Mar-2019 REMITTANCE -16,413.89 REMIX SOFTWARE INC 425764 03-Apr-2019 CONTRACT SERVICES 17,808.00 RENAISSANCE CORPORATION ARCHITECT 425765 03-Apr-2019 REFUND 1,250.00 RICHARDSON,MARK 425095 14-Mar-2019 MATERIALS 264.81 RICOH CANADA INC 425529 27-Mar-2019 MATERIALS 2,920.28 RICOH CANADA INC 425096 14-Mar-2019 SERVICES 4,318.88 RICOH CANADA INC 425937 10-Apr-2019 SERVICES 316.40 RIDLEY & ASSOCIATES APPRAISAL SERVICES LIMITED 424973 07-Mar-2019 MATERIALS 2,291.64 RIGAS,CHRIS 425766 03-Apr-2019 REFUND 100.00 RIOCAN HOLDINGS INC 425767 03-Apr-2019 REFUND 394.34 RIVER REALTY DEVELOPMENT (1976) INC 424927 06-Mar-2019 REFUND 1,250.00 RIVER VIEW PUBLIC SCHOOL 425530 27-Mar-2019 MATERIALS 415.00 ROADSIDE RENTALS INC 425938 10-Apr-2019 MATERIALS 819.83 ROBERTO,PHIL 425097 14-Mar-2019 MATERIALS 932.99 ROCHESTER MIDLAND CANADA CORPORATION 425532 27-Mar-2019 MATERIALS 2,651.96 RODGERS,DAVID 425939 10-Apr-2019 MATERIALS 39.63 ROGERS WIRELESS 424928 06-Mar-2019 MATERIALS 335.78 ROGERS WIRELESS 425298 20-Mar-2019 MATERIALS 1,553.12 ROGERS WIRELESS 425940 10-Apr-2019 MATERIALS 1,580.80 ROGERS WIRELESS INC 425098 14-Mar-2019 CONTRACT SERVICES 824.16 ROGERS WIRELESS INC 425297 20-Mar-2019 CONTRACT SERVICES 824.16 ROGERS WIRELESS INC 425533 27-Mar-2019 CONTRACT SERVICES 1,762.59 ROMERO,LAURA 425534 27-Mar-2019 REFUND 121.77 RONDEAU,CHERYL 424929 06-Mar-2019 REFUND 7,239.94 RONNIES GENERATOR SERVICE LTD.425535 27-Mar-2019 MATERIALS 842.98 ROSEN,STEVE 425536 27-Mar-2019 REFUND 1,250.00 ROSSI,ARDUINO 424930 06-Mar-2019 REFUND 97.66 Page 366 of 687 Page 14 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount RUDDACH,CODY 425537 27-Mar-2019 REFUND 10.80 SACCO CONSTRUCTION LTD 424932 06-Mar-2019 CONTRACT SERVICES 16,070.01 SACCO CONSTRUCTION LTD 425942 10-Apr-2019 CONTRACT SERVICES 5,131.61 SACCO CONSTRUCTION LTD 425768 03-Apr-2019 REFUND 750.00 SACRED HEART CATHOLIC ELEMENTARY SCHOOL 425545 27-Mar-2019 MATERIALS 440.00 SAFE STOR RECORDS MANAGEMENT 424933 06-Mar-2019 MATERIALS 262.16 SAFE STOR RECORDS MANAGEMENT 425541 27-Mar-2019 MATERIALS 262.16 SAFETY-KLEEN CANADA INC 425100 14-Mar-2019 MATERIALS 962.72 SAFETY-KLEEN CANADA INC 425539 27-Mar-2019 MATERIALS 2,186.76 SAFETY-KLEEN CANADA INC 425769 03-Apr-2019 MATERIALS 113.00 SAFETY-KLEEN CANADA INC 425943 10-Apr-2019 MATERIALS 522.56 SAFIULLAH,REZAIY 425540 27-Mar-2019 REFUND 188.85 SAINT MARY'S CATHOLIC ELEMENTARY SCHOOL 425542 27-Mar-2019 MATERIALS 900.00 SAINT PAUL CATHOLIC HIGH SCHOOL 425543 27-Mar-2019 MATERIALS 900.00 SANDHERR,ALYSIA 425544 27-Mar-2019 REFUND 287.92 SAURO,RUDY 425944 10-Apr-2019 MATERIALS 298.00 SCHAEFFER,STEPHANIE 425546 27-Mar-2019 REFUND 204.16 SCOTIABANK BILL PAYMENT SERVICES 424934 06-Mar-2019 REFUND 67.86 SCOTIABANK CONVENTION CENTRE 425101 14-Mar-2019 MATERIALS 187.02 SCOTT BEST SEWER SERVICES 425299 20-Mar-2019 CONTRACT SERVICES 593.25 SEAWAY FLUID POWER GROUP 425945 10-Apr-2019 MATERIALS 963.23 SEAWAY FLUID POWER GROUP 425300 20-Mar-2019 STORES/INVENTORY 811.44 SEAWAY FLUID POWER GROUP 425770 03-Apr-2019 STORES/INVENTORY 380.13 SEMIRA,LILIAN 425301 20-Mar-2019 REFUND 408.18 SEMPLE GOODER ROOFING CORPORATION 425547 27-Mar-2019 MATERIALS 2,098.08 SENIORS REVIEW 425946 10-Apr-2019 ADVERTISING 2,683.75 SENKERIK FIRE PROTECTION 425548 27-Mar-2019 CONTRACT SERVICES 1,019.23 SENKERIK FIRE PROTECTION 424935 06-Mar-2019 MATERIALS 2,011.97 SERVICEMASTER CLEAN OF NIAGARA 425102 14-Mar-2019 CONTRACT SERVICES 82.32 SERVICEMASTER CLEAN OF NIAGARA 425549 27-Mar-2019 CONTRACT SERVICES 16,498.00 SERVICEMASTER CLEAN OF NIAGARA 425771 03-Apr-2019 CONTRACT SERVICES 523.19 SERVICEMASTER CLEAN OF NIAGARA 425549 27-Mar-2019 CONTRACT SERVICES 197.75 SHEEHAN ARBITRATION MEDIATION SERVICES 425302 20-Mar-2019 MATERIALS 1,736.52 SHELTON,DAVE 425772 03-Apr-2019 MATERIALS 63.76 SHRED IT INTERNATIONAL ULC 424936 06-Mar-2019 MATERIALS 948.65 SILVERGATE HOMES 424937 06-Mar-2019 REFUND 267.56 SKYHOOK RESCUE SYSTEMS, INC US DRAFT 06-Mar-2019 MATERIALS 548.95 SLINN,MARK 424938 06-Mar-2019 MATERIALS 85.00 SMART,GREGORY 424939 06-Mar-2019 REFUND 230.00 SMITH,LISA 424940 06-Mar-2019 REFUND 45.20 SMITH,RODNEY 425103 14-Mar-2019 REFUND 750.00 SOCAN 425773 03-Apr-2019 MATERIALS 1,202.31 SOCAN 425947 10-Apr-2019 MATERIALS 146.62 SONG,SO EUN 425550 27-Mar-2019 REFUND 45.77 SOULLIERE,JOE 425551 27-Mar-2019 REFUND 138.15 SPIRONELLO,DEAN 424941 06-Mar-2019 MATERIALS 194.14 SS 567 UNIVERSITY 425552 27-Mar-2019 REFUND 183.85 ST CATHARINES TRANSIT COMMISSION 425775 03-Apr-2019 MATERIALS 500.00 ST JOHN AMBULANCE 425305 20-Mar-2019 GRANT 41,923.75 ST JOHN AMBULANCE 425306 20-Mar-2019 GRANT 2,741.67 ST JOHN AMBULANCE 425559 27-Mar-2019 MATERIALS 140.12 ST VINCENT DE PAUL CATHOLIC ELEMENTARY SCHOOL 425563 27-Mar-2019 MATERIALS 500.00 ST. PATRICK CATHOLIC ELEMENTARY SCHOOL 425561 27-Mar-2019 MATERIALS 350.00 STAMFORD COLLEGIATE SECONDARY SCHOOL 425554 27-Mar-2019 MATERIALS 675.00 STAMFORD HOME HARDWARE 425104 14-Mar-2019 MATERIALS 66.24 STAMFORD HOME HARDWARE 425303 20-Mar-2019 MATERIALS 3.72 STAMFORD HOME HARDWARE 425553 27-Mar-2019 MATERIALS 89.22 STANCO SIGNS INC.424942 06-Mar-2019 MATERIALS 162.72 STANCO SIGNS INC.425105 14-Mar-2019 MATERIALS 1,908.58 STANCO SIGNS INC.425948 10-Apr-2019 MATERIALS 268.38 STAPLES BUSINESS ADVANTAGE 424943 06-Mar-2019 STORES/INVENTORY 960.45 STAPLES BUSINESS ADVANTAGE 425106 14-Mar-2019 STORES/INVENTORY 3,278.24 STAPLES BUSINESS ADVANTAGE 425555 27-Mar-2019 STORES/INVENTORY 441.27 STAPLES BUSINESS ADVANTAGE 425774 03-Apr-2019 STORES/INVENTORY 5,336.09 STAPLES BUSINESS ADVANTAGE 425949 10-Apr-2019 STORES/INVENTORY 1,191.78 STEADFAST HOSPITALITY INC 425557 27-Mar-2019 REFUND 78,700.00 STEWART TITLE CANADA 425304 20-Mar-2019 REFUND 435.50 STF CONSTRUCTION 425558 27-Mar-2019 REFUND 1,250.00 STOKES INTERNATIONAL 425776 03-Apr-2019 MATERIALS 697.89 STONE ORCHARD SOFTWARE INC 424945 06-Mar-2019 SERVICES 7,137.04 STORAGE NIAGARA 425560 27-Mar-2019 MATERIALS 644.10 STOUT,CARLA 424944 06-Mar-2019 MATERIALS 81.73 STRANGE,MIKE 425777 03-Apr-2019 REFUND 100.00 STRANGE,MIKE 425308 20-Mar-2019 SERVICES 3,053.42 Page 367 of 687 Page 15 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount STRANGES,TOM 425950 10-Apr-2019 MATERIALS 24.96 STREAMLINE UPHOLSTERY INC 424946 06-Mar-2019 MATERIALS 73.45 STREAMLINE UPHOLSTERY INC 425107 14-Mar-2019 MATERIALS 50.85 STREAMLINE UPHOLSTERY INC 425307 20-Mar-2019 MATERIALS 209.05 STREAMLINE UPHOLSTERY INC 425562 27-Mar-2019 MATERIALS 576.30 STREAMLINE UPHOLSTERY INC 425951 10-Apr-2019 MATERIALS 401.15 SUN LIFE ASSURANCE COMPANY OF CANADA 00208-0007 11-Mar-2019 REMITTANCE 456,400.81 SUN LIFE ASSURANCE COMPANY OF CANADA 00213-0008 08-Apr-2019 REMITTANCE 444,491.38 SUNCOR ENERGY PRODUCTS PARTNERSHIP 425108 14-Mar-2019 FUEL 100,944.29 SUNCOR ENERGY PRODUCTS PARTNERSHIP 425309 20-Mar-2019 FUEL 55,702.06 SUNCOR ENERGY PRODUCTS PARTNERSHIP 425778 03-Apr-2019 FUEL 53,068.56 SUNCOR ENERGY PRODUCTS PARTNERSHIP 425952 10-Apr-2019 FUEL 52,195.56 SUPERIOR FOOD SERVICE 424947 06-Mar-2019 MATERIALS 1,135.37 SUPERIOR FOOD SERVICE 425779 03-Apr-2019 MATERIALS 844.30 SUPERIOR LAUNDRY SERVICE LTD.425311 20-Mar-2019 CONTRACT SERVICES 692.18 SUPERIOR LAUNDRY SERVICE LTD.425565 27-Mar-2019 CONTRACT SERVICES 80.80 SUPERIOR LAUNDRY SERVICE LTD.425781 03-Apr-2019 CONTRACT SERVICES 83.62 SUPERIOR PROPANE 425310 20-Mar-2019 MATERIALS 1,428.08 SUPERIOR PROPANE 425564 27-Mar-2019 MATERIALS 70.07 SUPERIOR PROPANE 425780 03-Apr-2019 MATERIALS 30.51 SUPERIOR PROPANE 425953 10-Apr-2019 MATERIALS 2,238.58 SURREY CONSTRUCTION INC 425109 14-Mar-2019 CONTRACT SERVICES 141,218.57 SZIJARTO,EVA 425954 10-Apr-2019 REFUND 60.00 T & T DRY CLEANERS & TAILORS 425575 27-Mar-2019 REFUND 46.37 TALK WIRELESS INC 425566 27-Mar-2019 CONTRACT SERVICES 1,471.26 TALK WIRELESS INC 425110 14-Mar-2019 MATERIALS 1,180.37 TAXITAB 425111 14-Mar-2019 CONTRACT SERVICES 2,248.50 TD CANADA TRUST 425312 20-Mar-2019 REFUND 75.33 TECHNICAL STANDARDS & SAFETY AUTHORITY 425112 14-Mar-2019 CONTRACT SERVICES 105.00 TECHNICAL STANDARDS & SAFETY AUTHORITY 425955 10-Apr-2019 CONTRACT SERVICES 79.10 TECVALCO LTD 425113 14-Mar-2019 MATERIALS 133.44 TELEGA,ELIZABETH ANNE 425782 03-Apr-2019 REFUND 750.00 TENAQUIP LIMITED 425783 03-Apr-2019 STORES/INVENTORY 216.49 THE CANADIAN ASSOCIATION OF HERITAGE PROFESSIONALS 425168 20-Mar-2019 MEMBERSHIP 290.00 THE MUNICIPAL INFORMATION NETWORK 425262 20-Mar-2019 MATERIALS 1,243.00 THEBERGE,LINDA 425567 27-Mar-2019 REFUND 112.45 THOMAS,SAMUEL 425568 27-Mar-2019 MATERIALS 500.00 THOMSON,BRIAN 424948 06-Mar-2019 REFUND 100.00 THOMSON,WAYNE 425569 27-Mar-2019 REFUND 100.00 THORNTON,DAVE 425314 20-Mar-2019 MATERIALS 150.00 THOROWEST PLAZA LTD 425957 10-Apr-2019 REFUND 1,500.00 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 424949 06-Mar-2019 CONTRACT SERVICES 507.71 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 425570 27-Mar-2019 CONTRACT SERVICES 549.89 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 425784 03-Apr-2019 CONTRACT SERVICES 146.90 THYSSENKRUPP ELEVATOR (CANADA) LIMITED 425958 10-Apr-2019 CONTRACT SERVICES 146.90 TIM HORTONS FALLSVIEW 425785 03-Apr-2019 REFUND 1,250.00 TODD,KEN 424950 06-Mar-2019 MATERIALS 209.00 TODD,KEN 425786 03-Apr-2019 TRAVEL/MILEAGE 70.20 TOOLBOX 424951 06-Mar-2019 MATERIALS 1,205.42 TOOLBOX 425315 20-Mar-2019 MATERIALS 536.63 TOOLBOX 425787 03-Apr-2019 MATERIALS 2,275.74 TOPLIFFE,JEANETTE 425316 20-Mar-2019 MATERIALS 103.64 TOROMONT CAT 424952 06-Mar-2019 MATERIALS 104.97 TOROMONT CAT 425114 14-Mar-2019 MATERIALS 22,984.57 TOROMONT CAT 425959 10-Apr-2019 MATERIALS 22,440.90 TORONTO STAMP INC 424953 06-Mar-2019 MATERIALS 154.92 TORONTO STAMP INC 425317 20-Mar-2019 MATERIALS 126.22 TORONTO STAMP INC 425571 27-Mar-2019 MATERIALS 109.27 TOTAL LAND CARE SERVICES 424954 06-Mar-2019 CONTRACT SERVICES 23,843.00 TOTAL LAND CARE SERVICES 425318 20-Mar-2019 CONTRACT SERVICES 13,927.25 TOURNOI FRANCO 2018 425572 27-Mar-2019 GRANT 700.00 TOWER RESTORATION LTD 425115 14-Mar-2019 REFUND 500.00 TRANSAXLE PARTS (HAMILTON) INC.424955 06-Mar-2019 STORES/INVENTORY 1,087.51 TRANSAXLE PARTS (HAMILTON) INC.425116 14-Mar-2019 STORES/INVENTORY 586.60 TRANSAXLE PARTS (HAMILTON) INC.425573 27-Mar-2019 STORES/INVENTORY 9,068.86 TRANSAXLE PARTS (HAMILTON) INC.425788 03-Apr-2019 STORES/INVENTORY 155.94 TRANSAXLE PARTS (HAMILTON) INC.425960 10-Apr-2019 STORES/INVENTORY 1,937.05 TRAPEZE SOFTWARE ULC 425117 14-Mar-2019 MATERIALS 12,077.44 TRAPEZE SOFTWARE ULC 425961 10-Apr-2019 MATERIALS 187.42 TREASURE HOUSE IMPORTS LTD 425789 03-Apr-2019 MATERIALS 937.84 TRENEV,LUDMILA 424975 07-Mar-2019 REFUND 1,242.00 TRIPLE M DEMOLITION 424956 06-Mar-2019 REFUND 750.00 TRIPLE M DEMOLITION 425790 03-Apr-2019 REFUND 2,250.00 TRIPP,SCOTT& METCALFE, GEORGIA 425574 27-Mar-2019 REFUND 90.27 Page 368 of 687 Page 16 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount TWARDAWSKY,NICK 424957 06-Mar-2019 TRAVEL/MILEAGE 79.92 TWARDAWSKY,NICK 425962 10-Apr-2019 TRAVEL/MILEAGE 72.36 UCC INDUSTRIES INTERNATIONAL INC 425792 03-Apr-2019 MATERIALS 1,356.00 ULIANCHUK,TATIANA 425576 27-Mar-2019 REFUND 191.49 ULINE CANADA CORPORATION 425320 20-Mar-2019 MATERIALS 288.72 ULINE CANADA CORPORATION 425793 03-Apr-2019 MATERIALS 296.51 ULINE CANADA CORPORATION 425963 10-Apr-2019 MATERIALS 466.13 UNISYNC GROUP LTD 425964 10-Apr-2019 MATERIALS 100.72 UNITED WAY NIAGARA 425600 28-Mar-2019 PAYROLL REMITTANCE 927.00 UPPER CANADA CONSULTANTS 425794 03-Apr-2019 MATERIALS 1,921.44 UPS CANADA 425577 27-Mar-2019 MATERIALS 17.92 URBAN & ENVIRONMENTAL MANAGEMENT INC 425118 14-Mar-2019 MATERIALS 5,657.72 URBAN & ENVIRONMENTAL MANAGEMENT INC 425795 03-Apr-2019 MATERIALS 6,777.17 URBANSKI,CHRISTOPHER 425796 03-Apr-2019 REFUND 500.00 URGE TO PURGE 425797 03-Apr-2019 CONTRACT SERVICES 1,548.10 V GIBBONS CONTRACTING LTD 425966 10-Apr-2019 CONTRACT SERVICES 10,759.26 VADIM COMPUTER MANAGEMENT GROUP LTD 424958 06-Mar-2019 SERVICES 69,546.90 VALEO,SALVATORE 425578 27-Mar-2019 TRAINING 401.15 VALUE MUFFLER & BRAKE CENTRE 425321 20-Mar-2019 MATERIALS 682.16 VALUE MUFFLER & BRAKE CENTRE 425798 03-Apr-2019 MATERIALS 80.90 VAN DE LAAR,DAVE 425799 03-Apr-2019 TRAVEL/MILEAGE 126.90 VAN HOUTTE COFFEE SERVICES INC 425119 14-Mar-2019 MATERIALS 203.92 VAN HOUTTE COFFEE SERVICES INC 425322 20-Mar-2019 MATERIALS 59.20 VAN HUIZEN BOOKBINDING & FINISHING 425965 10-Apr-2019 MATERIALS 186.45 VARGHESE,MONCY 425579 27-Mar-2019 REFUND 124.52 VAULTRA SELF STORAGE NIAGARA ASSET LTD 425120 14-Mar-2019 REFUND 14,400.00 VAULTRA SELF STORAGE NIAGARA ASSET LTD 425580 27-Mar-2019 REFUND 21,600.00 VICANO CONSTRUCTION LTD 425800 03-Apr-2019 REFUND 1,250.00 VICTORIA CENTRE BIA 425581 27-Mar-2019 REMITTANCE 118,750.00 VIKING CIVES LTD 424959 06-Mar-2019 MATERIALS 4,099.44 VILLELLA,SHELLY ANN 424960 06-Mar-2019 REFUND 58.86 VOLPATO,QUINTO 425323 20-Mar-2019 REFUND 2,080.85 VOLPATTI,SELINA 425801 03-Apr-2019 REFUND 100.00 VU,HANH 424961 06-Mar-2019 MATERIALS 75.06 VU,HANH 425967 10-Apr-2019 TRAVEL/MILEAGE 100.44 WAJAX POWER SYSTEMS 425324 20-Mar-2019 MATERIALS 745.60 WALKER AGGREGATES INC 424962 06-Mar-2019 MATERIALS 1,388.87 WALKER AGGREGATES INC 425121 14-Mar-2019 MATERIALS 559.76 WALKER AGGREGATES INC 425325 20-Mar-2019 MATERIALS 1,627.69 WALKER AGGREGATES INC 425582 27-Mar-2019 MATERIALS 1,087.27 WALKER AGGREGATES INC 425802 03-Apr-2019 MATERIALS 2,946.24 WALKER AGGREGATES INC 425968 10-Apr-2019 MATERIALS 1,673.42 WALKER INDUSTRIES HOLDINGS LIMITED 425803 03-Apr-2019 REFUND 750.00 WALLINGTON,PATRICIA 425122 14-Mar-2019 REFUND 4,205.00 WARCHALA,MICHAEL 425123 14-Mar-2019 TRAVEL/MILEAGE 141.48 WASHINGTON MILLS ELECTRO MINERALS CORP 425125 14-Mar-2019 REFUND 750.00 WASHINGTON MILLS LTD 425124 14-Mar-2019 REFUND 1,250.00 WASTE MANAGEMENT OF CANADA CORPORATION 425126 14-Mar-2019 MATERIALS 289.44 WEESTREEM 424963 06-Mar-2019 CONTRACT SERVICES 1,356.00 WEESTREEM 425583 27-Mar-2019 SERVICES 593.25 WEINMANN LIMITED 425804 03-Apr-2019 CONTRACT SERVICES 40,607.11 WEINMANN LIMITED 424974 07-Mar-2019 CONTRACT SERVICES 23,360.98 WELDDARE METAL WORKS LTD 425127 14-Mar-2019 MATERIALS 3,361.75 WESTLANE SECONDARY SCHOOL 425584 27-Mar-2019 MATERIALS 900.00 WESTPIER MARINE & INDUSTRIAL SUPPLY INC.425805 03-Apr-2019 MATERIALS 399.03 WHEELER,SUE 425128 14-Mar-2019 TRAVEL/MILEAGE 95.04 WHITE,CARL 425654 03-Apr-2019 REFUND 750.00 WHITE,DAVID 425806 03-Apr-2019 MATERIALS 18.63 WHITTMANN,JOHN 425807 03-Apr-2019 REFUND 750.00 WIGHT,DIANA 424965 06-Mar-2019 REFUND 156.89 WILLICK,DAN 425586 27-Mar-2019 REFUND 74.90 WILSON,DAN 425970 10-Apr-2019 MATERIALS 165.17 WILSON,DEREK JOHN 424966 06-Mar-2019 REFUND 850.00 WINTER FESTIVAL OF LIGHTS 425809 03-Apr-2019 GRANT 92,000.00 WOLSELEY CANADA INC.425971 10-Apr-2019 MATERIALS 8,072.44 WOMEN'S PLACE OF SOUTH NIAGARA 425130 14-Mar-2019 DONATION 150.00 WOMEN'S PLACE OF SOUTH NIAGARA INC 425327 20-Mar-2019 GRANT 1,612.50 WOOD ENVIRONMENT & INFRASTRUCTURE SOLUTIONS 425587 27-Mar-2019 MATERIALS 21,184.93 WOODRUFF,ROBERT F& WOODRUFF, ELIZABETH J 424967 06-Mar-2019 REFUND 96.51 WORK AUTHORITY 425131 14-Mar-2019 MATERIALS 450.00 WORK AUTHORITY 425588 27-Mar-2019 MATERIALS 300.00 WORK AUTHORITY 425972 10-Apr-2019 MATERIALS 150.00 WORK EQUIPMENT LTD 424968 06-Mar-2019 MATERIALS 138.48 WORK EQUIPMENT LTD 425132 14-Mar-2019 MATERIALS 921.48 Page 369 of 687 Page 17 of 17 CITY OF NIAGARA FALLS MUNICIPAL ACCOUNTS VENDOR NAME Cheque No.Cheque Date Purpose Amount WORK EQUIPMENT LTD 425810 03-Apr-2019 MATERIALS 2,137.25 WORRON,MARIANE 424969 06-Mar-2019 REFUND 117.08 WSIB 425134 14-Mar-2019 PAYROLL REMITTANCE 6.66 WSIB 424970 06-Mar-2019 REMITTANCE 23,346.25 WSIB 425133 14-Mar-2019 REMITTANCE 5,192.93 WSIB 425589 27-Mar-2019 REMITTANCE 36,753.48 WSIB 425601 28-Mar-2019 REMITTANCE 598.31 WSP CANADA GROUP LIMITED 425590 27-Mar-2019 MATERIALS 12,098.37 XCG CONSULTING LIMITED 425328 20-Mar-2019 MATERIALS 10,546.12 XPLORNET COMMUNICATIONS INC 425135 14-Mar-2019 SERVICES 101.69 XU,DAN 425329 20-Mar-2019 REFUND 675.48 YELLOW PAGES 425602 28-Mar-2019 ADVERTISING 530.49 YMCA OF NIAGARA 424971 06-Mar-2019 MATERIALS 2,627.90 YMCA OF NIAGARA 425136 14-Mar-2019 MATERIALS 6,506.57 YMCA OF NIAGARA 425330 20-Mar-2019 MATERIALS 4,932.40 YMCA OF NIAGARA 425811 03-Apr-2019 MATERIALS 1,422.51 YMCA OF NIAGARA 425973 10-Apr-2019 MATERIALS 7,503.51 YWCA 425331 20-Mar-2019 GRANT 4,277.75 ZAMBITO,JO 425974 10-Apr-2019 MATERIALS 50.00 ZAMBONI COMPANY LTD 425592 27-Mar-2019 MATERIALS 1,202.29 ZAMBONI COMPANY LTD 425813 03-Apr-2019 MATERIALS 75.11 ZAMBONI COMPANY LTD 425975 10-Apr-2019 MATERIALS 1,599.64 ZANINI,RON 425814 03-Apr-2019 MATERIALS 150.00 ZELJKO HOLDINGS LTD 425815 03-Apr-2019 REFUND 500.00 ZENG,YING 425593 27-Mar-2019 REFUND 168.37 ZHANG,GUANGLI 425976 10-Apr-2019 TRAVEL/MILEAGE 39.42 ZHANG,YAN& JING, TONGSHAN 425332 20-Mar-2019 REFUND 125.15 ZHAO,YAZE 425594 27-Mar-2019 REFUND 224.96 Total 49,745,743.21 Page 370 of 687 FS-2019-01 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Fire Department SUBJECT: FS-2019-01, Fire Station 4 Lease Agreement RECOMMENDATION That Council approves the lease with the Chippawa Volunteer Firefighter Association and authorizes the Mayor and Clerk to sign the lease agreement. EXECUTIVE SUMMARY The Chippawa Volunteer Firefighters’ Association has been leasing the second floor of the Niagara Falls Station 4 hall since it was built in 1960. The 2000 lease is expiring and the Association is requesting the lease to be renewed for a further twenty (20) years at the rental rate of $1.00 per annum. In exchange, the Association agrees to make an annual donation in the minimum amount of five thousand dollars ($5,000.00) to a registered charity, or community event, and to maintain and keep in good repair all facilities required in conjunction with the premises, including the kitchen appliances and the suppression system. This agreement requires the Association to carry insurance coverage satisfactory to the City’s Risk Management and a provision is also included for giving notice if the City were to require use of the entire building. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The annual cost to the City for the Association’s use of premises has been in place for many years. The lease formalizes this practice with the Association donating money back into the community. CITY’S STRATEGIC COMMITMENT The lease represents a strengthened relationship with the “Chippawa Volunteer Firefighters’ Association” and the local community. Recommended by: Jim Boutilier, Fire Chief Respectfully submitted: Ken Todd, Chief Administrative Officer J. Boutilier:tc Page 371 of 687 FS-2019-02 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Fire Department SUBJECT: FS-2019-02 Mutual Assistance Agreement for Emergency Management RECOMMENDATION That Council approves the Mutual Assistance Agreement and authorizes the Mayor and Clerk to sign the agreement. EXECUTIVE SUMMARY In Niagara, there is a long history of municipalities helping each other in times of need. However, to ensure that appropriate provisions are in place to allow cross -jurisdictional emergency support, a mutual assistance agreement between Niagara’s municipa lities, including the Regional Municipality, is required. This assistance specifically includes personnel and equipment above and outside of normal services provided to the local municipalities directly or through a two -tier delivery model on any normal daily basis. BACKGROUND Based on the Fire Mutual Aid Agreement, this new agreement addresses the sharing of personnel, equipment and services as required to ensure the delivery of essential services in an emergency situation (e.g., natural disaster) through a non-binding agreement. In some instances, this sharing of resources was already being done but no formal agreement was in place. This agreement has recently been vetted through the Niagara Region Legal Division as well as reviewed by the 12 Municip al Community Emergency Management Coordinators. The resulting agreement, when enacted, would allow any municipality needing assistance to make an appeal to neighbouring municipalities for assistance. That request for support would be made by the CAO of the municipality requesting assistance to the CAO of the municipality being requested to provide assistance. If municipality needs assistance in the provision of essential services from another municipality due to a major disaster, the request for support wo uld be made by the CAO Page 372 of 687 2 FS-2019-02 April 30, 2019 of the municipality requesting assistance to the CAO of the municipality being requested to provide assistance. The agreement is written to be permissive in nature yet non -binding. A municipality that signs into the agreement is not obligated to provide assistance if requested. Their ability to assist or not assist would be determined by the municipality at that time. Under the agreement, assistance would be provided based upon a number of conditions including but not limited to the municipality=s requirement to ensure essential services in their own jurisdiction. This agreement is meant to be proactive instead of reactive, to protect the safety of staff, municipal assets and ensure that communities do not put themselves at risk by helping neighbours during their time of need. Therefore, by signing into the agreement, the municipality benefits from having legal, cost recovery and other risk management issues detailed in advance. The goal of completion of the formal, region -wide agreement is set for Emergency Preparedness Week in May 2019 where the announcement would be made publicly. Maintenance of the Mutual Assistance Agreement Document As an annex to the City’s Emergency Plan, this document will be reviewed on an annual basis by the Municipal Community Emergency Management Coordinator (CEMC). It is noted that Niagara Region has had such an agreement with Halton Region for several years. This model of mutual aid is also being investigated as a potential for an agreement between the Niagara Region and the City of Hamilton in the future. FINANCIAL/STAFFING/LEGAL IMPLICATIONS This report does not, in itself, propose any new financial implications for the City of Niagara Falls. However, within the Mutual Assistance Agreement is the ability for a municipality to recover the cost of providing assistance if requested. The Emergency Management and Civil Protection Act, R.S.O. 1990, c. E. 9. provides that: The Council of a municipality may make an agreement with the Council of any other municipality or with any persons for the provision of any personnel, service, equipment or material during an emergency. R.S.O. 1990, c. E.9, s. 13 (3); 1999, c. 12, Sched. P, s. 9. This agreement does not replace any existing Fire Services Mutual / Automatic Aid Plan and Program for Niagara Region; rather, it builds on the same spirit of cooperation. Page 373 of 687 3 FS-2019-02 April 30, 2019 CITY’S STRATEGIC COMMITMENT The recommendations are consistent with creating efficient operations and protecting the municipality from potential liabilities during emergencies. Recommended by: Jim Boutilier, Fire Chief Respectfully submitted: Ken Todd, Chief Administrative Officer J. Boutilier:tc Page 374 of 687 PBD-2019-22 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2019-22 Telecommunication Facility Consultation Extension Request 3516 Marshall Road Fontur International on Behalf of Signum Wireless RECOMMENDATION It is recommended that: 1. Innovation, Science and Economic Development Canada be advised that the City of Niagara Falls has no objection to the extension of concurrence for the construction of a 60 metre (196 ft.) self-supporting telecommunication tower with an equipment shelter at its base and perimeter security fencing on the lands known as 3516 Marshall Road; and 2. The City’s Procedure document for the Consultation Process for Radio Telecommunication Facilities (Section 500.20) be updated to address extension requests for concurrence as well as siting and design updates as outlined in this report. EXECUTIVE SUMMARY A request for an extension to the City’s 2015 concurrence on a proposal to erect a 60 metre (196 ft.) self-supporting telecommunication tower on the lands known as 3516 Marshall Road can be supported based on the following:  the proposal is within the agricultural area on a property that is not currently being farmed and is located an appropriate distance from neighbouring residences and the Niagara River Parkway;  the tower would be set well back from Marshall Road and will support the co - location of communication services; and  there has been no new proposal for telecommunication towers within 2 km and no new residential development within 400m of the tower location since the original concurrence was given. Updates to the City’s Procedure document for the Consultation Process for Radio Telecommunication Facilities (Section 500.20) is proposed to provide guidance for future requests for the extension of concurrence and for additional guidance on the siting and design of telecommunication towers. Page 375 of 687 2 PBD-2019-22 April 30, 2019 BACKGROUND In January 2008, Industry Canada issued CPC-2-0-03 to outline the consultation process required of proponents of Telecommunication Facilities. Later that year Council adopted a Procedure for the Consultation Process for Radio Telecommunication Facilities (Section 500.20). Since then the City has provided concurrence for 18 telecommunication towers. Not all of these towers have been constructed. Under Industry Canada’s (now Innovation, Science and Economic Development Canada, ISED) current Policy CPC-2-0-03, Issue 5, the construction of an antenna tower must be completed within 3 years of the conclusion of consultation with the City. After 3 years, concurrence is no longer deemed valid except in a case where the applicant has secured the agreement of the City to an extension for a specified time period in writing. Industry Canada Policy does not dictate a process for the extension of concurrence. The City’s Procedure document is silent on the process of extension. Fontur International has requested an extension to a 2015 concurrence received by the City for a telecommunication antenna at 3516 Marshall Road in January 2015. The 60m (196’) tower was proposed on the back corner of the 3ha (7.4ac) property that contains an auto wrecking business. The Tower and shelter would be located 76m (250’) south of Marshall Road and 140m (460’) west of Willoughby Drive (see Appendix 1). Fontur International wishes to construct the tower this year. ANALYSIS/RATIONALE The City’s Procedure document for the Consultation Process for Radio Telecommunication Facilities should be updated to establish a procedure for extensions to Council concurrence on telecommunication antennas for the benefit of the subject and any future requests. Consultation Process for Radio Telecommunication Facilities Update The consultation process for new antenna facilities involves written notification to property owners within 3 times the height of the antenna, a public information meeting held by the proponent, and circulation by Staff to City Departments and any appropriate agencies. Together with the results of the public consultation, a report analyzing the proposal with the City’s siting and design criteria is forwarded to Council recommending concurrence or non-concurrence with the antenna proposal. The decision of Council serves as a written response to ISED on behalf of the City for the proposal. There is no federal mapping or local site designation advising future developers or property owners of the antenna approval. Over the course of 3 years, conditions arou nd the location of an approved antenna may change, especially in an urban setting, with a transition in land uses, new construction and, with the increased demand for wireless services, more new tower proposals. In effect, the impact of public consultation may have lapsed. Page 376 of 687 3 PBD-2019-22 April 30, 2019 It is opinion of Staff that extensions for telecommunication towers be required to re -initiate the consultation process, including the public information meeting and submission of an updated planning justification report, for the review and concurrence of Council. However, Staff also recognize that there may be situations, such as the proposal discussed below, where there have been no changes since Council’s original consideration of the tower and that an expedited review may be appropriate. A draft update to the City’s Procedure document for Consultation is attached as Appendix 2 for Council’s consideration. 3516 Marshall Road Extension The proposed tower for 3516 Marshall Road met the City’s siting and design criteria and received no written or verbal comments through public consultation in 2015. As noted above, the tower was sited in the back corner of a rural lot containing an auto wrecking business and setback the maximum distance possible from road allowances. A current review of the area surrounding 3516 Marshall Road concluded that the conditions surrounding the original review have not changed:  The nearest dwelling to the tower was located 370m away. There have been no new building permits issued within 400m of the tower.  There have been no new tower proposals within 2km of the property.  There have been no new planning approvals for land use change in the area. Based on the review, it is recommended that Council support the extension of concurrence for a period of 1 year as requested. Delegated Extensions While this particular extension request may be unique, Staff is of the option that any similar submissions may benefit from an expedited process for extensions that meet a specific list of criteria. If supported by Council, the Procedures document would be updated to allow the delegation of extension of concurrence to the Director of Planning, Building and Development for a period of 1 year subject to the following conditions:  There has been no change to the design, height or location of the tower;  There have been no new towers either approved or constructed within 2km of the tower within 3 years of concurrence;  There has been no new residential development (including building permits), or land use designation/zoning changes for residential use within the standard circulation distance (3X antenna height); Page 377 of 687 4 PBD-2019-22 April 30, 2019  There were no concerns received through the consultation process for the original tower;  The extension request must be accompanied by an updated Planning Justificati on report that addresses the above criteria as well as need for the facility; and  A maximum of one extension may be considered under this process. Where delegated decision to extend concurrence has been made, Council will re ceive a copy of the extension. Additional Updates The Procedure document for the Consultation Process for Radio Telecommunication Facilities has been in effect for over 10 years. In applying the Siting and Design Criteria to new tower proposals over that time, Staff have noted update s that may be considered, especially in anticipation of increased requests for new towers with the advent of new technology and increased streaming demands. The recommended updates and additions are detailed on Appendix 3 and are summarized as follows:  Towers should be located away from important tourist vistas;  Tower sites should be setback as far as possible from road allowances ;  A mix of deciduous and coniferous trees shall buffer the tower and equipment shelter where visible from public spaces;  Rooftop facilities should be setback as far from the edge of the roof and painted to match the building to mitigate visual impact;  Wall mounted facilities should be fixed as close to the wall as possible;  Towers shall not exceed a maximum height of 40m except in industrial areas; and  Wording that would allow the City to request that the proponent provide a Letter of Undertaking for: - Posting of security for the construction of fencing, screening and landscaping; and - Any conditions imposed by Council in their concurrence. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There is no financial, staff, or legal implications with the City as a result of the requested extension of concurrence for 3516 Marshall Road or the suggested updates to the Procedure document 500.20, Consultation Process for Radio Telecommunication Facilities. Page 378 of 687 5 PBD-2019-22 April 30, 2019 CITY’S STRATEGIC COMMITMENT The proposal is supported by the Well Planned City Strategic Priority in that it provides telecommunication services in an area of the City which is currently underserviced. LIST OF ATTACHMENTS  Appendix 1 – 3516 Marshall Road Location Map  Appendix 2 – Draft changes to City Procedure 500.20 for the extension of concurrence  Appendix 3 – Draft changes to City Procedure Section 500.20 for general updates Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer F.Berardi:cr Attach. S:\PDR\2019\PBD-2019-22, 3516 Marshall Rd, Telecommunication Facility Consultation Extension Request.docx Page 379 of 687 6 PBD-2019-22 April 30, 2019 APPENDIX 1 -3516 Marshall Rd, Location Map Page 380 of 687 APPENDIX 2 PBD-2019-22 April 30, 2019 PROCEDURE Planning Policy #: 500.20 Issue Date: July 21, 2008 Revision Date: April 30, 2019 Consultation Process for Radio Telecommunication Facilities Procedure 1. It is recognized that Industry Canada is responsible for the licensing and approval of telecommunication equipment and facilities across Canada and considers the input of local land use authorities and residents important elements to consider. 2. The City of Niagara Falls shall be a commenting agency on any proposal to construct such facilities, unless the works are exempt under the Default Consultation Protocol issued by Industry Canada. 3. In addition to the requirements of Industry Canada's Default Public Consultation Protocol, the proponent of any telecommunication facility shall meet the following design and siting policies and, if it is unable to do so, provide the City with a proper justification of their reasons. Facilities shall be located outside of and at the maximum distance away from:  built residential structures/areas, areas zoned or designated for future residential use;  significant natural heritage areas as designated by the Niagara Region, the City or the Niagara Peninsula Conservation Authority;  cultural heritage sites including sites listed or designated under the City's Register of Heritage Properties;  the Niagara Escarpment unless approval of the location has been obtained by the Niagara Escarpment Commission;  the Niagara Parkway being designated as a scenic roadway in the City's Official Plan;  parks and open space areas;  and should not result in the removal of healthy wooded areas. In terms of siting:  building/rooftop facilities, where properly designed, are preferred rather than towers within the tourist serving areas of the City;  towers should be designed to accommodate more than one service in order to minimize the number of towers in each area;  the tower should be as unobtrusive as possible and take advantage of elevations, topography and existing vegetation to minimize visual impact;  the colour of the tower should blend in and reflect the surrounding area; and Page 381 of 687 A Great City … For Generations To Come  regard shall be given to the intent of the provisions of the City's Zoning Bylaw in siting an antenna support structure. Accessory buildings/structures not providing structural support to the tower or antenna shall comply with the setback and lot coverage requirements of the City's Zoning By-law. 4. The proponent shall conduct a public information meeting for all proposals not exempt by Industry Canada and shall forward any minutes, written or oral concerns or issues received from the public through the consultation process, as well as the efforts of the proponent to address those issues, to the City prior to the City's preparation of a response. 5. Staff shall circulate any proposal for a telecommunication facility not exempt under the provisions of Industry Canada's Default Public Consultation Process, to all internal departments for information and comment. 6. A report to City Council will be prepared by Planning Staff which, along with the decision of the Council, will serve as a written response to Industry Canada. 7. Any issue on design or siting of a proposed facility which cannot be agreed upon by the City and the proponent shall be forwarded in written form directly to Industry Canada for mediation. 8. A request for extension of concurrence where a tower has not been constructed within 3 years of concurrence shall re-initiate the consultation process outline herein and include the submission of an updated planning justification report. Where a request for extension of concurrence meets all of the criteria detailed below, the Director of Planning, Building and Development may extend concurrence for a maximum period of one year:  There has been no change to the design, height or location of the tower;  There have been no new towers either approved or constructed within 2km of the tower since the original concurrence;  There has been no new residential development (including building permits), or land use designation/zoning changes for residential use within the standard circulation distance (3X antenna height) since the original concurrence ;  There were no concerns received through the consultation process for the original tower;  The extension request is accompanied by an updated Planning Justification report that addresses the above criteria as well as need for the facility; and A maximum of one extension of concurrence may be considered under this process. Council will receive a copy of the extension. Please Note: In keeping with the City's direction to establish a user fee system within the municipality, a consultation fee will be required to cover the administrative costs of reviewing the antenna/tower Page 382 of 687 A Great City … For Generations To Come proposal and the preparation of a report and response. An additional fee for the preparation of a mailing list, when requested, will be applied. These fees may be reviewed annually. Submitted By: Alex Herlovitch, Director of Planning & Development Recommended By: Ken Todd, CAO Approved By Council On: Report #: Page 383 of 687 APPENDIX 3 PBD-2019-22 April 30, 2019 PROCEDURE Planning Policy #: 500.20 Issue Date: July 21, 2008 Revision Date: Consultation Process for Radio Telecommunication Facilities Procedure 1. It is recognized that Industry Canada is responsible for the licensing and approval of telecommunication equipment and facilities across Canada and considers the input of local land use authorities and residents important elements to consider. 2. The City of Niagara Falls shall be a commenting agency on any proposal to construct such facilities, unless the works are exempt under the Default Consultation Protocol issued by Industry Canada. 3. In addition to the requirements of Industry Canada's Default Public Consultation Protocol, the proponent of any telecommunication facility shall meet the following design and siting policies and, if it is unable to do so, provide the City with a proper justification of their reasons. Facilities shall be located outside of and at the maximum distance away from:  built residential structures/areas, areas zoned or designated for future residential use;  significant natural heritage areas as designated by the Niagara Region, the City or the Niagara Peninsula Conservation Authority;  cultural heritage sites including sites listed or designated under the City's Register of Heritage Properties;  the Niagara Escarpment unless approval of the location has been obtained by the Niagara Escarpment Commission;  the Niagara Parkway being designated as a scenic roadway in the City's Official Plan;  parks and open space areas;  important tourist vistas;  municipal road allowances;  and should not result in the removal of healthy wooded areas. In terms of siting and design:  building/rooftop facilities, where properly designed, are preferred rather than towers within the tourist serving areas of the City  rooftop facilities should be setback from the roof edge and painted to match the building to mitigate visual impact;  wall mounted facilities should be fixed as close to the wall as possible; Page 384 of 687 A Great City … For Generations To Come  towers should be designed to accommodate more than one service in order to minimize the number of towers in each area;  the tower should be as unobtrusive as possible and take advantage of tower design (e.g. monopole), elevations, topography and existing vegetation to minimize visual impact;  the colour of the tower should blend in and reflect the surrounding area;  towers shall not exceed a maximum of 40m in height except in industrial areas;  a mix of deciduous and coniferous trees shall buffer the tower and equipment shelter where visible from public spaces; and  regard shall be given to the intent of the provisions of the City's Zoning Bylaw in siting an antenna support structure. Accessory buildings/structures not providing structural support to the tower or antenna shall comply with the setback and lot coverage requirements of the City's Zoning By-law.  The City may request a Letter of Undertaking for:  The posting of security for the construction of fencing, screening and landscaping; and  Any conditions imposed by Council in their concurrence. 4. The proponent shall conduct a public information meeting for all proposals not exempt by Industry Canada and shall forward any minutes, written or oral concerns or issues received from the public through the consultation process, as well as the efforts of the proponent to address those issues, to the City prior to the City's preparation of a response. 5. Staff shall circulate any proposal for a telecommunication facility not exempt under the provisions of Industry Canada's Default Public Consultation Process, to all internal departments for information and comment. 6. A report to City Council will be prepared by Planning Staff which, along with the decision of the Council, will serve as a written response to Industry Canada. 7. Any issue on design or siting of a proposed facility which cannot be agreed upon by the City and the proponent shall be forwarded in written form directly to Industry Canada for mediation. Please Note: In keeping with the City's direction to establish a user fee system within the municipality, a consultation fee will be required to cover the administrative costs of reviewing the antenna/tower proposal and the preparation of a report and response (2019 fee: $400). An additional fee for the preparation of a mailing list, when requested, will be applied (2019 fee: $100). These fees may be reviewed annually. Submitted By: Alex Herlovitch, Director of Planning & Development Recommended By: Ken Todd, CAO Approved By Council On: Report #: Page 385 of 687 PBD-2019-24 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2019-24 26CD-11-2015-003, Revision to a Registered Condominium Description 3710 Main Street (Chippawa) Applicant: 1515435 Ontario Ltd. (Mike Petrus) Lawyer: Brandon Boone RECOMMENDATION 1. That Council approve the revised description of the Plan of Condominium (#135) for 3710 Main Street (Chippawa); and 2. That the Mayor or designate be authorized to sign the revised description. EXECUTIVE SUMMARY On February 10, 2017, 1515435 Ontario Ltd. Registered a Standard Plan of Condominium (#135) on the property known as 3710 Main Street (Chippawa) to permit the creation of 18 condominium units in the building on the property. 1515435 Ontario Ltd. is now proposing to register a revised condominium description with the Land Registry office. The revision will increase the number of condominium units from 18 to 22. Under the Condominium Act, a registered condominium description can be amended subject to the criteria contained in the Act and subject to approval from the approval authority (the City). The revised condominium description can be supported for the following reasons:  The modifications to the building which increase the number of units to 22 complies with Zoning By-law No. 79-200, as varied through Minor Variance Application No. A- 2017-027, and with the approved site plan;  Building Permits have been issued for the 22 unit building; and  The revised condominium description will allow individual ownership of the 22 units contained in the building. BACKGROUND Proposal On February 10, 2017, 1515435 Ontario Ltd. registered a Standard Plan of Condominium (#135) on the property known as 3710 Main Street (Chippawa) as shown on Schedule 1. This condominium divided the building into 18 units (8 ground floor commercial units and Page 386 of 687 2 PBD-2019-24 April 30, 2019 10 second floor residential units), pursuant to a site plan registered on the property in 2015. Schedule 2 shows the units of the registered Plan of Condominium. Later in 2017, the City approved red-line revisions to the registered site plan which had the effect of dividing the building into 22 units (11 on each floor) by divi ding 3 ground floor units into 6, and creating an 11th unit on the second floor. The applicant concurrently obtained a Minor Variance from Zoning By-law No. 79-200 (File A-2017-027) to convert some of the ground floor commercial units into residential units and to reduce building setbacks from the centrelines of Willoughby Drive and Main Street to permit a minor expansion of the second floor. The construction of the 22 units is now complete. The applicant wishes to amend the registered 18 unit Condominium to permit individual ownership of the 22 units constructed, as shown on Schedule 3. The revised drawing has been pre-approved by the Deputy Director of Tittles and the Assistant Examiner of Surveys and only requires approval from the City to register the amended plan. ANALYSIS/RATIONALE The Condominium Act allows amendments to a description of a registered Plan of Condominium. The Act prescribes the administrative process to facilitate an amendment, which includes approval of the revised description by the Condominium Board and unit owners, and approval of the revised description by the City. The revised description, increasing the number of units to 22, complies with the approved site plan, and complies with Zoning By-law No. 79-200, as varied through Minor Variance Application No. A-2017-027. Building Permits have been issued for the 22 unit development. The owner has indicated the units are constructed. The applicant’s lawyer has confirmed that the Condominium Board and unit owners have approved the changes. Approval of the revised description by the City is the final step in registering the revised plan. Unlike a draft plan modification under the Planning Act, there are no public notice or appeal requirements for changes to a condominium description under the Condominium Act. Therefore, the Mayor will be able to sign the plans after Council has given the necessary direction. FINANCIAL/STAFFING/LEGAL IMPLICATIONS Financial obligations have been dealt with through the site plan and Building Permit processes. CITY’S STRATEGIC PRIORITIES The revision to the condominium description does not impact any of the Strategic Priorities. LIST OF ATTACHMENTS Page 387 of 687 3 PBD-2019-24 April 30, 2019  Schedule 1 – Location Map  Schedule 2 – Registered Condominium Unit Floor Plans  Schedule 3 – Revised Condominium Floor Plans Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer A.Bryce Attach. S:\PDR\2019\PBD-2019-24, 26CD-11-2015-003, 3710 Main Street, Modification to a Condominium Description, Mike Petrus.docx Page 388 of 687 4 PBD-2019-24 April 30, 2019 Page 389 of 687 5 PBD-2019-24 April 30, 2019 SCHEDULE 2 Page 390 of 687 6 PBD-2019-24 April 30, 2019 SCHEDULE 3 Page 391 of 687 PBD-2019-29 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Planning, Building & Development SUBJECT: PBD-2019-29 PLC-2019-001 & 002, Request for Removal of Part Lot Control Blocks 291-293 (inclusive), 295, 296 and 298 in Plan 59M-463 Warren Woods Phase 5A Plan of Subdivision Applicant: GP Empire Communities (Niagara) Ltd. RECOMMENDATION That Council approve the request and pass the by-law included in tonight’s agenda to designate Blocks 291-293 (inclusive), 295, 296 and 298, Registered Plan 59M-463, as exempt from Part Lot Control for a period of two years. EXECUTIVE SUMMARY GP Empire Communities (Niagara) Ltd. has requested that Council pass a by-law to exempt the subject lands from being subject to Part Lot Control to allow the transfer of ownership of the on-street townhouse dwelling units that are under construction. The request can be supported based on the following:  The use of this Planning Act mechanism is an acceptable alternative to a consent because the blocks are located within a registered subdivision;  The zoning permits on-street townhouse dwelling units and the proposed parcel sizes; and  The by-law will permit a deed to be created for each parcel containing a dwelling unit and permit each property to be sold. BACKGROUND GP Empire Communities (Niagara) Ltd. has submitted a request to have Part Lot Control lifted from Blocks 291-293 (inclusive) 295, 296 and 298 in Registered Plan 59M-463 (Warren Woods Phase 5A plan of subdivision). The subject lands are illustrated on Schedule 1. The removal of Part Lot Control is a planning tool that is intended to allow minor boundary adjustments to blocks within registered plans of subdivision. In this case, the removal of Part Lot Control is requested to allow the creation of a total of 27 parcels for 27 on-street Page 392 of 687 2 PBD-2019-29 April 30, 2019 townhouse dwelling units (Blocks 291-293 (inclusive), 295, 296 and 298). Refer to Schedule 2, for further details. ANALYSIS/RATIONALE The subject lands are located within the Warren Woods Phase 5A plan of subdivision (59M-463) which was registered on November 26, 2018. The subdivision contains a mix of lots for single detached dwellings and blocks of land for on-street townhouse dwellings. The subject lands are zoned Residential Mixed (R3-1042) by Zoning By-law No. 79-200, as amended by By-law No. 2017-44. The proposed parcels comply with the minimum lot area and minimum lot frontage requirements of the zoning by-law. Part Lot Control provisions under the Planning Act prevent lands that are within a registered plan of subdivision from being further divided without a consent to sever. Municipalities have the ability to exempt blocks from Part Lot Control to allow lot lines to be reconfigured or part of a block to be conveyed without a consent. Approval of a Part Lot Control by-law is requested so that each unit in the on-street townhouse dwelling can be sold with its own parcel of land. Part Lot Control has been requested to be lifted for two years to allow for flexibility in scheduling real estate closing dates and to consider market absorption of the units. This time period should be sufficient time to allow units to be absorbed by the market. FINANCIAL/STAFFING/LEGAL IMPLICATIONS As Development Charges have already been collected, there are no financial implications. CITY’S STRATEGIC COMMITMENT Council’s priority is to strengthen and promote economic development in the Ci ty. The application is consistent with this priority. LIST OF ATTACHMENTS  Schedule 1 – Location Map  Schedule 2 – Reference Plans – Blocks 291-293 (inclusive), 295, 296 and 298 Recommended by: Alex Herlovitch, Director of Planning, Building & Development Respectfully submitted: Ken Todd, Chief Administrative Officer N.DeBenedetti:mb Attach. S:\PDR\2019\PBD-2019-30, PLC-2019-001 & 002, Request for Removal of Part Lot Control, Warren Woods Phase 5.docx Page 393 of 687 3 PBD-2019-29 April 30, 2019 SCHEDULE 1 DOCKWEED DRIVE SUBJECT LANDS Page 394 of 687 4 PBD-2019-29 April 30, 2019 SCHEDULE 2 (BLOCK 291) Page 395 of 687 5 PBD-2019-29 April 30, 2019 (BLOCK 292) Page 396 of 687 6 PBD-2019-29 April 30, 2019 (BLOCK 293) Page 397 of 687 7 PBD-2019-29 April 30, 2019 (BLOCK 295) Page 398 of 687 8 PBD-2019-29 April 30, 2019 (BLOCK 296) Page 399 of 687 9 PBD-2019-29 April 30, 2019 (BLOCK 298) Page 400 of 687 R&C-2019-09 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: Recreation & Culture SUBJECT: R&C-2019-09 Junior B Renewal Agreement RECOMMENDATION 1. That Council approves the Pietrangelo Amateur Hockey Association renewal agreement for its respective use of the Gale Centre facilities and amenities. 2. That the Mayor and Council be authorized to execute the agreement. EXECUTIVE SUMMARY City Council approved Report L-2014-08 – Junior “B” Advertising License with the Pietrangelo Amateur Hockey Association for the use of the Gale Centre facilities and amenities. The hockey club is looking to renew its agreement for a further 5 years. BACKGROUND The current agreement was executed in 2014 for a term of five years. The agreement outlines the club’s exclusive space, dressing room, office and storage space, and its operating grant in lieu of past advertising. ANALYSIS/RATIONALE The renewal agreement clarifies the operating procedures for the Pietrangelo Amateur Hockey Association for a five-year term. The hockey club has been in existence under the current ownership since 2014. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The operating grant for the hockey club is $60,000, which is based on an audit of its advertising sales prior to moving into the Gale Centre. The private businesses at the Gale Centre provide annual revenue of approximately $50,000 to the Gale Centre operating budget. Page 401 of 687 2 R&C-2019-09 April 30, 2019 CITY’S STRATEGIC COMMITMENT Financial Stability, Committed to be financially responsible to the residents of Niagara Falls by practicing prudent fiscal management of existing resources. The non-tax revenue assists in reducing the Gale Centre operating budget. Recommended by: Kathy Moldenhauer, Director of Recreation and Culture Respectfully submitted: Ken Todd, Chief Administrative Officer Page 402 of 687 CD-2019-05 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council SUBMITTED BY: City Clerk SUBJECT: CD-2019-05 Fee Waiver Applications A.N. Myer High School & NF International Marathon RECOMMENDATION That Council approve the Fee Waiver Applications for: 1) A.N. Myer High School for their annual Food Truck event in the amount of $150.00 for the waiver of any Specific Location Daily Sales business licence. 2) Niagara Falls International Marathon in the amount of $11,000.00 for the road closure labour and materials costs. EXECUTIVE SUMMARY Niagara Falls City Council adopted the Council Discretionary Spending report on February 12, 2019. This included the Fee Waiver Policy that accompanied the report. Previously, the process for waiving fees was that a user group would send through communication to the Clerk’s office to be placed on the agenda for the consideration of Council. In same cases, very little information was known about a particular event, including the actual dollar figure that Council was being asked to consider waiving. The City of Niagara Falls is committed to supporting volunteer, community-based organizations in order to maintain a qualit y of life for its residents. This policy aims to protect the City’s assets, interests, goals, facilities, programs and services while also ensuring that festivals and events grow and prosper, positively impacting the quality of life of Niagara Falls residents. The financial scope of this policy is limited to the Council approved budgetary amount for the corresponding year. The City of Niagara Falls will waive fees to eligible applicants to help offset the fee(s) that would have been charged by the City re lated to the delivery or presentation of a festival or event. Examples of City fees that can be waived include, but are not limited to: Page 403 of 687 2 CD-2019-05 April 30, 2019  Park permit fees  Rental of City Property  Road Closure Fees  Staffing costs outside normal operations Eligible groups must be not-for-profit organizations which demonstrate a degree of community support and representation including, but not limited to:  Registered charities  Arts and culture organizations  Athletic and social clubs  Service clubs  Neighbourhood groups and organizations,  School associations BACKGROUND A review of the attached completed Fee Waiver Application from A.N. Myer High School shows that the request is for the waiver of fees for business licensing of up to 3 Food Trucks for the schools Spirit Week activity. The costs of the licences normally obtained from the Clerks Office would total $150.00. A review of the application depicts that the organization is a not-for-profit group (High School), which is in keeping with the intent of the policy. The Event Description details the following:  The Food Trucks are described as a FUN LUNCH activity for the student body.  Local Food Trucks are to be used.  No other funding is being sought for this fee waiver.  The event is wheelchair accessible. A review of the attached completed Fee Waiver Application from the Niagara Falls International Marathon shows that the request is for Road Closures and Shuttle buses which would entail the waiving of labour, material costs and charter fees estimated by Transportation Services staff to be in the amount of $11,000.00. A review of the application depicts that the organization is a not-for-profit incorporated group, which is in keeping with the intent of the policy. Page 404 of 687 3 CD-2019-05 April 30, 2019 The Event Description details the following:  The event is a goal event for both tourists and locals. Local runners uses existing recreation facilities and trails to train for the race.  Participants stimulate the local economy.  The fee waiver allows the event to remain cost effective for participants.  Sponsorships are continuously being sought.  A wheelchair division exists within the half marathon event. FINANCIAL IMPLICATIONS/BUDGET IMPACT If approved, the $11,150.00 fee waivers would be withdrawn from the $40,000.00 set aside in the 2019 operating budget. LIST OF ATTACHMENTS Appendix 1 – Fee Waiver Application Forms (completed) Recommended by: Bill Matson, City Clerk Respectfully submitted: Ken Todd, Chief Administrative Officer Page 405 of 687 Page 406 of 687 Page 407 of 687 Page 408 of 687 Page 409 of 687 \\Vmmm<<m_<m_.>c_o__om:o:_no3_ 2m=m~:.m%.==m.22.... >..__nm=.__:o:sm:o: 22:90*m<m:n25%;E;Hz?masmmonaZmm?wob Onnmzmnmmozzm?mnZmmmmmmmay§.83m:o=m_KwnmnrosHan. o..mm:.Nm:o:>nn..mmmummom.mmismmn 05:Z?m?mmmzm_uom.m_09.9S0H3 00:3222:2Ems:wmm?za_uomEo:uno-wm8U:an.8n _u=o:m2:33.Em<mrmomwma-§mo_u:o:m2:339..m<m:_:umrmom.».~m-.o.$m m=.m=”SammWHmn8~®EmmwBmm:mBmB.9o:.83<<mUm_»muU:wm_\\Emmm..mmm=mBm_.m9o:.noB\ ._.<um2Oamiumnosu xzo3o?c_6E_:oo6oqm=o:uhOzzie5028 o:m==mc_mOamanmzos_»mc_m.:m:o:# O52Emmmmwumozén <<m.<.:.2mmom 160.2Q.z.mnmBmm__m<<.__<<m_<m?mmmSm.<<o:_Q:m<mcam:ozmamac<Em0.2A2m__o.c_m:o:-n8w_..macaw 2oamaumzosmSm»u_.o<Em§o9m3m_mm2_ommoqm<m3mEm”mam9.mom:mE_83:85moo33:::<._umm <<m_<mq_uo=o<Goons_m8m:mEmSm:Em92¢mauve:233.02,.magm<m3m2:05:Sm<<m.<_:oo??mmm _m*mo._=m.ma3m3:manmnczmzmBmzzmqmagqomm:9ccamsEm92¢m:::m_oumaazo2&2. mxm3u_mm20.2qmmmEm"om:cm<<m_<mo__:o_cam.USmam:9__3=ma8”._um:»U93:wmmm _»m:..m_9.0.2_u3um:< 28..98:6mmmm m?mszmcomaozmam:o::m_oumaaosw .26o=<2zwmcmqm_um__mwmawwmmmmom:am325on46oz}Emcmzmmu. :2m<>.._mmqm*m__m.om\as.-_m<<m\mo:mQ:_m-o3mmm.E 22¢”_:mEm:om?mmm<<.__:9cm<<m_<mq. vmmmH0*A Page 410 of 687 \\_umm<<m_<m~>c_u__om.._o:moss Zmsmun?ua?m, 5;] _uo::m:U=.__mm.o:__1o::m:o: >cv__om=o:mom:cm253223.3mam:.5”o_m:A®:_mmmaam__m.om _:umao:933m:8”05Im__ .58Ocmm:mama z_mmm_.m_um__m_ozSm8a 0628Umumnsma Iona“muomaI.583 >22:owm<2:_:ao_.3m:o: >305:2mmncmwn mmmm3am<<m_<mneh.*mo__=<833..um?umzsz.292Wow;Q85»mummws?mF583:5mmwonNozw Umnwm9:1._._3mmu3&5.022.28..859523.03»988.:898war33n_omE.mD6398B:898was _u:..uowm0."m<m:nZwmmmnmmayHn?mnummos?25390: 2:3622_uaou_mmxumonmnn38E5mooo?aaoa>a3.mm_o:mamEmE.__oma_mx3893%ma HuomaBnnnamnmmr?oaaunmow::3...>3.3:mm..<_:m32:.>3<o:mm_.<_:cm_no:o_..vzo >n:<=.owm<m:»Ummozumos jl._.I925...<9:mo:<=<2m<m3mssmzom5o_,¢m:o=manoo33::=<mm2_omm3=692Q.z_mcmB _um__m..v> ?rmZmmmmnwE5:._8~:m:o=m_23390:3mmom_«<2:3.89Scam:BE_onm_m.hon»;Easmnm:8mxmmasmRnamwmonrjimmnm?amE52.»?82&5mon93.,B8..2522:wnoimmm803,830:8mo.mn:<mmamEnammmmEm:mgmmm_m<m_..38m o<mRnrmzasmmm025.53mamcmaom?nsa8noaénnmmow:5max:m<nBmo:39 N._u_mmmm$8.?:6_22.8.3moo_m_.o:=Em__moo:o3_omanm:<:o:3m:..m_.339Em”Smmo:<=<2 m<m3<<=_:m<mo_._:603.man.zmqmmamam. <<r=o:.32anBo?3&9.Q22E25225E76mammmonammmBmnmaron.ZmmmmnmE;azinc»:5"2arew3<E8 3:535m$9.5Qmwm.8555nxwmananm..2585%»9.3,.uno<Emm_onm_§§=§mnnoaaaommzosmamnm?mcnms?8<nsn mmin:3mamonsnnm£En_._5...823°:_Ei_a2Enmnzv.:.mSmm_<mm$03_onm_95:5H:3&5:9m:53E9: _§aaE:a732::3~88.“.55£3B9329....ES.anoscnc»,..::_=_52::Smnoam2::nomo»Rm?mlv.ENWGEmS.w8 ZmmmmnmE5. ummm~9.a Page 411 of 687 \ 2mmm~=.m~u==m..’/4:4 _umm<<.._._<2>_uc__om:o:no.3 _ u.<<:m»<<___:6.339oz:5m<m3cm::6..mm_m:2<<m_<m% $3505En2m_<§mom:5maamEa32.:20:3cm&m=5S::<Bonn$€m:a<am:wm_.:n€.§$mamEm9.5229.5m<a:8m3. 9<::=m3awnSE&$_2§:. 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Emmmmmags:ozm83Smmo:o__Em..o__o<<_:m82.333. _sm:nm.oUon:3m:»m >%a__8_S89.m:o<<_:m8<m:cmmmagmxomzazcqmm Uoocamam6_m::m8926:6.33.:Qmuu=omu_mx.Um?mm.:33mag_oom:o:9.m<m3.>__0.2?mmwmmmoommaq5::3mm<m3 Oo2.:3m:o:6:9:63032.2Emuu__omu_mx.12mumomm_m<m_:m2353mnoaosoqm__3=6Eoommammaumioaozm?ma8o:m==<_m oo:33m:o:.32..8_.:Em"o:m:..<3cm.“mooo3um:<:5mEo_.om:o: ....o1:$_.:m_cmm0:.U.. -_u_mmmm__m?Emcom”3m__amm<<mm<mGI5b:mm6ao:wlmmumN _ >305:3 Owmnnmmmmmmmownwwsmww<m~:..n_.mHmncmmn3Ucmmm+ovmmwwommvH3980 WomanwomcmmmnmmmwsomunmncwvamsnnomnmH3.08 Wm_n.§:§.7cc3c\\.o.,n.\.,I wmmmm0*h Page 412 of 687 \.&._umm<<m_<mq>cu__om:o:_no:: 2mummE..w...==a.,z.:. >c=.o_._Nm:o:qon>..=nmmo: O:cm:m=onman5:::5mS:o~=<on:6muo<m-3m3_o:mn_oémanmzo?5582.225..:8_:8:.:m:o:95: 5Emmu_u_.om=o:..2<<m§_._m2058mmmm.29oozmaman.oo3u_m8Sm<m2Emumow. . Ems:wmm?zm.9.58U:.mn8~33.:E.N90 m_m:m_..:_.mommm:_o_.ma:_um_.mo:22%man.._.=_mUmam Um»:35%.wsaQ5?>3:2.~o$ m_c:uE_,mommo_.o:m_:_~¢u_.mmm:8:<mzmimman._.=_m_um8 _um_.mo:m__:..o_.3m:o:oozmms. _umamo:m__:8=:m=o:.mm0.3.85:52.2385»._u3&o32_:3..:,_m:o:25._u_.o8n=o:oq_u...<mo<>2 :<_1__..._u>...moo__mo8Q::Qm..EmmS:oE<9.8m_<_.._:_n€m_>2.83.mmm3m=nan_man5moooamzom5:: _<=u=u_u>._umao=m__:..o::m:o:oo__mo8aozEamuu=om:o:8::<3:cmcmma8mmmw»3@3388m<<m.<maw man2...so386m<m__mc_m8EmBmacmao.“9.2ooc:o__magRm:mzacmma8ama3_:_m:m=<mwczuommm. _:8:=m.._o:oo__mo8a3m<cmmcamon8a.mo_omEm3moooamzoo5:::6_2o<_m8:m2_<__n=u_u>.43¢92 $mm2mm:6.628<93.m___:83.m=o:ooamimaSm:c3_mm8:m. OcmmzozmBnmaimEmoo__mozo:_cmmmagEmo_omEm33mum.mo:m__:8::m.8:3m<cm%8.888m0.2 06%.m___Emacs.ac3m.mo:©=_mcm§.m__m.om w<oo3n_m=:nEmmE.__om=o:83..<o:oozmma88moo__mo:o:mag&mo_omSm3<9:umao:m__:..o3_m=o:. man8.3:mm_u<=60.23z.mm_mE_um__m.mmammoaumamao<m. 3%A3A Page 413 of 687 TS-2019-13 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transportation Services Department SUBJECT: TS-2019-13 Bus Lease with Mississauga Bus Coach & Truck Repairs Inc. RECOMMENDATION 1. That the City of Niagara Falls, acting as an operating agent for Niagara Region Transit, facilitate the lease of five (5) articulating conventional transit buses from Mississauga Bus Coach & Truck Repairs Inc. 2. That the Mayor and City Clerk be authorized to execute the necessary agreements. EXECUTIVE SUMMARY Since September 2018, Niagara Region Transit (NRT) service requirements have increased beyond their available fleet compliment. The current NRT fleet consists of four (4) buses; therefore, buses from the Niagara Falls Transit (NFT) fleet must be used daily for NRT service. This reduces the spare vehicle ratio to a level that is not sustainable to properly maintain and manage a transit fleet. To address this shortage, the City of Niagara Falls would act as an operating agent for the Niagara Region and enter into an agreement with Mississauga Bus Coach & Truck Repairs Inc. for the lease of five (5) articulating conventional transit buses. The Niagara Region has committed to pay all expenses for the lease period of these buses. BACKGROUND There has been expansion of the student population at Niagara College (9,000 full-time and 15,000 continuing education) and Brock University (18,000), that has required an increase in the amount of public transit servcie provided by NRT. There has also been a significant increase of students living in the City of Niagara Falls, that rely on public transportation. To meet this demand, NRT has increased the amount of buses and frequency of trips, to the post secondary campuses. NRT has ordered two (2) articulating conventional transit buses with an expected in-service date in early November 2019, three (3) additional buses will be ordered soon which have an expected in-service date of February 2020. Page 414 of 687 2 TS-2019-13 April 30, 2019 ANALYSIS/RATIONALE As an interim measure to address the NRT fleet shortage, the City of Niagara Falls would act as operating agent for Niagara Region, an d enter into an agreement with Mississauga Bus Coach & Truck Repairs Inc. to lease: three (3) buses for a one (1) year period; and two (2) buses for a six (6) months period, with an option to extend month by month thereafter. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The Niagara Region has committed to pay all expenses for the lease period of these buses. A letter detailing this commitment is attached to this report. CITY’S STRATEGIC COMMITMENT Strategic Priority of Economic Growth and Prosperity by strengthening public transit linkages between the municipalities to assist in the movement of people for employment and education. LIST OF ATTACHMENT Niagara Region – Commitment Letter Recommended by: Karl Dren, Director of Transportation Services Respectfully submitted: Ken Todd, Chief Administrative Officer Page 415 of 687 Page 416 of 687 TS-2019-14 April 30, 2019 REPORT TO: Mayor James M. Diodati and Members of Municipal Council City of Niagara Falls, Ontario SUBMITTED BY: Transportation Services Department SUBJECT: TS-2019-14 Dell Avenue – Intersection Control Reviews RECOMMENDATION That a stop sign is installed on the minor street approach at each intersection as outlined in this report. EXECUTIVE SUMMARY A stop sign is warranted at each studied location to properly assign the right-of-way amongst motorists. BACKGROUND City Staff has received a request to investigate the feasibility of installing a stop sign on the minor street approach for traffic facing:  Westbound on Hawkins Street at Dell Avenue;  Eastbound on Hawkins Street at Dell Avenue;  Westbound on Arad Street at Dell Avenue;  Westbound on Skinner Street at Dell Avenue;  Westbound on Atlee Street at Dell Avenue; Each intersection is currently operates under yield control. ANALYSIS/RATIONALE Study results indicate that a stop control is warranted at each of the above intersections. The approach sight triangle requirement for intersections with yield signs is not met, thus warranting additional traffic control. This is common in developed residential areas where vegetation, fences and dwellings are present within the visibility clear zone. A collision review revealed that a collision problem does not exist at any of these intersections in the previous five years. The installation of the stop signs will ensure Page 417 of 687 2 TS-2019-14 April 30, 2019 motorists on the minor road approaches stop and yield the right-of-way to motorists on the major roads. FINANCIAL/STAFFING/LEGAL IMPLICATIONS The installation of the stop signs is to be carried out by Transportation Services staff. The labour and material costs will be accounted for in the 2019 General Purposes Budget. It is estimated that the cost to install the signs is approximately $700. CITY’S STRATEGIC COMMITMENT Encourage multi-modal travel and active transportation initiatives, and enhance motorist, cyclist and pedestrian safety. Recommended by: Karl Dren, Director of Transportation Services Respectfully submitted: Ken Todd, Chief Administrative Officer Page 418 of 687 Dell Avenue – Yield Control to Stop Control The following intersections are warranted for stop control on the minor approach:  Westbound on Atlee Street at Dell Avenue  Westbound on Skinner Street at Dell Avenue  Westbound on Arad Street at Dell Avenue  Eastbound on Hawkins Street at Dell Avenue;  Westbound on Hawkins Street at Dell Avenue Page 419 of 687 WORLD HEPATITIS DAY July 28th, 2019 WHEREAS, an estimate of about 600,000 Canadians living with hepatitis B or C can potentially develop cirrhosis, liver failure, liver cancer and related illnesses; WHEREAS, Ontario has over 110,000 people living with hepatitis B or C, both of which are slow and progressive diseases; and WHEREAS, there are vaccines available for Hepatitis A and B; emerging Hepatitis C treatment therapies can cure over 95% of cases; and WHEREAS, World Hepatitis Day provides an opportunity to reach out to millions of Canadians and encourage hepatitis testing, provide treatment and care for those affected while paving the way towards elimination of hepatitis as a public health concern in Canada by 2030; THEREFORE, I, Jim Diodati, Mayor of the City of Niagara Falls, do hereby proclaim July 28th, 2019 Hepatitis Awareness Day in Niagara Falls. JOURNÉE DE SENSIBILISATION À L’HÉPATITE Le 28 juillet 2019 ATTENDU QU’on estime à 600 000 le nombre de Canadiennes et de Canadiens vivant avec l'hépatite B ou C qui risquent de développer une cirrhose, une insuffisance hépatique, un cancer du foie et des maladies connexes; ATTENDU QUE l'Ontario compte plus de 110 000 personnes vivant avec l'hépatite B ou C, deux maladies lentes et progressives; et ATTENDU QU’il existe des vaccins pour protéger contre l'hépatite A et B et que de nouvelles thérapies de traitement de l'hépatite C peuvent guérir plus de 95 % des cas; et ATTENDU QUE la Journée mondiale de l'hépatite est une occasion de joindre des millions de Canadiennes et de Canadiens, d'encourager le dépistage de l'hépatite et de fournir traitements et soins aux personnes touchées tout en ouvrant la voie vers l'élimination de l'hépatite en tant que problème de santé publique au Canada d’ici 2030; PAR CONSÉQUENT, je, Jim Diodati, maire de la Ville de Niagara Falls, proclame par la présente le 28 juillet 2019 Journée de sensibilisation à l’hépatite à Niagara Falls. Jim Diodati Mayor / Maire Page 420 of 687 City of Niagara Falls 4310 Queen Street Niagara Falls, ON Canada L2E 6X5 April 16, 2017 Dear Mayor Diodati, On behalf of the Niagara Falls Museums and in collaboration with the Ontario Museum Association, I am writing to request a Municipal Proclamation of May is Museum Month/Mai, Mois des Musées in Niagara Falls Celebrated annually since 2000, May is Museum Month/Mai, Mois des Musées is a program of the Ontario Museum Association and celebrated by Ontario’s 700+ museums, galleries, and heritage sites. May is Museum Month coincides with International Museum Day on May 18th, a worldwide initiative of the International Council of Museums to highlight the importance of the role of museums as institutions that serve society and its development. The start of the summer tourism season, May is Museum Month provides an excellent opportunity for the promotion and awareness of Ontario’s many and varied heritage and cultural assets. During May is Museum Month/Mai, Mois des Musées we encourage everyone to explore and experience our local museums. Mayors and communities across the province will proclaim May is Museum Month, and we would be honoured if Niagara Falls joined them in recognising value of museums, galleries, and heritage sites to our communities. Please find a draft Proclamation attached. If you or any members of your staff have any questions, please reach out to me by phone or email. Niagara Falls Museums and the Ontario Museum Association look forward to celebrating May is Museum Month/ Mai, Mois des Musées! Sincerely, Clark Bernat Page 421 of 687 Niagara Falls Museums Page 422 of 687 May is Museum Month May 1st to 31st, 2019 WHEREAS throughout our community, museums, art galleries, and heritage sites reflect our local history and culture and contribute to our development WHEREAS this month provides an opportunity to increase awareness of our community’s museums and celebrate the contributions these institutions make to quality of life, education, and economic development, and WHEREAS museums, galleries, and heritage sites welcome visitors and tourists to our community, and WHEREAS these museums, galleries and heritage sites are valuable resources for education and learning, and are important community hubs, NOW THEREFORE: I, Jim Diodati, do hereby proclaim May 2019 as “May is Museum Month” in Niagara Falls, and encourage all residents and tourists to visit our local museums in May. Page 423 of 687 Page 424 of 687 W Please find attached a copy of the Alberta Public Agencies Board Profile &Competency Matri xToolforyourreference.Any inquiries with respect to this resolution may de directed to Gayle Wood,Interim CAO /Secretary Treasurer of the Niagara Peninsula Conservation Authority at gwood@npca.ca or at 905-788-3135 ext.251. Grant Bivol Interim Clerk Attachment:Alberta Public Agencies Board Profile &Competency Matrix Tool cc:Region of Niagara area municipalities City of Hamilton Haldimand County NPCA Board of Directors Ron Tripp,CAO,Niagara Region Gayle Wood,CAO /Secretary Treasurer,NPCA Page 2 Page 425 of 687 1 Board Profile & Competency Matrix Tool This tool provides a list of critical competencies organized in three major areas. These competencies are intended to balance professional experience, environmental or contextual knowledge and personal attributes and skills. The competencies listed below are examples that can be used to create an overall board profile for the board, as well as inform the development of a unique competency matrix, recruitment postings and director profiles for specific vacancies. Public agencies are encouraged to tailor the competencies to best suit their needs and accurately reflect the requirements of that board. Definitions for each of the competencies and the competency matrix tool are included in section 9.1 as part of the recruitment plan. Competency Area Critical Competencies Brief Description Relevant Professional Experience •Governance •Business/Management •Legal/Regulatory •Human Resources •Accounting/Financial •Risk Management •Public Relations/Media The candidate has professional/volunteer experience that is relevant and valuable to the board of the public agency. Specialized Environmental Knowledge •Government/Public Policy •Community/Stakeholder Relations •Industry/Sector The candidate has specialized knowledge of the environment or context affecting the board of the public agency. Personal Effectiveness Skills •Leadership/Teamwork •Strategic Thinking/Planning •Critical Thinking/Problem Solving The candidate has personal skills or attributes of value to the board of the public agency. Other Additional competencies may be identified that do not fall within the categories provided above but are essential to the needs of the public agency. Public Agencies Page 426 of 687 2 Relevant Professional Experience Governance Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, board governance in the private, public, and/or voluntary/non-profit sector. The applicant has a clear understanding of the distinction between the role of the board versus the role of management. Governance experience could be acquired through prior board or committee service or reporting to/or working with a board as an employee. Business/Management Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, sound management and operational business processes and practices in the private or public sector. This competency may include an understanding of topics such as managing complex projects, leveraging information technology, planning and measuring performance, and allocating resources to achieve outcomes. Legal/Regulatory Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, legal principles, processes, and systems. This may include interpreting and applying legislation, experience with adjudicative or quasi-judicial hearings or tribunals, or an understanding of the legal dimensions of organizational issues. Human Resources Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, strategic human resource management. This may include workforce planning, employee engagement, succession planning, organizational capacity, compensation, and professional development. Depending on the public agency, knowledge or expertise in CEO performance management and evaluation may be a related asset. Accounting/Financial Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, accounting or financial management. This may include analyzing and interpreting financial statements, evaluating organizational budgets and understanding financial reporting. Risk Management Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, enterprise risk management. This may include identifying potential risks, recommending and implementing preventive measures, and devising plans to minimize the impact of risks. This competency may also include experience or knowledge of auditing practices, organizational controls, and compliance measures. Public Relations/Media Experience The applicant has experience with, or is able to demonstrate knowledge or expertise in, communications, public relations or interacting with the media. This may include knowledge of effective advocacy and public engagement strategies, developing key messages, crisis communications, or social media and viral marketing. Page 427 of 687 3 Specialized Environmental Knowledge Government/Public Policy Knowledge  The applicant has experience with, or is able to demonstrate knowledge or expertise of, the broader public policy context affecting the public agency. This may include the strategic priorities of government and the relationship between those priorities and the work of the public agency. Community/Stakeholder Relations Knowledge  The applicant has experience with, or is able to demonstrate knowledge or expertise of, the community or communities the public agency serves, including the stakeholder landscape affecting the public agency. This may include a demonstrated capacity to build networks and foster trusting relationships with communities and stakeholders. Industry/Sector Knowledge  The applicant has experience with, or is able to demonstrate knowledge or expertise of, the industry or sector the public agency operates within. This may include an understanding of particular trends, challenges and opportunities, or unique dynamics within the sector that are relevant to the public agency. Personal Effectiveness Skills Leadership/Teamwork Skills  The applicant demonstrates an ability to inspire, motivate and offer direction and leadership to others. The candidate also demonstrates an understanding of the importance of teamwork to the success of the board. This may include an ability to recognize and value the contributions of board members, staff, and stakeholders. Strategic Thinking/Planning Skills  The applicant demonstrates an ability to think strategically about the opportunities and challenges facing the public agency and to engage in short, medium and long-range planning to provide high-level guidance and direction for the public agency. Critical Thinking/Problem Solving Skills  The applicant demonstrates an ability to apply critical thinking to creatively assess situations and to generate novel or innovative solutions to challenges facing the board of the public agency. Page 428 of 687 4 Board Profile & Competency Matrix Template GENERAL BOARD MEMBER COMPETENCY MATRIX (*Choose as many competencies as applicable) <Candidate 1> <Candidate 2> <Candidate 3> <Candidate 4> <Candidate 5> Relevant Professional Experience Governance Experience Business/Management Experience Legal/Regulatory Experience Human Resources Experience Accounting/Financial Experience Risk Management Experience Public Relations/Media Experience Specialized Environmental Knowledge Government/Public Policy Knowledge Community/Stakeholder Relations Knowledge Industry/Sector Knowledge Personal Effectiveness Skills Leadership/Teamwork Skills Strategic Thinking/Planning Skills Critical Thinking/Problem Solving Skills Other <Competency 1> <Competency 2> <Competency 3> *To be completed as part of the recruitment plan, as outlined in section 9.1. Public Agencies Page 429 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PEDC 3-2019, March 20, 2019 PDS 4-2019, March 20, 2019 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities PDS 4-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Planning and Economic Development Committee: That Report PDS 4-2019, dated March 20, 2019, respecting Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities, BE RECEIVED and the following recommendations BE APPROVED: 1. That the updated Memorandum of Understanding (MOU) for Planning Function and Services between The Regional Municipality of Niagara and the Local Area Municipalities dated March 2019, attached to Report PDS 4-2019 as Appendix I, BE CIRCULATED to the Local Area Municipalities for review and approval; and 2. That subsequent to the approvals by the Local Area Municipalities that the MOU BE BROUGHT FORWARD to Regional Council for approval with direction that the Regional Chief Administrative Officer BE AUTHORIZED to sign the MOU. A copy of PDS 4-2019 is enclosed for your reference. Page 430 of 687 Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities April 9, 2019 Page 2 Yours truly, Ann-Marie Norio Regional Clerk :jg CLK-C 2019-081 cc: D. Morreale Director, Development Approvals, Planning and Development Services N. Oakes Executive Assistant to the Commissioner, Planning and Development Services R. Mostacci Commissioner, Planning and Development Services Page 431 of 687 PDS 4-2019 March 20, 2019 Page 1 Subject: Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities Report to: Planning and Economic Development Committee Report date: Wednesday, March 20, 2019 Recommendations 1. That the updated Memorandum of Understanding (MOU) for Planning Function and Services between the Regional Municipality of Niagara and the Local Area Municipalities dated March 2019, attached to this report as Appendix I, BE CIRCULATED to the Local Area Municipalities for review and approval; and 2. That subsequent to the approvals by the Local Area Municipalities that the MOU BE BROUGHT FORWARD to Regional Council for approval with direction that the Regional Chief Administrative Officer (CAO) BE AUTHORIZED to sign the MOU. Key Facts  The purpose of this report is to provide information to Committee and Council regarding the proposed updated MOU, and to recommend circulation of the MOU to the local area municipalities for review and approval prior to Regional Council approval.  This MOU is between the Region and the Local Area Municipalities. However, the Niagara Peninsula Conservation Authority (NPCA) participated in the Working Group that updated the document.  In September 2017, staff informed Regional Council of the immediate need to update two important and related documents dealing with planning function and services (roles and responsibilities) in Niagara: 1. The 2007 Memorandum of Understanding (as amended) between the Local Area Municipalities, the Niagara Peninsula Conservation Authority and Niagara Region (MOU); and 2. The 2008 Protocol for Plan Review and Technical Clearance between the Niagara Peninsula Conservation Authority and Niagara Region.  The revised Protocol was approved by Regional Council and the NPCA in January 2018 (attached to the MOU as Appendix III). Page 432 of 687 PDS 4-2019 March 20, 2019 Page 2 ______________________________________________________________________  Subsequent to the Protocol approval, work commenced to update the 2007 MOU to: o clarify the respective roles and responsibilities of the Region and the Local Area Municipalities, o be an instrument of continuously improving service and relationship management o incorporate directions on: new legislation, growth, process changes, and planning resources.  The MOU Working Group, a sub-group of the Niagara Area Planners, met on several occasions to determine the direction and content of the MOU. The MOU Working Group determined that the MOU required a major update rather than the fine-tuning that occurred in 2010 and 2014.  A working session with development industry stakeholders was held on October 24, 2018, to discuss the MOU and opportunities to improve the development approvals process. Parts 3 and 5 of the MOU address many of those comments (see Appendix II).  The MOU was also circulated for discussion to the CAOs, Niagara Area Planners, Building Officials and Public Works groups during January and February 2019.  This revised MOU sets the foundation for undertaking transformational changes into the future and confirms the framework within which the Region and local area municipalities will function and provide planning services in Niagara. Financial Considerations There are no financial impacts to the Region as a result of the updated MOU. Analysis Background In 2007, the Niagara Region, local area municipalities and NPCA signed a MOU for improving the planning function in Niagara. The primary function of the MOU was to be a relationship management tool with a focus on the respective roles and responsibilities of the signing parties for policy planning and the review of development applications. In 2008, the Protocol for Plan Review and Technical Clearance between the Niagara Peninsula Conservation Authority and Niagara Region was approved. This doc ument Page 433 of 687 PDS 4-2019 March 20, 2019 Page 3 ______________________________________________________________________ detailed the transfer of responsibilities to the NPCA related to environmental matters identified in the MOU. The MOU was updated in 2011, and again, in 2014. The MOU and Protocol have succeeded as tools, and are relied upon to manage relationships, reduce duplication and effect continuous improvements. However, significant changes have occurred in Niagara over the past few years in terms of legislation, process changes, relationships, resources and growth that needed to be incorporated into these documents to ensure continued success. In September 2017, staff informed Regional Council that the MOU and Protocol required updating. W ork commenced to update the MOU to:  confirm the framework (roles and responsibilities) within which the Region and local area municipalities will function and provide planning services,  be a leading instrument of continuously improving service and relationship management,  integrate the recommendations of the Protocol with respect to new Regional responsibilities,  include directions on fairly new matters, such as: pre-consultation meetings, review exemptions, complete applications, commenting timelines, urban design, and  recognize new legislation, process changes, relationships, resources and growth. Key Changes and Actions in the MOU The following are the key changes and actions found in the MOU: 1. Parties to the MOU - The NPCA is no longer a party to the MOU. The integration of the approved 2018 Protocol into the MOU permits the MOU to be focused on the regional and local area municipal roles and responsibilities. 2. New Goals and Objectives – The goal of the 2007 MOU did not address all of the principles of the ideal planning system. To assist the Region and local area municipalities in managing growth and change, the goal of this MOU is having: A Niagara region planning system that is:  Integrated  Efficient  Collaborative  Proactive  Solution focused  Consistent Page 434 of 687 PDS 4-2019 March 20, 2019 Page 4 ______________________________________________________________________  Predictable  Easily understood  Transparent, and  Responsive. The new objectives identify what needs to be done to achieve the new goal, and include new directions, such as:  to develop a model that demonstrates how planning services are appropriately resourced and structured  to deliver timely, accurate, effective and customer-focused planning services;  to pursue improvements to the planning application processes that achieve good planning, streamlining, predictability and consistency;  to eliminate unnecessary duplication to maximize the utilization of existing resources and technical expertise and, where possible, coordinate efforts; and  to monitor the performance of this MOU and service delivery. 3. Regional and Local Area Municipality Interests – The MOU now identifies specific Regional interests in planning matters through the provincial transfer of responsibilities with respect to growth management, water and wastewater services and urban design (Section 1.5). All Parties agree to provide planning comments based on:  legislative, regulatory or delegated authority,  council approved policies and by-laws,  interests that have been identified through pre-consultation, terms of reference, complete application requirements, and/or requisite studies. 4. Roles and Responsibilities – Roles and responsibilities are provided in table format for ease of reference and clarity. Table 1 identifies responsibilities by application type, report and submission, and Table 2 identifies responsibilities on the complex matter of stormwater management review by area of interest. 5. Development Application Review Process – To address comments regarding consistency, timing and fairness from the Development Industry stakeholders, as well as issues identified by the MOU Working Group, a major new section, Part 3 – Development Application Review Process, has been added to the MOU. The MOU now recognizes the need for timely and prescribed information to be provided to staff, prior to the pre-consultation meeting, thus ensuring staff has sufficient time and basic facts about the proposal to research, complete a site Page 435 of 687 PDS 4-2019 March 20, 2019 Page 5 ______________________________________________________________________ visit and provide comprehensive comments (see Section 3.3 Pre-consultation and Table 2 - Non-Statutory Development Application Review Timelines). Table 2 also includes timing targets for review comments after circulation of a complete application. Importantly, the MOU now permits applications that have been deemed to have no regional interest during pre-consultation to be exempt from further regional review (Section 3.3.4). The MOU also recognizes the importance of incentives and the need to identify eligibility at the pre-consultation stage (Section 3.3.6). 6. Continuous Improvement Efforts - Similar to the 2007 MOU, this MOU commits to undertaking continuous improvement, and agrees that the Niagara Area Planners will establish a working team or teams to determine and implement, as feasible, best practices in policy planning and development application review. Part 9 – Continuous Improvement Efforts, and Appendix I – Niagara Area Planners’ Work Program 2019-2022 identify new actions to address many of the improvements suggested at the Development Industry Round Table meeting, MOU Group discussions and other consultations. MOU Consultation On October 24, 2018, a working session was held with Development Industry stakeholders, facilitated by Performance Concepts and Dillon Consulting, to discuss the MOU and opportunities to improve the development approvals process. A summary report was prepared on the results entitled “Improving Niagara’s MOU & Development Approvals Process”, (attached as Appendix II). Parts 3 and 5 of the MOU address many of the findings. In addition to presenting the MOU to Area Planners for comment, the MOU was also circulated for discussion to the CAOs, Building Officials and Public Works groups during meetings in January and February 2019. Alternatives Reviewed A review of comparable-purposed MOUs from across the Province has been undertaken to understand the practices of other two-tier municipalities. No common standard was determined. Page 436 of 687 PDS 4-2019 March 20, 2019 Page 6 ______________________________________________________________________ Relationship to Council Strategic Priorities Doing Business Differently is a strategic priority of Regional Council. Revising the MOU will improve the delivery of planning services across the region and provided more certainty and clarity for current and future property owners and investors. Other Pertinent Reports  Report PDS 2-2018 - Protocol for Planning Services Between the Regional Municipality of Niagara and the Niagara Peninsula Conservation Authority – January 10, 2018  Report PDS-49-2017 – MOU Planning Services in Niagara – November 8, 2017  Report PDS-43-2017 – Review and Update of the 2007 Memorandum of Understanding (MOU) between the Local Area Municipalities, Niagara Peninsul a Conservation Authority and Niagara Region, and the 2008 Protocol for Plan Review and Technical Clearance between the Niagara Peninsula Conservation Authority (NPCA) and Niagara Region – September 15, 2017  Memorandum PDS-C 4-2014 – Local Area Municipal Response to the 2014 Update to the Memorandum of Understanding for improving the Planning Function in Niagara – May 14, 2014  Report PW 1-2014 Building Relationships, 2014 Update to the Memorandum of Understanding for Improving the Planning Function in Niagara – January 7, 2014  Report PPW 10-2007 Memorandum of Understanding – Planning System in Niagara Page 437 of 687 PDS 4-2019 March 20, 2019 Page 7 ______________________________________________________________________ ________________________________ Prepared by: Diana Morreale, MCIP, RPP Director, Development Approvals Planning and Development Services ________________________________ Recommended by: Rino Mostacci, MCIP, RPP Commissioner Planning and Development Services ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was reviewed by Doug Giles, Director of Community and Long Range Planning. Appendices Appendix I Memorandum of Understanding for Planning Function and Services between Niagara Region and Local Area Municipalities, dated March 2019. Appendix II Improving Niagara’s MOU & Development Approvals Process, dated November 2, 2018. Appendix III Protocol for Planning Services between the Regional Municipality of Niagara and the Niagara Peninsula Conservation Authority. Page 438 of 687 MEMORANDUM OF UNDERSTANDING between The Regional Municipality of Niagara The Town of Fort Erie The Town of Grimsby The Town of Lincoln The City of Niagara Falls The Town of Niagara-on-the-Lake The Town of Pelham The City of Port Colborne The City of St. Catharines The City of Thorold The Township of Wainfleet The City of Welland The Township of West Lincoln Planning Function and Services in Niagara March 2019 Page 439 of 687 M a r c h 2 0 1 9 2 | MOU TABLE OF CONTENTS Part 1 – Preamble 1.1 Introduction 1.2 Background 1.3 Goal 1.4 Objectives 1.5 Authority 1.6 Jurisdiction 1.7 Definitions Part 2 - Roles and Responsibilities of the Parties 2.1 Policy and Implementation Planning 2.2 Roles and Responsibilities with Respect to Environmental Features Part 3 - Development Application Review Process 3.1 General 3.2 Preliminary Review 3.3 Pre-Consultation 3.4 Complete Applications 3.5 Agency Review Commenting 3.6 Other Part 4 – Managing Relationships with Other Governments 4.1 Provincial Interest 4.2 Federal Interest 4.3 Other Governments Part 5 – Continuous Improvement Efforts 5.1 Working Groups 5.2 Work Program for Improvements 5.3 Training Opportunities Part 6 - MOU Terms and Implementation 6.1 Duration and Review 6.2 Overlapping Mandate Page 440 of 687 M a r c h 2 0 1 9 3 | 6.3 Conflict 6.4 Information Sharing/Open Data 6.5 Fees 6.6 Effective Date Part 7 - Tables: Table 1 Responsibilities by: Application Type, Report, Submission Table 2 Non-Statutory Development Application Review Timelines Part 8 - Endorsement and Signature Pages Part 9 - Appendices: Appendix I Niagara Area Planners’ Work Program for Improvements 2019-2022 Appendix II Support Services - Niagara Region Appendix III Protocol for Planning Services Between the Regional Municipality of Niagara and the Niagara Peninsula Conservation Authority Page 441 of 687 M a r c h 2 0 1 9 4 | Part 1 Preamble Part 1 – Preamble 1.1 Introduction The Memorandum of Understanding (MOU) has been prepared for the following thirteen government planning authorities (hereafter referred to as Parties), which operate within a two- tier system in the Niagara Region planning area: a) The Council for the Regional Municipality of Niagara (Region); and b) The Councils of the Town of Fort Erie, the Town of Grimsby, the Town of Lincoln, the City of Niagara Falls, The Town of Niagara-on-the-Lake, the Town of Pelham, the City of Port Colborne, the City of St. Catharines, the City of Thorold, the Township of Wainfleet, the City of Welland and the Township of West Lincoln (collectively referred to as the “area municipalities”); The purpose of this MOU is to update and clarify the respective roles and responsibilities of the Parties, as well as to be an instrument of continuously improving service and relationship management. This revised MOU sets the foundation for undertaking transformational changes into the future and confirms the framework within which the Parties will function and provide planning services. The MOU has been collaboratively developed by the MOU Working Group, a sub -group of the Niagara Area Planners. The MOU has been reviewed, refined and endorsed by the Niagara Area Planners. The MOU was also presented for discussion to the CAOs, Building Officials and Public Works group meetings during January/February 2019. 1.2 Background In 2007, the Region, area municipalities and NPCA signed a Memorandum of Understanding (2007 MOU) for improving the planning function in Niagara. The primary function was to be a relationship management tool with a focus on the respective roles and responsibilities of the signing parties for policy planning and the review of development applications. The 2007 MOU was reviewed and revised in 2011 and again in 2014. Page 442 of 687 M a r c h 2 0 1 9 5 | The 2007 MOU (as amended) succeeded in managing relationships, reducing duplication and effecting continuous improvements. However, significant changes have more recently occurred in Niagara, in terms of legislation, relationships, resources, and growth that have impacted the established roles and responsibilities. Following discussions at Niagara Area Planners, in September 2017, reports were presented to Regional Council and the NPCA (PDS-43-2017 and CR-92-17 respectively) outlining the need to update the 2007 MOU, as amended, as well as the 2008 Protocol for Plan Review and Technical Clearance between the Niagara Peninsula Conservation Authority and Niagara Region (2008 Protocol).1 A priority was established for updating the 2008 Protocol due to new directions within the NPCA that required the NPCA and Regional roles to be realigned. This work was undertaken in Fall 2017. The revised Protocol was approved by Regional Council and the NPCA in January 2018 and came into effect upon these approvals. The 2018 Protocol shifted responsibility for reviewing policy and development applications and providing technical clearance services ensuring compliance with the Regional Official Plan and Provincial legislation to the Region. In addition, the Region also took on responsibility for stormwater management review. A full description of the Region and NPCA’s roles and responsibilities are detailed in the 2018 Protocol, which is attached to this MOU as Appendix III, and is to be read in conjunction with the MOU. Following the approval and implementation of the 2018 Protocol, work commenced to update the MOU. 1.3 Goal The MOU established a goal of having “an integrated and seamless planning system that is embraced and easily understood by Councils, the public, applicants and staff that encourages participation in policy development and application processing.” This goal continues to have relevance; however, it does not address all of the principles of the ideal planning system. To assist the Parties in managing growth and change while protecting the natural environment, agricultural land base and cultural heritage, the goal of this MOU is having: A Niagara region planning system that is:  Integrated  Efficient  Collaborative 1 The 2008 Protocol consolidated planning services with respect to the natural environment. Page 443 of 687 M a r c h 2 0 1 9 6 |  Proactive  Solution focused  Consistent  Predictable  Easily understood  Transparent, and  Responsive. 1.4 Objectives This MOU seeks to achieve the following objectives:  To clarify respective roles and responsibilities with respect to the provision of planning services;  To deliver timely, accurate, effective and customer-focused planning services;  To eliminate unnecessary duplication to maximize the utilization of existing resources and technical expertise and, where possible, coordinate efforts;  To develop transparent, effective, efficient and collaborative processes for policy development;  To pursue improvements to the planning application processes that achieve good planning, streamlining, predictability and consistency;  To improve on communications between regional, NPCA and area planners to work together more effectively and efficiently;  To identify an approach/process to interpret policy thereby ensuring consistency both now and in the future;  To develop a model that demonstrates how planning services are appropriately resourced and structured;  To hear and understand the needs and desires of the public;  To ensure that public aspirations are considered and communicated in the planning process;  To develop transparent, easily understood processes for community engagement;  To monitor the performance of this MOU and service delivery;  To encourage public participation in policy development and development review; and  To ensure the MOU is embraced and easily understood by Councils, the public, applicants and staff. 1.5 Authority Page 444 of 687 M a r c h 2 0 1 9 7 | There are several land use policy planning approvals that rightly are addressed at the Regional Municipality level – these will be retained as expressed in the MOU. However, the Council of the Regional Municipality is empowered by The Planning Act to delegate all or parts of its approval authorities to its Area Municipalities subject to such conditions as the Regional Council deems appropriate. In 1997 and 1999, Regional Council adopted by-laws delegating authority for the approval of subdivisions and consents (respectively) to the local municipal Councils. In 1996, the Province of Ontario transferred the responsibility to review planning applications for Provincial interests to the Regional Municipality of Niagara on behalf of the Ministry of Municipal Affairs and Housing, Ministry of the Environment, Conservation and Parks, Ministry of Natural Resources and Forestry, Ministry of Tourism, Culture and Sport, and Ministry of Agriculture, Food and Rural Affairs. Matters of provincial interest are identified in the Planning Act S.2 and further defined in Provincial legislation, such as the Growth Plan for the Greater Golden Horseshoe. There is a need to clarify the roles and responsibilities of the Region and area municipalities with respect to some provincial interests, as follows:  Growth Management: The Region allocates population and employment growth to the area municipalities. The area municipalities distribute population and employment growth within their communities.  Water and Wastewater Services: The Region is responsible for all connections to the Region’s trunks and pipes.  Urban Design: The Region has an interest in urban design along Regional Roads.  Natural Heritage and Water Resources: The Region has an interest in Natural Heritage and Water Resources (see Protocol). While not a party to this MOU, the Region and area municipalities work collaboratively with the NPCA and recognize its authority. The NPCA is an autonomous corporate body established under the Conservation Authorities Act with a mandate, as set out in Section 20 of the Conservation Authorities Act, to establish and undertake programs designed to further the conservation, restoration, development and management of natural resources. NPCA comments are limited to natural environment interests as set out in legislation, regulation and/or delegated authority (as detailed in the 2018 Protocol). 1.6 Jurisdiction This MOU applies to those lands within the Regional Municipality of Niagara. It is noted that a portion of Grimsby is under the Hamilton Conservation Authority’s jurisdiction. Page 445 of 687 M a r c h 2 0 1 9 8 | 1.7 Definitions: Complete Application means: Submission of prescribed requirements under the Planning Act including all application fees, application form and application requirements determined in consultation with the Lead Agency and commenting/review Parties. In addition to the compulsory requirements, supplementary information may also be required. The requirements of a Com plete Application will be determined through pre-consultation. Interests means: The interests of the Party as defined by its approved plans, policies, programs and delegated authorities, and as further defined within this MOU. Lead Agency means: The organization responsible for coordinating the processing of a development application, policy project or environmental assessments; Lead Agency for Technical Study means: The organization responsible for the principal review of a technical study(s) ensuring compliance and conformity with related applicable legislation. Niagara Area Planners means: A group representing the Parties that collaborate on matters of common interest. This group is comprised of planning and development directors or their de signate. Planning Application Review means: The review of planning applications (including formal pre-consultation) under the Planning Act, the Niagara Escarpment Planning and Development Act and the Environmental Assessment Act , which may include: 1. The identification of the need for and review of related technical reports (including scoping); and/or 2. The identification of conditions of approval. Policy Review means: 1. The review of existing or new policy documents, such as stormwater management guidelines, watershed studies, secondary plans and background studies; and/or 2. The identification of the need for and review of related technical reports. Page 446 of 687 M a r c h 2 0 1 9 9 | Technical Clearance Review means: 1. The assessment of technical reports submitted by a proponent of development to determine if the reports satisfy the specified requirements; and 2. The clearing of conditions. Part 2 - Roles and Responsibilities of the Parties 2.1 Policy and Implementation Planning The Parties agree that successfully meeting the objectives for this MOU will require a collaborative approach to policy and implementation planning. The signatories are committed to developing Niagara and building good communities. The parties agree to provide comments based on:  Legislative, regulatory or delegated authority,  Council approved policies and by-laws,  Interests that have been identified through this MOU, pre-consultation, terms of reference, complete application requirements, and/or requisite studies. Specific provisions related to roles and responsibilities are provided in this MOU and Table 1 - Responsibilities by Application Type, Report, Submission. The Parties agree that a high degree of policy alignment is important in advancing an integrated and consistent planning system. In order to achieve policy alignment, the Parties agree to collaborate and include the following measures for each policy planning project and implementation of projects:  Pre-consultation with relevant partners, prior to project start-up, identifying areas of common interest,  Placement of appropriate representation on project steering committees;  Agreed-to milestone meetings, consultations, and document review;  Mutually satisfactory review protocols with shared commitment to timeliness; and  Work collaboratively toward sharing GIS files and data. Policy Planning The following are the means by which Policy Planning will be conducted by the Parties for specific types of policy planning projects. Page 447 of 687 M a r c h 2 0 1 9 10 | 2.1.1 Regional Official Plan and Amendments (ROPAs) Approval of the Regional Official Plan rests with the Province of Ontario. The Adoption of ROPAs rests with Regional Council. Area Municipalities provide comments based on circulation by the Region. The Niagara Peninsula Conservation Authority (NPCA) comments to Region during circulation. 2.1.2 Area Municipal Comprehensive Official Plans and Non Site -Specific LOPAs Approval rests with Regional Council. The Area Municipality prepares the Comprehensive Official Plan, collaboratively with direct involvement of Regional Planning and NPCA prior to releasing a draft Official Plan for public comment. The NPCA provides comments during circulation. 2.1.3 Area Municipal Site Specific and Policy Specific Official Plan Amendments For the purposes of this Section, ‘site specific’ means that the proposal:  is single application on a single property or multiple contiguous properties under single ownership or control; and  does not require a Regional Official Plan Amendment or Secondary Plan. Area Municipality approves and Region provides comments during circulation stage and reviews draft Official Plan Amendment prior to adoption. The NPCA provides comments during circulation stage. 2.1.4 Secondary Plans Approval rests with the Region, except where deemed exempt as per the Regional Official Plan. The Region will determine whether the Secondary Plan is exempt from Regional approval within the timeframe outlined in Table 2. 2 The Area Municipality prepares the Secondary Plan, collaboratively with direct involvement of Regional Planning and NPCA:  in the development of the Terms of Reference, Scope of Work or Initiation Report  the review of the draft Secondary Plan policies and mapping/schedules prior to release for public comment 2 The MOU Group has identified a need to review and update Regional Official Plan policies with respect to local Official Plan Amendment exemptions, specifically related to Secondary Plans. This item has been included in the Niagara Area Planners’ Work Program for Improvements 2019-2022 (attached as Appendix I). Page 448 of 687 M a r c h 2 0 1 9 11 | The Region provides comments on the Secondary Plan within the timeframe outlined in Table 2. The NPCA provides comments during circulation. 2.1.5 Community Improvement Plans Proponent, either Region or Area Municipality, approves the CIP. If Regional funding is provided (subject to Regional budget approvals), proponent municipality prepares the Community Improvement Plan, collaboratively with direct involvement of the Area Municipality, Regional Planning and NPCA:  in the development of the Terms of Reference, Scope of Work or Initiation Report  in the development committees pertaining to CIP creation The Region will review the draft Community Improvement Plan policies and mapping/schedules prior to release for public comment. Non -proponent, Region or Area Municipality comments during circulation. Conversely, the Area Municipality will review draft Regional Community Improvement Plan policies and mapping/schedules prior to release for public comment. The NPCA provides comments during circulation. 2.1.6 Niagara Escarpment Plan Amendments Approval rests with Province. The Region comments during circulation. The Area Municipality comments during circulation. The NPCA comments during circulation. 2.1.7 Regional Environmental Assessments Approval rests with Province. The Region adopts. The Area Municipality comments during circulation. The NPCA comments during circulation. 2.1.8 Local Environmental Assessments Approval rests with Province. The Area Municipality adopts. The Region comments during circulation. The NPCA comments during circulation.. 2.1.9 Special Studies The principal or lead proponent of any special study is the agency that is responsible for adopting. In the event of joint studies, all proponent agencies Page 449 of 687 M a r c h 2 0 1 9 12 | adopt. The relevant partners participate in the process via a collaborative framework that is established at the beginning of the study process. Implementation Planning The Parties agree that successfully meeting the objectives for this MOU will involve placing responsibility for implementation planning primarily with the Area Municipalities as the legislated/delegated approval authority for such activity. The following are the means by which Implementation Planning will be conducted by the Parties for specific types of Implementation Planning activities. 2.1.10 Comprehensive Zoning By-laws Area Municipality approves. The Area municipality prepares the Comprehensive Zoning By-law, collaboratively with direct involvement of Regional Planning and NPCA prior to releasing a draft Comprehensive Zoning By-law for public comment. The NPCA comments during circulation. 2.1.11 Zoning By-law Amendments Area Municipality approves. Based on Table 1 and Section 3.3.4, Region may comment during circulation. The NPCA provides comments upon request by Area Municipality. 2.1.12 Draft Plans of Subdivision Area Municipality approves. Based on Table 1 and Section 3.3.4, Region comments during circulation of new Draft Plans. The NPCA provides comments upon request by Area Municipality. 2.1.13 Plans of Condominium Area Municipality approves. The Region comments during circulation, for vacant land condominiums and for conversions of rental housing to condominiums, based on Table 1 and Section 3.3.4. The NPCA provides comments upon request by Area Municipality. Page 450 of 687 M a r c h 2 0 1 9 13 | 2.1.14 Consents Area Municipality approves. Based on Table 1 and Section 3.3.4, Region may comment during circulation. The NPCA provides comments upon request by Area Municipality. 2.1.15 Minor Variances Area Municipality approves. Based on Table 1 and Section 3.3.4, Region may comment during circulation. The NPCA provides comments upon request by Area Municipality. 2.1.16 Site Plan Control Area Municipality approves. Based on Table 1 and Section 3.3.4, Region may comment during circulation. The NPCA provides comments upon request by Area Municipality. 2.1.17 Niagara Escarpment Development Region provides comments, upon circulation. The Area Municipality provides comments, upon circulation. The NPCA provides comments, upon circulation. Page 451 of 687 M a r c h 2 0 1 9 14 | 2.2 Roles and Responsibilities with Respect to Environmental Features 2.2.1 This MOU gives overall direction for the coordinated review of development applications, policy planning and environmental assessments. For purposes of clarity with respect to environmental features, the NPCA reviews development applications, policy and environmental assessments, in accordance with the Conservation Ontario MOU with the Province to ensure consistency with Conservation Authority Regulation, NPCA Board adopted Policies and Section 3.1. Natural Hazards of the Provincial Policy Statement (except Section 3.1.8). This may include providing comments directly to MMAH as part of the provincial one window process. Through the approved 2018 Protocol the NPCA agreed to copy the Region and area municipality on all correspondence. 2.2.2 The approved 2018 Protocol identifies the roles and responsibilities of the Region and NPCA in Ontario’s Land Use Planning System with respect to environmental matters. The 2018 Protocol (as may be amended) is to be read concurrent with this MOU. 2.2.3 The Region agrees to prepare and maintain, with the assistance of the NPCA and Area Municipalities, a Natural Environment Information Map for the lands within its jurisdiction.3 This map shall define the Region, Area Municipalities and NPCA geographic areas of interest in the Natural Environment including the following features and required buffers:  All streams and watercourses;  Environmental designations and Policies in the Regional Official Plan  Lake Ontario and Lake Erie Shoreline;  Regulated Areas under Section 28 of the Conservation Authorities Act; and  Mapping of Natural Heritage Features and Areas as defined by the Provincial Policy Statement, Greenbelt Plan, and any other Provincial Policy Document. 3 This statement recognizes that a portion of Grimsby is under Hamilton Conservation Authority jurisdiction with respect to natural hazards. Page 452 of 687 M a r c h 2 0 1 9 15 | Part 3 – Development Application Review Processes 3.1 General The Parties agree that the timely, efficient and predictable review of development applications is paramount to encouraging well planned, affordable development in the region. Part 3 – Development Application Review Processes identifies segments of the development review process that benefit from clarification and agreement. 3.2 Preliminary Review A preliminary review occurs prior to Pre-consultation. Its purpose is to gather information and is typically part of a developer’s due diligence. Preliminary discussions about a potential development application benefit the applicant by supplying early information about the land, process and possible issues. An important part of a preliminary review is providing direction on the Pre-Consultation Process. In particular, the applicant needs to understand what information is required by the parties prior to pre-consultation and any fees. 3.3 Pre-Consultation Pre-consultation is a requirement for most Planning Act Applications. It requires specific actions by the applicant and each of the Parties with an interest in the development. After pre- consultation the applicant should have a clear understanding of the documentation required to submit a Complete Application (Section 3.4) as well as preliminary comments regarding whether the proposal will be supported by the Region and the Area Municipalities 3.3.1 Required Information4 Prior to scheduling a pre-consultation meeting, the Lead Agency will determine which Parties should attend the meeting and require specific information from the applicant to provide to the attending Parties in order that the Parties may complete an initial review. The required information will vary depending on the type of application, but generally includes:  A completed Pre-consultation Request Form, including permission to enter property,  The required fee (if applicable),  Preliminary Plans showing the following: • Location of existing and proposed land uses, buildings and structures; 4 The MOU Group has identified an issue with respect to the consistency in the information circulated for preparation of a pre-consultation meeting. The lack of information diminishes the benefits of pre-consultation. Standardization of forms and required information would help in this regard. This item has been included in the Niagara Area Planners’ Work Program for Improvements 2019-2022 (attached as Appendix I). Page 453 of 687 M a r c h 2 0 1 9 16 | • Location of significant features on the site and adjacent to the site (i.e. wetlands, hazard lands, watercourses, woodlands, wells, septic tanks, etc.); • Existing and proposed lot fabric (as appropriate); and • Proposed development concept, including setbacks from lot lines and significant features. 3.3.2 Circulation/Timelines Refer to Table 2 for circulation/timelines. If the circulated information is incomplete and/or the timeline is not met, the commenting agencies may request in writing the rescheduling of the pre-consultation meeting to offer better service and outline of study requirements. Commenting agencies may conduct site visits prior to the date of the pre-consultation meeting, where time permits, to inform discussion at the meeting regarding the scoping of required studies. 3.3.3 Required Studies and Scoping of Studies5 The Terms of Reference, or the minimum requirements for each of the required studies will be discussed during the pre-consultation process. The objectives and parameters of the studies will be agreed to prior to them being undertaken in accordance with the Local and Regional Official Plans as well as accompanying guidelines. The following is agreed to with respect to requesting and scoping studies:  When determining the need for a study or plan, the Party requiring the study shall scope the study by identifying the specific necessary information. In addition, the Party requesting the study may offer to review the Terms of Reference.  When more than one Party requests the same study, it is essential that a collaborative approach for scoping and Terms of Reference review occurs to ensure that all matters are addressed, and the applicant understands the requirements.  For clarity, the NPCA has a role in scoping Environment Impact Studies (EIS) and reviewing the Terms of Reference for EIS and similar reports where natural hazards (as defined in the 2018 Protocol) and NPCA Regulation/Policy are required to be addressed. 5 The MOU Group has identified the need for standardized Terms of Reference for required studies. Standardization would help in scoping studies as well as ensure consistency. This need has been included on the Niagara Area Planners’ Work Program for Improvements 2019-2022 (see Appendix I). Page 454 of 687 M a r c h 2 0 1 9 17 |  In the event that one or more studies have been undertaken prior to pre-consultation, the Parties retain the right to require revisions to ensure that the studies are completed in accordance with requirements.  All required studies shall be prepared and signed by a qualified professional.  The Province has downloaded the responsibility to determine the need for an Archeological Study to the Region. Where an approved Archeological Master Plan has been incorporated into a Local Official Plan, this responsibility, as well as any related clearance of condition(s), will fall to the Lead Agency. 3.3.4 Exemption from Application Review by the Region6 All development applications are circulated to the Region for review, except where the Region has determined through pre-consultation that the development proposal is exempt from further circulation and review. Examples include, but are not limited to: 1. Zoning By-law Amendment applications for “Agricultural Purposes Only” required as a condition of consent 2. Zoning By-law Amendment, Consent, Minor Variance and Site Plan applications where: • The application is not situated on a Regional road, easement or facility, or as determined at the pre-consultation meeting, • The Region has indicated during the pre-consultation process that there are no Provincial or Regional interests, and • The application received by the area municipality is the same as reviewed at pre - consultation. 3. Zoning By-law Amendment applications as a condition of consent, where Provincial and Regional interests have been dealt with through the consent application . 4. Draft Plans of Condominium, Site Plan and Part Lot Control applications where: • Provincial and Regional interests have been dealt with through a previous or concurrent development review process, provided no changes have been made to the application which effects Provincial or Regional interests 6 The MOU Group has identified the need for a standardized letter to be provided at a pre-consultation meeting that acknowledges the potential for exemption from further review on the part of a Party. This need has been included on the Niagara Area Planners’ Work Program for Improvements 2019-2022 (see Appendix I). Page 455 of 687 M a r c h 2 0 1 9 18 | 3.3.5 Fees Each of the parties to the pre-consultation shall identify the fees required for application review, including the identification of additional costs should a peer review of a technical study be required. The Parties agree not to charge each other fees for applications processed under the Planning Act. 3.3.6 Incentives Each of the Parties to the pre-Consultation will endeavor to identify financial incentive programs, if any, that the project may be eligible for. Incentives available from either the Region or Area Municipality are subject to both program changes and budget approvals. As such, incentives identified at pre-Consultation may not be available at time of construction. 3.4 Complete Applications 3.4.1 Submission Requirements7 The requirements of a Complete Application are determined during pre -consultation and provided in writing to the applicant by the Lead Agency in consultation with the commenting agencies. The Lead Agency will review the application submission to ensure all required materials (forms, fees, plans, studies, etc.), as requested by all commenting agencies, are provided, and deem the application complete or not. 3.4.2 Circulation and Development Application Review Timelines The Planning Act and related Regulations identify statutory timelines for the review of Complete Applications by the Lead Agency. In order to ensure the statutory timelines are met, the Parties agree that the commenting agencies, as identified in Table 1 – Responsibilities by Application Type, Report, Submission, shall use best efforts to complete the review of all 7 In addition to the information prescribed in Planning Act Regulations, the Planning Act also provides that the applicant may also be required to provide additional information provided the Municipality’s Official Plan contains a provision related to the requirements. All of these requirements are identified during the pre -consultation process. Page 456 of 687 M a r c h 2 0 1 9 19 | applications in accordance with the timelines identified in Table 2 – Non-statutory Development Application Review Timelines. 3.5 Application Review and Commenting 3.5.1 The Parties agree, where possible, to streamline commenting methods by using standardized wording in emails, forms, letters, conditions of approval etc. 3.5.2 When a concern and/or condition of approval is not supported by the Lead Agency, the Lead Agency shall inform the commenting agency and initiate discussions to resolve the issue. In the case of multiple applications for the same land, the Lead Agency shall use the greater of the timelines. Revisions to applications during the review process may result in the review period being extended depending on the complexity of the revisions and the need for revised studies. When new issues arise from the analysis of studies during application review which results in the need for additional information or study, addendums to the study may be required and additional review time may be required to review any addendums. 3.6 Other 3.6.1 Extensions of Draft Plan Approval The Parties agree that the request for an extension to a draft approved Plan of Subdivision or Condominium be received, with the required review fee, and circulated for comment by the Area Municipality, not the applicant.8 3.6.2 Modifications to Conditions of Draft Plan Approval The Parties agree that the request for a modification to a draft approved Plan of Subdivision or Condominium be received, with the required review fee, and circulated for comment by the Area Municipality, not the applicant. 8 The MOU Group has identified the possibility of exemption for a request for extension to a draft approved Plan of Subdivision or Condominium by the Region and NPCA. This idea has been included on the Niagara Area Planners’ Work Program for Improvements 2019-2022 (see Appendix I). Page 457 of 687 M a r c h 2 0 1 9 20 | 3.6.3 Clearance of Conditions of Draft Plan Approval The Parties agree that the request for formal clearance of conditions of Draft Plan of Subdivision or Condominium be received and circulated by the Area Municipality, not the applicant. The Area Municipality is also responsible for circulating a copy of the draft agreement. The applicant’s submissions shall include the following:  the required review fee  a letter from the applicant which outlines how each Regional condition has been met, accompanied by the necessary supporting documents9 3.6.4 Support Services The Region may offer support services to the Area Municipalities on a fee for service basis. These services are identified in Appendix II – Support Services - Niagara Region, and may be modified on the advisement of the Region without amendment to this MOU. 3.6.5 Applications for New or Expanded Mineral Aggregate Operations For applications for new or expanded mineral aggregate operations a Joint Agency Review Team (JART) process will be considered. The JART is a streamlined process that allows for the coordination of applications and sharing of resources and expertise, while maintaining independent decision-making authority. 9 The Region will continue to review submissions related to individual conditions prior to receiving the formal request for clearance Page 458 of 687 M a r c h 2 0 1 9 21 | Page 459 of 687 M a r c h 2 0 1 9 22 | Part 4 - Managing Relationships with Other Governments on Planning Matters 4.1 Provincial Interest When a planning matter arises in terms of Provincial interest and the administration of same, area municipalities will channel their concerns through the Regional Municipality with the expectation that the Regional Municipality will facilitate/coordinate an understanding between Provincial authorities and local interests. 4.2 Federal Interest When a planning matter arises in terms of Federal interest and the administration of same, area municipalities will channel their concerns through the Regional Municipality with the expectation that the Regional Municipality will facilitate/coordinate an understanding between Federal authorities and local interests. 4.3 Other Governments When significant planning matters arise from the efforts and activities of neighbouring municipalities, such as the City of Hamilton and the County of Haldimand in Ontario and Erie and Niagara Counties in Western New York, the signatories will present a unified and singular position with coordination being provided by the Region. Page 460 of 687 M a r c h 2 0 1 9 23 | Part 5 - Continuous Improvement Efforts 5.1 Working Groups As part of this MOU, the Parties have committed to undertaking continuous improvement efforts and agree that the Niagara Area Planners establish a working team or teams to determine and implement, as feasible, best practices in policy planning and development application review. 5.2 Work Program for Improvements As a result of the Development Industry Round Table meeting, MOU Group discussions and other consultations, several areas for improvement were identified. The MOU has been revised to address many of those improvements. Suggested improvements which require research, analysis or amendments to policy prior to implementation have been included in Appendix I - Niagara Area Planners’ Work Program for Improvements 2019-2022. 5.3 Training Opportunities The Parties agree to assess opportunities to jointly/collaboratively train staff on matters pertaining to improving service efficiencies. The Parties agree to assess opportunities to jointly/collaboratively educate staff on related and pertinent topics, such as changing legislation. Where feasible, education/training will be offered to members of the development industry and consultants to develop common understandings planning matters. Interested parties may explore opportunities related to cross-training Staff through secondment and job-shadowing, in addition to sharing of resources. Page 461 of 687 M a r c h 2 0 1 9 24 | Part 6 - MOU Terms and Implementation 6.1 Duration and Review This MOU shall remain in effect until such time as replaced by an updated MOU (if any). A mandatory review shall occur a minimum of every 5 years to:  reflect any changing policies or programs at the provincial, watershed, or regional level, and  assess its effectiveness, relevance and appropriateness with respect to the affected parties. The mandatory review shall be coordinated by the Region, undertaken by the MOU technical review team and overseen by the Niagara Area Planners. The MOU may be reviewed at any time before the mandatory review if there are matters that need to be addressed. Based on a review by the MOU technical review team, changes considered minor in nature may not require Regional or local Council approvals. This MOU will be reviewed and amended concurrent with the new Regional Official Plan. The Appendices are intended to be independent of the MOU and may be reviewed and amended, as necessary. 6.2 Overlapping Mandate There will be occasions when the responsibilities of the Parties overlap. On those occasions, the Parties shall work together to provide consistent and sound comments. This will be accomplished by maintaining open dialogue and a good working relationship. 6.3 Conflict Where there is conflict between new (changing) legislation and this MOU, new legislation will take precedence. Page 462 of 687 M a r c h 2 0 1 9 2 5 | Where there is a conflict between an Official Plan, the NPCA Regulation and/or Board adopted policies, the Regulation shall take precedence. Where there are conflicts, Regional, NPCA and local municipal staff will work together to resolve the issue. If all efforts fail to resolve a policy conflict, a decision will be made by the approval authority, as per Table 1. 6.4 Information Sharing / Open Data Any information or data sources generated by the Province, NPCA or Region, or generated through municipal or watershed studies will be shared, where possible. 6.5 Fees Fees for pre-consultation, planning review and technical clearance services will be set independently by the Parties. All development application fees will be collected by the Area municipalities and remitted to the Region and NPCA upon circulation of a complete application, except for Regional Official Plan amendment applications. The Region and Municipality will collect the NPCA fee for applications to amend the Region’s Official Plan and remit any fees collected upon circulation of the application to the NPCA. The NPCA will be responsible for collecting any further processing, approvals and/or Final Clearance Fees, if required. The NPCA and Region will provide the area municipalities with an app roved schedule of fees and updates. 6.6 Effective Date This MOU will take effect on the last date signed by the Parties to this MOU. Page 463 of 687 M a r c h 2 0 1 9 26 | Part 7 - Tables Table 1 - Responsibilities by Application Type, Report, Submission Application Type Lead Agency Commenting Agencies Responsibility for Final Approval Mandated Approval Authority Application Type Regional Official Plan and updating Amendments (under Sect. 26 Planning Act) Region Local NPCA Province MMAH Planning Act S. 17 and s. 26 Regional Official Plan Amendments (other than above) Region Local NPCA Province Region Planning Act S.22 Local Official Plan, updating Amendments to Local Official Plans, Secondary Plans and other non-exempt Local Official Plan Amendments 10 Local Region NPCA Region Planning Act, Regional Official Plan Exempt Local Official Plan Amendments and Secondary Plans11 Local Region NPCA Local O.Reg 699/98, Planning Act, Regional Official Plan Zoning By-Law/Amendments Local Region NPCA Local Planning Act S. 34 Minor Variance/Permissions Local Region NPCA Local Planning Act S. 45 Draft Plans of Subdivision Local Region NPCA Local Planning Act S.51 and Regional By-laws12 Draft Plan of Condominium Local Region NPCA Local Planning Act S. 51 and Regional By-laws13 Consent/Boundary Adjustments Local Region NPCA Local Planning Act S. 53 and Regional By-laws14 10 Regional Official Plan Policies 14.E.7 and 14.E.8 identify criteria under which approval of Local Official Plan Amendments may be delegated to the local Council for approval. 11 Regional Official Plan Policies 14.E.7 and 14.E.8 identify criteria under which approval of Local Official Plan Amendments may be delegated to the local Council for approval. Ontario Regulation 699/98 and Regional By-laws 129-2001 and 43-2001. 12 Delegation Authority By-laws 8620-97, 8763-97, 8760-97, 8819-97, 8764-97, 8793-97, 8792-97, 8807-97, 8761- 97, 8884-97, 8619-97, 8762-97. 13 Delegation Authority By-laws 8620-97, 8763-97, 8760-97, 8819-97, 8764-97, 8793-97, 8792-97, 8807-97, 8761- 97, 8884-97, 8619-97, 8762-97 14 Delegation Authority By-laws 179-1999, 180-1999, 181-199, 182-1999, 183-1999, 184-1999, 185-1999, 186- 1999, 187-1999, 188-1999, 188-1999, 124-1999. Page 464 of 687 M a r c h 2 0 1 9 27 | Application Type Lead Agency Commenting Agencies Responsibility for Final Approval Mandated Approval Authority Part Lot Control Local Region NPCA Local Planning Act S. 50 and Reg. By-laws15 Site Plan Local Region, NPCA Local Planning Act S. 41 NEC Applications: Amendments and Permits16 NEC Local, Region NPCA NEC Niagara Escarpment and Development Act Aggregate License MNRF Region Local, Region NPCA MNRF Aggregate Resources Act S.11 Environmental Assessments Local/Region /Province Local, Region NPCA Local/ Region/ Province Environmental Assessment Act Reports / Submissions Commenting Agencies Prepared to the Satisfaction of: Mandated Approval Authority EIS in a NPCA Regulated Area Region Local NPCA O. Reg. 155/06, PPS, Regional Official Plan EIS outside Settlement Area17 NPCA Local Region Regional Official Plan EIS inside Settlement Area18,19 NPCA Region Local Regional Official Plan Watershed Studies Region Local NPCA Region Sub-Watershed Studies Local Region NPCA Local Technical Reports for Natural Hazard Identification Local Region NPCA PPS, Conservation Act S. 28 Regional Master Servicing Plans Local NPCA Region Regional Official Plan Regional Stormwater Master Plan/Guidelines Local NPCA Region Regional Official Plan Regional Transportation Plans Local NPCA Region Regional Official Plan Local Master Servicing Plans Region NPCA Local Planning Act, Local Official Plan 15 Delegation Authority By-laws 8620-97, 8763-97, 8760-97, 8819-97, 8764-97, 8793-97, 8792-97, 8807-97, 8761- 97, 8884-97, 8619-97, 8762-97. 16 The Niagara Escarpment Commission is not a party to this MOU. 17 Notwithstanding the EIS is outside the Settlement Area, if t he EIS includes a NPCA Regulated Area, the NPCA shall be the Lead and responsible for Final Approval of the EIS for the regulated features. 18 Notwithstanding the EIS is within the Settlement Area, if the EIS includes a NPCA Regulated Area, the NPCA shall be the Lead and responsible for Final Approval of the EIS for the regulated features. 19 Where an area municipality does not have in-house expertise to review an EIS, the area municipality may require a peer review. Page 465 of 687 M a r c h 2 0 1 9 28 | Application Type Lead Agency Commenting Agencies Responsibility for Final Approval Mandated Approval Authority Local Stormwater Master Plan/Guidelines Region NPCA Local Planning Act, Local Official Plan Local Transportation Plans Region NPCA Local Planning Act, Local Official Plan Table 2 - Non-Statutory Development Application Review Timelines Application Type Pre-Consultation Target for Comments After Circulation of a Complete Application Site specific Regional Official Plan Amendment Commenting agencies to receive required information/plans a min. of 7 calendar days prior to pre- consultation. Parties to provide comments within 20 calendar days Secondary Plan (Local Official Plan Amendment) Same as above For draft Secondary Plans policies and mapping/schedules, within 30 - 45 calendar days the Region shall: a) indicate whether or not the Secondary Plan is exempt from Regional approval; and b) provide comments Other Comprehensive Local Official Plan Amendment Same as above As determined in consultation with the area municipality Site specific Local Official Plan Amendment Same as above Parties to provide comments within 20 calendar days Comprehensive zoning by- law Same as above Parties to provide comments within 30 - 45 calendar days Site specific zoning by-law amendment (including Holding Provision) Same as above Parties to provide comments within 20 calendar days Draft plans of subdivision or condominium Same as above Parties to provide comments within 30 - 45 calendar days Modifications to Draft Approved Subdivision and Condominium Same as above Parties to provide comments within 30 - 45 calendar days Consent Same as above Parties to provide comments within 10 calendar days in urban areas and within 14 calendar days in rural areas (on private services). Page 466 of 687 M a r c h 2 0 1 9 29 | Application Type Pre-Consultation Target for Comments After Circulation of a Complete Application Minor Variance Same as above Parties to provide comments within 10 calendar days. Site Plan Same as above Parties to provide comments within 20 calendar days Extension of draft Approval N/A Parties to provide comments within 10 calendar days Clearance of Conditions N/A Parties to provide comments within 15 calendar days Niagara Escarpment Development Permit N/A Parties to provide comments within 30 calendar days Niagara Escarpment Plan Amendment N/A Parties to provide comments within 60 calendar days Notes for Table 2 1. To convene a pre-consultation meeting, the lead agency must have enough information from the applicant for the parties to complete an initial analysis and provide advice, including but not limited to advice on requirements for a Complete Application. 2. All due dates are from the time of receipt by the commenting parties and are for applications deemed complete as determined by the parties as part of pre-consultation. 3. Studies that require peer review may require an additional 30-60 day review period. 4. Revisions to Plans of Subdivision or Condominium during the review process may result in the review period being extended depending on the complexity of the revisions and the need for revised studies. 5. When new issues arise from the analysis of studies or required consultation during application review which results in the need for additional information or study, additional review time may be required. Page 467 of 687 M a r c h 2 0 1 9 30 | Part 8 - Endorsement and Signature Pages Regional Municipality of Niagara Date of Regional Council endorsement: CAO Signature: Town of Fort Erie Date of Town Council endorsement: CAO Signature: Town of Grimsby Date of Town Council endorsement: CAO Signature: Town of Lincoln Date of Town Council endorsement: CAO Signature: City of Niagara Falls Date of City Council endorsement: CAO Signature: Town of Niagara-on-the-Lake Date of Town Council endorsement: CAO Signature: Town of Pelham Date of Town Council endorsement: CAO Signature: City of Port Colborne Date of City Council endorsement: CAO Signature: Page 468 of 687 M a r c h 2 0 1 9 31 | City of St. Catharines Date of City Council endorsement: CAO Signature: City of Thorold Date of City Council endorsement: CAO Signature: Township of Wainfleet Date of Township Council endorsement: CAO Signature: City of Welland Date of City Council endorsement: CAO Signature: Township of West Lincoln Date of Township Council endorsement: CAO Signature: Page 469 of 687 M a r c h 2 0 1 9 32 | Part 9 – Appendices Appendix I - Niagara Area Planners’ Work Program 2019-2022 1. Review the issues related to the package of information circulated for preparation of a pre - consultation meeting, as this impacts the ability to prepare and provide comprehensive information to the applicant and others. It is expected that an update to the standard forms (e.g. Pre-consultation Request Form) and required information would help in this regard. 2. Prepare standardized terms of reference for studies (for example: planning justification, noise, air quality, etc.). Standardization would aid in the scoping of studies, as well as, ensure consistency. 3. In addition to the standardized checklist, prepare a standardized letter to be provided at a pre-consultation meeting that acknowledges the potential for exemption from further regional review. 4. Review the possibility of regional exemption for an extension request for a draft approved Plan of Subdivision or Condominium. 5. Prepare standardized guidelines or terms of reference for the preparation of Secondary Plans to ensure Secondary Plans across the region are comprehensive, consistent and timely. 6. Investigate the implementation of a portal where an application can be tracked in order that a developer/consultant can understand the rate of movement. 7. Hold education programs, in consultation with the development industry, on topics including, but not limited to:  “The Business of Development – Understanding Development Performa”,  Customer Service related to Development (“Race to Register”). 8. Review the issues identified by the Development Industry related to securities, including but not limited to standardization and release of securities. 9. Formulate a collaborative multiyear policy planning program for Niagara that addresses:  Conformity of the Regional Official Plan to Provincial plans and policies;  Conformity of Local Official Plans to the Regional Official Plan; Page 470 of 687 M a r c h 2 0 1 9 33 |  Timely update of Comprehensive Zoning By-laws to conform to Local Official Plans;  Harmonization of Regional and Local Official Plan policies and Conservation Authority regulations and policies, where possible; and  Alignment of guidelines and protocol between the Parties, such as guidelines that set out requirements for preparation of a Secondary Plan; and 10. Continued efforts to streamline the development review process, as it relates to Provincial, NPCA and regional/local interests. 11. Modifications to Regional Official Plan policies 14.E.6, 14.E.7, 14.E.8, 14.E.9 with respect to exemption policies (e.g., Secondary Plans). Page 471 of 687 M a r c h 2 0 1 9 34 | Appendix II Support Services - Niagara Region From time to time, the area municipalities may require support. The Region may provide support services to the MOU parties on a fee for service basis in the following areas: Urban Design EIS Review Noise Study Review Page 472 of 687 M a r c h 2 0 1 9 35 | Appendix III Protocol for Planning Services Between the Regional Municipality of Niagara and the Niagara Peninsula conservation Authority, approved January 2018 Page 473 of 687 M a r c h 2 0 1 9 36 | Page 474 of 687 Engaging Niagara’s Development Industry : Improving the MOU & Development Approvals Process (DAP) November 19th, 2018 Page 475 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page i Table of Contents Engaging Niagara's Development Industry: Improving the MOU and DAP Introduction & Methodology to Engage Development Industry ....................................................... 2 Development Industry Observations/Findings ................................................................................. 6 Local Municipality Feedback Re. DEVELOPMENT Industry Observations/Findings ........................ 15 Go-Forward Recommendations ..................................................................................................... 21 Appendix - Mentimeter Survey Results + Development Industry Input/Observations…………….29 Page 476 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 2 INTRODUCTION & METHODOLOGY Page 477 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 3 Introduction: Engaging the Development industry as Partners to Improve the MOU/DAP In October, 2018, the Region of Niagara engaged Performance Concepts Consulting and Dillon Consulting to execute a facilitated consultation program with members of Niagara’s development community. The focus of the consultation program was twofold:  To identify improvement issues/opportunities concerning the “who does what” Memorandum of Understanding (the MOU) that inform s and shapes the execution of Niagara’s two-tier municipal development approvals process (DAP);  To identify specific technical/operational improvement opportunities across DAP that do not fit within the broader parameters of the MOU. The Performance Concepts/Dillon team worked closely with the Region’s new Development Industry Consultant; a staff position created in 2018 with the express purpose of liaising with the development industry, the 12 local municipalities and the NPCA to improve DAP execution and manage the relationship between the industry and local government regulators. The Development Industry Consultant position is imbedded within the Region’s Planning & Development Services business unit. The position is occupied by Jon Whyte, a former leader in the Niagara development industry with high credibility among industry and local government DAP participants. This report sets out the consultation program undertaken by Performance Concepts/Dillon. The report also documents the development industry feedback concerning improvements to the MOU and the overall DAP model in Niagara. Finally, the report sets out specific recommendations and a prioritized action plan to improve the MOU and re-engineer a more effective, predictable and timely DAP service delivery model. Page 478 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 4 Methodology Components of Development Industry Consultation: 1. Performance Concepts/Dillon review of Niagara MOU evolution/history and substantive issues informing the improvement dialogue. 2. Discussions with Region staff to gain their perspective on the issues associated with the MOU & the overall DAP model in Niagara. 3. Structured interviews/discussions with a small sample of development industry leaders & their professional consultants; with interviews designed to set the scene for an October 24th industry-wide workshop. 4. Preparation & execution of the October 24th half-day industry-wide workshop; featuring 30+ participants in 3 breakout sessions organized around a restructured MOU and DAP improvement areas. 5. A briefing session/roundtable discussion with senior Planning staff from the Region and the 12 local municipalities. The briefing/roundtable was focussed on industry observations/ideas offered at the October 24th workshop, as well as go-forward improvement opportunities that could feature Region/local municipal/industry collaboration.Page 479 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 5 Evidence Based Input to Achieve MOU/DAP Improvements Evidence- Informed Findings Re. MOU + DAP Improvement Opportunities Development industry interviews to identify culture, process and IT toolkit issues/opportunities Performance Concepts/Dillon team's expert input to inform consultation model & substantive recommendations Mentimeter interactive polling evidence to establish "short list" of industry MOU/DAP improvement priorities Region/local municipal expertise to inform go-forward improvement action plan re. MOU and DAP process pinch points Recommendations to Achieve MOU/DAP Improvements Page 480 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 6 DEVELOPMENT INDUSTRY OBSERVATIONS/FINDINGS RE. MOU & DAP PERFORMANCE IMPROVEMENT Page 481 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 7 Development Industry Observations/Findings Emerging from October 24th Workshop: The half-day October 24th workshop provided significant insights around the current performance of the Niagara development approvals model. The agenda for the workshops was structured as follows: The agenda breakout sessions created a two-track discussion; a first track focused on the MOU and a second track focused on the overall performance of DAP in terms of consistency/predictability and process execution pinch points. The appendix to this report includes the workbook for the October 24th workshop; a tool designed to structure and inform the breakout session discussions. Page 482 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 8 As part of the development industry workshop’s afternoon priority setting exercise, the online polling tool, Mentimeter was used to gauge participant opinion in an objective way. Using their smart phones, participants were able to provide their input anonymously to questions asked and see the results unfold on-screen. Three polling formats were used:  Word cloud – Participants were asked to provide their thoughts on what is going well. One-2 word responses formed a word cloud participants could observe as it developed.  Scaling – The key ideas raised by participants in break-out sessions was entered into the Mentimeter tool and participants were asked to rank what was most important on a 1-5 scale of agree to disagree: o What is most important from the perspective of culture? o What is most important from the perspective of consistency? o What is most important from the perspective of removing road blocks?  Open ended responses – To conclude the session, participants were asked “What are the top 2 things you think need to be fixed?” The purpose of this question was to establish improvement priorities. The Mentimeter participant feedback has been utilized by the Performance Concepts/Dillon team to inform our go-forward improvement recommendations around the MOU and the broader DAP model in Niagara. The complete Mentimeter results are presented in the Appendix to this report. Page 483 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 9 MOU Update & Restructuring: Industry Observations/Performance Improvement Ideas The Niagara MOU was drafted in July 2006 and updated in 2014 following meetings with planners and the development industry to identify areas for improvement. Signed by the Region, twelve local municipalities and the Niagara Peninsula Conservation Authority, the MOU includes the following sections:  Part 1: Preamble – This section introduces the MOU and sets the context related to its goal and objectives.  Part 2: Roles and Responsibilities of Signatories for Policy Planning and Implementation Planning – This section goes through each policy and implementation planning activity and sets out specific roles.  Part 3: Consolidation of the Review of Planning Applications as they Relate to the Natural Environment – This section speaks specifically to the role of the NPCA in leading a streamlined one-window natural environment review.  Part 4: Managing Relationships with Other Governments – This section speaks to the role of the Region in liaising with other levels of government and sets out topics for continuous improvement.  Part 5: MOU Duration and Formal Review – This section sets up the formal review and dispute resolution process. Industry representatives brought forward the following observations/advice concerning MOU improvement fo r consideration by the Region and the local municipalities:  MOU should address the value of the “pre pre-consultation talk” between the applicant and the Region/local municipality re. the vision of the proposed project. From the point of vision-consensus moving forward, there should be a shared commitment to move the project through DAP in a timely/predictable fashion. It is not clear if/when (during the DAP process) “the talk” is actually happening. It is problematic when the genuine municipal senior staff “deciders” are not in the room for “the talk”, as opposed to junior planning staff Page 484 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 10 not in a position to commit to navigating the project through DAP. The need for a transparent shared commitment to high quality projects is especially relevant during public meeting processes.  The MOU could speak to a “best practice” approach to pre-consultation; premised on successful pre-consultation case studies recommended by the industry.  The MOU should mandate Region/local municipality processing time targets for each core DAP application category. An MOU commitment to target timeframe should endorse a “timeframe range” for the major component steps in the overall DAP process for each core application category. The MOU could include a municipal “best efforts” commitment to meet an overall timeframe “target range” 9 times out of 10 within each core application category.  The MOU could endorse a one-window DAP processing model in each Niagara municipality. This organization design preference would see all Planning/Engineering staff regularly involved in DAP positioned within a single business unit whose leadership is committed to timely and high-quality execution of application review and approvals. One Window reduces internal silos…  The MOU could recognize the value of delegated approvals to staff by Council for appropriate DAP categories such as Site Plan approval.  The MOU could recognize the potential value of the Region delegating carefully scoped approval functions to local municipalities in order to streamline approvals. Page 485 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 11 Streamlining DAP Beyond the MOU: Industry Observations/Performance Improvement Ideas High Level Observation: Significant Degree of 2-tier Complexity in Niagara Without DAP Standardization DAP execution in Niagara involves the Region, 12 local municipalities, the NPCA and occasionally the Niagara Escarpment Commission. The Niagara DAP “conveyor belt” that moves any given development application forward through a regulatory review process to a final approval is in reality an assortment of 12 distinct local municipal conveyor belts. According to industry participants in the workshop, Niagara’s 12 DAP conveyor belts represent a daunting logistics challenge to applicants and their consultants. The 12 conveyor belts are not standardized, processing timeframes vary widely, and staff cultures are not necessarily as client-focused as the industry would expect given the economic benefits/employment value-added associated with their projects. In comparison, Halton Region’s DAP consists of 4 local municipal conveyor belts, Peel Region’s DAP features 3 local municipal conveyor belts, and the single-tier City of Hamilton has a single DAP process conveyor belt for each category of development application. The Niagara development industry emphasized the need to improve predictability, process standardization and overall timeliness of Niagara’s 12 DAP conveyor belts in order to remain competitive with the logistically less challenging DAP processes in Hamilton and the west GTA Regions. Page 486 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 12 High Level Observation: DAP Cultural Divide Between “Client-Driven Partnership” versus “Impartial Regulatory Process” The existence of a cultural divide between the development industry and the Niagara municipalities was evident during the workshop. The industry considers itself to be the client of the municipalities; bringing significant economic and employment benefits to Niagara. The industry feels that municipal DAP officials often consider themselves to be representing the public interest by opposing or restricting valuable development projects. The Performance Concepts/Dillon team notes there need not be a zero-sum game around municipal culture when executing DAP. Applicants can receive timely, consistently executed review feedback from municipal officials - who can balance the economic benefits of new development with a responsible due diligence review of projects that protects the public interest in balanced community building. The industry is factually correct in noting that DAP regulators need to produce timely approvals that support an affordable and diverse housing stock for Niagara; a key source of competitive advantage vis-à-vis the rest of the Golden Horseshoe municipalities. Win-win relationships between industry applicants and municipal regulators are possible and indeed necessary. The cultural divide can be reduced/eliminated by the industry and municipal staff across Niagara participating together in process improvement projects; especially when these projects build trust and a professional appreciation of the business and regulatory priorities/pressures faced by each side of the DAP partnership. Page 487 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 13 Towards Optimal Pre-consultation & Timely Designation of a “Complete Application” Development industry participants in all 3 breakout groups at the October 24th workshop noted that pre-consultation was not delivering the full range of expected benefits envisioned by municipalities – guidance and certainty around technical submission requirements for a complete application. The industry notes that municipal staff are coming to pre-consultation meetings without being technically prepared, nor having undertaken a site visit. The absence of “decider” senior Planning staff at pre-consultation is a concern. Industry representatives contend Staff do not always provide specific terms of reference for required studies, and fail to scope or waive studies as appropriate for non-contentious projects. A timely pre-consultation checklist of requirements is preferred to a delayed formal pre-consultation letter. Industry representatives cited numerous examples of technical requirements being added to the “complete application” checklist well after the pre-consultation meeting. A couple of Niagara local municipalities that commit a definitive schedule for application review (at the pre-consultation stage) were acknowledged with approval by the industry. The industry strongly supports pre-consultation in principle, and is interested in working with Niagara municipalities to refine pre-consultation in order to generate the full range of expected benefits. Designation of a “complete application” by the municipality processing the application is a critical DAP process step. The question of whether technical studies should be provided/reviewed by staff before or after a “complete application” designation is a matter of interpretation and debate among planners and development industry stakeholders across the province. This issue is important because the “complete application” designation turns on the legislated timeframe clock for “no decision” appeals to the new LPAT, that has replaced the OMB. Wo rkshop participants indicated that a Niagara-wide consistent approach to deeming an application is appropriate for local municipalities and the Region. Page 488 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 14 DAP Timeframe Targets & Importance of a Predictable Application Processing Schedule Consistency and predictability of application processing is an over-riding concern of the industry. Development project financing by banks/lenders is contingent on the application progressing in a timely fashion through a number of DAP milestones on the way to building permit issuance. DAP “conveyor belt” processing delays can, and do, cause genuine cash flow hardship for development firms with finite financial resources. The industry supports the design/development of timeframe targets for core DAP application categories. The figure below (a Site Plan example) captures the essential design requirements for targets. Targets should address the # of processing business days when the municipality is in control of the file. Targets should address each core processing milestones (numbered 1-4 in the figure below). When the file is returned to the applicant for submission corrections/refinements the timeframe clock turns off. The clock turns back on when the applicant re-submits the necessary information. Currently there are no commonly agreed to timeframe targets across Niagara for processing core DAP application categories such as Site Plan. This reality means there are either no municipal timeframe targets or as many as 12 different local municipal timeframe targets. The industry believes this absence of consistency/predictability is a central problem in a Region with 12 local municipal DAP conveyor belts. Like the local municipalities, the Region does not have transparent processing timeframe targets for its roles in DAP application review. The industry is supportive of transparent DAP timeframe reporting via an online public portal. This portal would report on the progress of active applications in each local municipality (versus timeframe targets). The portal would categorize application processing status as “green light” for on-time, “yellow light” for minor delays versus targets, or “red light” for major delays. The comparative status of any/all applications’ DAP milestone progress (across the 12 Niagara local municipalities) would be available, as would the process pinch point agency for “yellow light” or “red light” delayed applications. Page 489 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 15 Beyond the design/implementation of timeframe targets for each core DAP application category, the industry is strongly supportive of processing timeframe schedules for each individual application. These application-specific schedules should include a predictable/standard number of public consultation check-in points across; with the same number of check-in points across all the applications in a given DAP category. In this scheduling approach, no application will face unpredictable/non-standard delays due to political/public resistance associated with additional meetings. Page 490 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 16 Critical Importance of Improving the Back-end of DAP (Engineering Review to Registration) Draft plan approval of a sub-division application may encompass a relatively large number of future lots. A number of economic factors will determine an applicant’s decision on when/how many lots to bring forward for the “back-end DAP” detailed engineering review/development agreement production/registration process. The timeliness of the “back-end DAP” process is critical for applicants, who have made the business decision to proceed as quickly as possible to obtain a building permit and initiate construction. For the Region and local municipalities, the workload associated with the post-draft plan back-end of DAP is challenging. A 200-unit draft plan of sub-division approval may well generate 4 repeat cycles (e.g. 50 units each) of the back-end DAP process. The race-to-registration is in fact the most critical DAP process component for applicants, since lots/houses can be pre-sold with committed closing dates after draft plan approval. Process deficiencies or resourcing shortages in the post-draft plan race-to-registration can cause serious disruptions to the applicant’s business model; including legal risks if closing dates are unduly delayed. Predictable municipal timeframes are critical, especially since the Region and the local municipality are both involved in detailed engineering drawings review. Workshop participants have noted that the higher performing local municipalities in Niagara place the “back end of DAP” processing responsibility with engineering staff as opposed to planning staff. Engineering staff are seen to possess strong logistics skills and the substantive technical expertise needed to move the file forward through engineering drawings reviews, financial securities calculations, and final registration detail. In some cases, these engineering staff operate within a one window organization structure devoted to timely application processing. Development participants have noted these staff are often in short supply and face workload capacity challenges given the volume of back-end DAP review cycles per draft plan approval. Development industry workshop participants strongly support a consistent/predictable engineering- led “back-end DAP” process; consistently executed across all Niagara municipalities. Page 491 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 17 Improving Efficiency of DAP Technical Circulations to Achieve Technical Approvals The ideal technical circulation process identifies any/all technical deficiencies in the initial review of the submitted application package. Technical comments are consolidated by the file planner, reviewed for internal consistency, and then provided to the applicant for action/re- submission. Subsequent rounds of technical review ensure the original technical issues are resolved prior to application approval being granted. However, industry representatives report that new technical issues are often raised after the original round of review has already been completed. According to the industry, the net result is a “dribs and drabs” ad-hoc introduction of technical concerns during subsequent review cycles, and an unfairly stretched timeline for completing the overall series of reviews. Performance Concepts notes that this “dribs and drabs” problem is cited by development industry representatives across the Golden Horseshoe and Ottawa as a near-universal DAP process execution problem. A possible remedy is the production of a consolidated memo of technical issues requiring remedy at the end of the initial circulation. This memo would require municipal staff to ensure any cross-disciplinary discrepancies among staff are resolved prior to the applicant receiving comments. This would free up applicants from the onerous task they now face of trying to resolve these technical discrepancies themselves amongst agencies or internal municipal business units. Page 492 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 18 Page 493 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 19 Eliminating DAP Process/Resourcing Pinch Points Workshop participants noted that the most serious DAP pinch points occur during the post-draft plan race-to-registration. Examples of back-end Dap pinch points include the following:  The number of required engineering drawing review cycles are a concern.  The MOE approvals were also noted as a significant process delay. Having MOE approvals delegated to a Regional and/or a local municipal PEng. could reduce the MOE delay. This delegation occurs in numerous municipalities across the Golden Horseshoe and Ottawa.  Relatively minor technical issues that delay construction across the winter season; creating major timeframe pinch points and significant cash flow burdens. Later-in-the-season technical issues must be resolved more quickly. A municipal cultural problem at its root.  The real-estate final steps around registration are often slow/delayed because planning staff are not always knowledgeable about the detailed requirements.  Development agreement design/production features an excessive number of conditions that are often redundant or unnecessary. Condition standardization/consolidation is desirable.  Resourcing shortages versus workload causes slowdowns. Engineering fees should be used to fund the necessary staff to deal with the “volumes multiplier” challenge of multiples bundles of a single draft plan’s approved units proceeding through registration. Pinch points are also caused by culture issues. Phone calls/e-mails should receive a response within a 24-hour customer service standard timeframe. Technical processing issues can often be resolved/negotiated verbally, without rigid written “must do” correspondence. This type of “correspondence first” rules driven culture reduces flexibility to resolve problems and causes undue delays. Talk-first as opposed to write-first problem-solving is the preferred path of development participants in the workshop. Page 494 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 20 The Role of the Regional & Local Municipality File Planners as System Navigators DAP is a complex horizontal service delivery channel involving multiple agencies, Region business units and local municipal business units. The complexity requires a system navigator or “Sherpa” to work with the applicant to achieve timely approvals versus transparent target timeframes. The DAP “Sherpa” is typically the file planner at the Region and/or the local municipality. The file planner must be more than a paper pusher. The file planner must resolve process pinch points, and secure consensus around any contentious technical issues. File planners must also ensure conformity with policy requirements, and manage the public consultation process in a fair/balanced fashion. Development industry workshop participants note that planners do not receive logistics training in file/project management as part of the ir academic preparations (which is devoted to policy/theory and technical land use matters). Workshop participants contend that file planners in Niagara are not executing the necessary project management discipline to delivery timely DAP processing. This discipline would require them to “crack the whip” with internal colleagues and other agencies when file processing timelines are lagging. Municipal DAP workflow software solutions are often not implemented at the required level of detail to support the file planner is meeting mandated timeframes; some internal DAP business units may not be populating this software at all (e.g. Engineering staff working outside a One Window org structure). Industry workshop participants have noted the challenge faced by file planners is also cultural; they are not convinced that planners truly understand the business/cash flow implications of delays in DAP processing versus the targeted timeframe for a project. Additional training (beyond academic/professional planner certifications) for file planners could/should include MBA-type project management and logistics training. Page 495 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 21 LOCAL MUNICIPALITY FEEDBACK RE. DEVELOPMENT INDUSTRY OBSERVATIONS/FINDINGS Page 496 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 22 Local Municipality Feedback Re. Development Industry Observations/Findings: Following the October 24th development industry workshop, Performance Concepts/Dillon met November 2nd with staff from the Region and the 12 local municipalities to brief them on the feedback/advice offered by the development industry participants. The Region and local municipal staff engaged in active listening and provided a number of noteworthy observations:  Many of the DAP process execution challenges in Niagara have been raised by development industry representatives in the GTA and other parts of the province. These challenges, for the most part, do not come as a surprise to Region and municipal staff.  Niagara features a relatively large group of local municipalities (for the population served). Therefore, it is not unexpected for there to be diverse approaches to DAP application review and processing. DAP standardization must be balanced against unique local circumstances and conditions.  There is widespread support for MOU updates and improvements that will move Niagara closer to a transparent “who does what” delineation of responsibilities in the two-tier Niagara development approvals system created by the Province.  Continuous improvement opportunities for DAP (beyond the MOU) should be actively pursued in cooperation with the development industry. These continuous improvement opportunities should address issues associated with Region/local municipality performance, as well as opportunities to improve the quality/consistency of development application submissions from applicants.  Support for creation of DAP process improvement teams composed of Region/local municipal/industry representatives to address high priority DAP process issues and pinch points. Page 497 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 23 GO-F ORWARD RECOMMENDATIONS TO IMPROVE MOU + DAP PERFORMANCE ACROSS NIAGARA Page 498 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 24 Go-forward Recommendations to Improve MOU + DAP Performance Across Niagara : 1. MOU Improvement Recommendations Based on the workshop with the development industry, it is recommended that the following be considered as opportunities to strengthen the existing MOU. Make it Top of Mind Given the expressed desire by both the development industry and Region/local municipal staff to make improvements and to build-in more understanding and consistency in the way policy and implementation planning is done in Niagara the following specific suggestions are offered as ways to make the MOU a regular top of mind reference document:  Consider including context on an overall Vision for Niagara Region and positioning the MOU as an important tool to implement the Regional and local Strategic Plans, Official Plans, and other key guiding documents. This would support the importance of the MOU in achieving the desired future in Niagara Region.  Add clarity to the MOU on the important roles of all participants involved in achieving an effective system including regional and local planning staff, regional and local engineering staff, elected officials and the development industry. This would set the stage for improved understanding of the working relationships between all involved.  Include a visual/infographic that provides a picture of how the MOU fosters an integrated and seamless planning system. An “at a glance” infographic could provide a reference tool that could be valuable in keeping the MOU commitments top of mind.  Make the MOU part of the on-boarding process for new staff involved in policy and implementation planning work. New members of local and regional planning and engineering teams should be introduced to the MOU and see it as their guide book on what working together looks like in Niagara Region. Page 499 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 25  Take the opportunity that the recent municipal election offers to increase all Niagara Councils’ awareness of the MOU. With a number of new members across various Councils, the MOU update could present an opportunity for ongoing education related to planning and development issues across the Niagara. Include a Clear and Collaborative Process Commitment in MOU Clarity and consistency were expressed as strong desires from those participating in the development industry workshop. Discussion with the municipal planners identified that with a two-tiered system and 12 unique local municipalities it is unrealistic to expect that the development process will be the same in every Niagara location. While executing identical DAP processes across 12 municipalities is not realistic, nor even desirable, the MOU can be a vehicle to commit to a common DAP streamlining initiative that is clear and collaborative, as well as respectful of the different roles of development proponent and regulator. The following recommendations could be reflected generally in the MOU; with specifics to be worked out as part of the proposed DAP improvement workshop series.  Include commentary in the MOU on how local and regional staff will work in collaboration with the development industry to achieve desirable development outcomes. This could include elements of a customer service commitment or service delivery standards on the part of municipalities and quality expectations for applications.  Consider including processing time or ranges of times that all parties could work toward and/or a process for developing application specific schedules collaboratively with applicants.  Consider including a mechanism/framework for measuring time frames so that all parties are accountable to their commitments. Page 500 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 26 Focus on Continuous Improvement in MOU It is understood that a Process Improvement Team including representatives from the Region, local municipalities and the development industry worked together following the 2014 MOU update to learn from each other and make improvements. The 2014 M OU lists some of the topics that were part of the improvement discussions. This type of ongoing collaborative effort is an important part of continuous improvement. It is recommended that a framework and process for continuous improvement be embedded strongly in the MOU such that there is an explicit commitment to maintain a culture of municipalities and development industry applicants learning from each other and improving the process of working together on development issues and applications in Niagara. An MOU commitment to adopt/promote continuous improvement should include a mechanism/scorecard that measures and reports results based improvements. Some of the topics/issues for continuous improvement discussion have already come out of the October 24th development industry workshop and the November 2nd discussion with local planners (as discussed in this report). Other continuous improvement actions/ideas may arise on an ongoing basis. 2. Development Approvals Process (DAP) Improvement Recommendations Beyond the MOU Page 501 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 27 Create an Ongoing Continuous Improvement Model Featuring Development Industry Participation The following figure sets out a recommended process/model for DAP continuous improvement. Three DAP continuous improvement teams should be created, with a designated team assigned to each of early/mid/late DAP process phases. Each of the continuous improvement teams would feature dedicated staff resources from the Region, a selected sub-set of 3-4 local municipalities, and 2-3 development industry representatives. The teams would target 2-3 process pinch points/improvement opportunities for Early DAP Late DAPMid DAP -Pre-consult -Application intake -Application deemed complete -Technical circulations -Public Consultation -Planning approvals -Engineering reviews -Development Agreement -Registration -Post construction inspections/releases Early DAP Improvement Team #1 -Region/local/industry members -2 to 3 targeted process issues/pinch points P. Concepts/Dillon -Project management/support -Expert DAP process improvement tools/support Mid-DAP Improvement Team #2 -Region/local/industry members -2 to 3 targeted process issues/pinch points Late DAP Improvement Team #3 -Region/local/industry members -2 to 3 targeted process issues/pinch points Page 502 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 28 analysis and process re-engineering/streamlining. The targeted pinch points/issues for investigation can be universal across all DAP application categories or specific to a particular DAP application category (e.g. Site Plan). Organization design and IT tool solutions should be considered in combination with process re-engineering. Performance Concepts/Dillon would support all three teams via overall project management and advice re. process improvement tools/techniques. The three improvement teams would work on the first round of 2-3 selected DAP issues/pinch points for a 3-month period. The Mentimeter interactive polling results from the October 24th Workshop should inform each improvement team’s selection of targeted issues/pinch points. At the conclusion of each team’s 3-month reviews, findings should be reported to a Steering Committee of senior staff from the Region/12 local municipalities for approval and implementation directions. Team recommendations would not be strictly binding on any of the participant municipalities, but good faith around willingness-to-implement would be assumed. Two additional 3-month cycles of continuous improvement work by each team would continue be executed during 2019. The overall exercise would then be subjected to a value-for-money “stress testing” review to determine whether/how to move forward with a more permanent model. The recommended continuous improvement model should be finalized and resourced staffed in early/mid Q1 2019. The DAP issues/pinch points for review should be finalized by the end of Q1. The first three continuous improvement reviews should be executed in Q2 2019. Page 503 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 29 A PPENDIX 1 – MENTIMETER INTERACTIVE POLLING RESULTS RE. MOU/DAP IMPROVEMENT PRIORITIES Page 504 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 30 Page 505 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 31 Page 506 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 32 Page 507 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 33 Page 508 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 34 Page 509 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 35 Page 510 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 36 Page 511 of 687 Engaging the Niagara Development Community Re. MOU + DAP Page 37 Page 512 of 687 Protocol For Planning Services Between the Regional Municipality of Niagara (The Region) And the Niagara Peninsula Conservation Authority (NPCA) January 2018 Page 513 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 2 Table of Contents 1.0 Basis ..................................................................................................................................................... 3 2.0 Purpose ................................................................................................................................................ 3 3.0 Definitions ............................................................................................................................................ 4 4.0 Principles .............................................................................................................................................. 5 5.0 Jurisdiction ........................................................................................................................................... 5 6.0 Roles and Responsibilities .................................................................................................................... 6 7.0 Coordination of Environmental Comments on Development Applications ........................................ 7 8.0 Protocol Terms and Implementation ................................................................................................... 8 List of Tables Table 1: Responsibilities for Planning Application Review with Respect to Environmental Features........... 10 Table 2: Implementation Responsibilities ...................................................................................................... 12 Table 3: Responsibilities for Stormwater Management Review with Respect to Area of Interest ............... 13 List of Appendices Appendix A - Excerpt from the 2001 Memorandum of Understanding on Procedures to Address Conservation Authority Delegated Responsibility Appendix B - Excerpt from the Provincial Policy Statement 2014 – Conservation Responsibility for Natural Hazards Appendix C - Excerpt from the Ontario Regulation 155/06 Niagara Peninsula Conservation Authority: Regulation of Development, Interface with Wetlands and Alterations to Shorelines and Watercourses Page 514 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 3 1.0 Basis In 2007, the Niagara Region, local area municipalities and NPCA signed a Memorandum of Understanding (“MOU”) for improving the planning function in Niagara with the ultimate goal of having “an integrated and seamless planning system that is embraced and easily understood by Councils, the public, applicants and staff that encourages participation in policy development and application processing.” Part 3 of the MOU - Consolidation of the Review of Planning Applications as they Relate to the Natural Environment - assigned to the NPCA certain responsibilities as part of its review of development applications1 and proposed policy, and providing technical clearance services with respect to compliance with the Regional Official Plan and Provincial Policies and Plans. Specifics of this assignment of function were detailed in the Protocol for Plan Review and Technical Clearance (“Protocol”) between the Region and NPCA, which was approved in 2008. The MOU was reviewed and revised in 2011 and again in 2014. The Protocol has not been updated since its inception in 2008. The MOU and Protocol have succeeded in managing relationships, reducing duplication and effecting continuous improvements. Since that time changes have occurred in Niagara in terms of legislation, relationships, resources, and growth that have impacted the established roles and responsibilities, particularly with respect to the review of environmental matters. Through this revised Protocol, the NPCA and the Region will establish a new framework within which the NPCA will provide specified updated services to the Region. This 2018 Protocol is intended to replace in its entirety the 2008 Protocol. Subsequent to the approval of the 2018 Protocol, the MOU will be updated to incorporate the approved revised functions and other aspects of the planning program in Niagara Region. This Protocol has been prepared for the Niagara Region and NPCA by an Area Planners MOU Working Group consisting of senior representatives from Niagara Region, NPCA and local municipalities. 2.0 Purpose The purpose of this Protocol is to: • Redefine, clarify and set out a new Protocol within which the NPCA will provide specified planning application, policy and technical review services to the Region; • Identify the respective roles and responsibilities of the NPCA and the Region in Ontario’s Land Use Planning System with respect to environmental matters; • Provide direction for consistent and streamlined circulation and review procedures for all applications under the Planning Act, Environmental Assessment Act, and Niagara Escarpment Planning and Development Act; • Reinforce the positive relationship between the NPCA and the Region; • Allow the NPCA and Region to focus on provincially mandated responsibilities, and • Provide increased decision making autonomy. 1 Including Planning Act, Niagara Escarpment and Development Act applications, and Environmental Assessments Page 515 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 4 3.0 Definitions 3.1 Planning Application Review means: • The review of planning applications (including formal preconsultation) under the Planning Act, the Niagara Escarpment Planning, and Development Act and the Environmental Assessment Act; • The identification of the need for and review of related technical reports (including scoping); and • The identification of conditions of approval. 3.2 Policy Review means: • The review of existing or new policy documents, including but not limited to stormwater management guidelines, watershed studies, secondary plans and background studies; and • The identification of the need for and review of related technical reports. 3.3 Technical Clearance Review means: • The assessment of technical reports submitted by a proponent of development to determine if the reports satisfy the specified requirements; and • The clearing of conditions. 3.4 Lead Agency means: • The organization responsible for the principal review of an environmental feature located within or in proximity to land subject to a planning application to ensure compliance and conformity with all applicable legislation and regulations; and • The organization responsible for the principal review of proposed policies, studies, guidelines or Environmental Assessments as they relate to environmental features to ensure compliance and conformity with all applicable legislation and regulations. 3.5 Environment Feature means: • All of the environmental features identified in the first column of Table 1 of this Protocol. 3.6 Natural Hazards means: • Those environmental features identified in Table 1 of this Protocol as natural hazards and/or identified in the 2014 Provincial Policy Statement Section 3.1. Page 516 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 5 4.0 Principles This Protocol is based upon the following principles: 1. Adoption of improvements to the planning application processes which results in streamlining and consistency. 2. Direction that interpreting policy is the responsibility of the organization writing and approving that policy unless delegated by the approving authority. 3. Continuing cooperation between the NPCA and the Region. 4. Effective communication and collaboration. 5. Effective, proactive planning 2. 6. Effective leveraging of resources to deliver planning application, policy and technical clearance reviews. 7. Eliminate overlap in planning application review processes to the extent possible. 5.0 Jurisdiction This Protocol applies to those lands within the Regional Municipality of Niagara. 2 Proactive planning refers to preparing new or updating existing comprehensive studies and guidelines that assist in the early identification of issues and the need for additional study, and include, but are not limited to, watershed and sub-watershed planning, stormwater guidelines, master servicing plans, updates to Schedule C of the Regional Official Plan, etc. Page 517 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 6 6.0 Roles and Responsibilities 6.1 NPCA The NPCA, through the Memorandum of Understanding between Conservation Ontario, the 6.1.1 Ministry of Municipal Affairs and Housing and the Ministry of Natural Resources and Forestry, is responsible for providing the Provincial interest comments on policy documents and development applications related to natural hazards (Section 3.1 of the Provincial Policy Statement except Section 3.1.8). See Appendices A and B. Specifically, the NPCA will provide planning application, policy and technical clearance reviews to ensure consistency with the Provincial Policy Statement related to flooding hazards, erosion hazards, dynamic beach hazards, unstable soils and unstable bedrock. This function is not impacted by this Protocol. The NPCA has legislated responsibilities under the Conservation Authorities Act (see Appendix 6.1.2 C) and will continue to provide planning application and technical clearance reviews pursuant to the NPCA Regulation, as administered through Board approved policies. This function is not impacted by this Protocol. The NPCA will provide the services as identified in Table 1, Table 2 and Table 3. 6.1.3 The NPCA will review Region-initiated studies and projects, pursuant to the NPCA Regulation, 6.1.4 as administered through Board approved policies, and to the Memorandum of Understanding between the Province and the Conservation Authorities, as a commenting agency without fee to the Region. The NPCA will provide comments on Environmental Assessments pursuant to the NPCA 6.1.5 Regulation, as administered through Board approved policies, and pursuant to the Memorandum of Understanding between the Province and the Conservation Authorities. The NPCA will actively participate in formal pre-consultation meetings with developers and 6.1.6 landowners when environmental features identified in Table 1 (when the NPCA is the Lead Agency) have potential to be impacted. To help ensure a consistent planning application review and a coordinated message, the NPCA and Region, together with the local municipality, will participate in pre-consultation meetings at the same time with the proponents. The NPCA will work to scope the complete application requirements related to environmental matters prior to the preconsultation meeting. Should the NPCA determine that no environmental features (where the NPCA is identified as the Lead Agency as shown in Table 1) will be impacted, the NPCA will notify the approving authority and may not attend the pre- consultation meeting. The NPCA will scope Environment Impact Studies (EIS) and review the Terms of Reference 6.1.7 (ToR) for EIS and similar reports to ensure natural hazards and NPCA Regulation/Policy are addressed. Where the NPCA is identified as the Lead Agency on Table 1, the NPCA will provide Technical 6.1.8 Clearance on the EIS with respect to those environmental features only. The NPCA will copy the Region on all responses to requests for comment on development 6.1.9 planning, technical clearance and policy matters. Nothing in this Protocol shall limit the NPCA from independently appealing a decision or lack 6.1.10 of a decision to the Ontario Municipal Board (OMB) or other tribunal. The NPCA will provide notice of an appeal to the Region and local municipality at the time of appeal. The NPCA will provide the Region with its Regulatory Screening Map and provide regular 6.1.11 updates. Page 518 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 7 6.2 Niagara Region The Region will provide planning application review and technical clearance services as 6.2.1 identified in Tables 1, 2 and 3, to ensure consistency with the Regional Official Plan, Provincial Policies, Provincial Plans, the Provincial Policy Statement (except Section 3.1 Natural Hazards policies 3.1.1 to 3.1.7), and matters of Provincial Interest. The Region shall circulate to the NPCA for planning application review and/or technical 6.2.2 clearance, all Regionally led planning applications, studies or Environmental Assessments that are located in or adjacent to a NPCA property or within a regulated feature/area. The Region in its review of Planning Act and Escarpment Planning and Development Act 6.2.3 applications and Environmental Assessments will comment on stormwater management, as identified in Table 3, in accordance with MOECC Stormwater Management Guidelines as well as the NPCA Stormwater Management Guidelines until such time as new stormwater management guidelines are approved by the Region. The Region will review NPCA-initiated studies and projects without fee to the NPCA. 6.2.4 The Region will actively participate in formal preconsultation meetings with developers and 6.2.5 landowners. To help ensure a consistent planning application review and a coordinated message, the NPCA and Region, together with the local municipality, will participate in preconsultation at the same time with the proponents. Prior to a formal pre-consultation meeting, the Region will work to scope the complete 6.2.6 application requirements related to environmental features by identifying environmental features that will be need to be addressed in an Environment Impact Study3 (EIS). Where the NPCA, Region and/or local municipality have identified interests, the Lead Agency (see Table 2) will consult with those parties on the review of the EIS Terms of Reference. Where the Region is identified as the Lead Agency on Table 1, the Region will provide 6.2.7 Technical Clearance on EIS with respect to those environmental features. Nothing in this Protocol shall limit the Niagara Region from independently appealing a 6.2.8 decision or lack of a decision to the Ontario Municipal Board (OMB) or other tribunal. The Region will be responsible for preparation and maintenance of a comprehensive natural 6.2.9 environment screening map, incorporating the NPCA Regulatory screening map as provided and updated by the NPCA. 7.0 Coordination of Environmental Comments on Development Applications The MOU, as may be revised, gives overall directions for the coordination of development applications, policy and Environmental Assessments review. For the purposes of clarity with respect to environmental features, the NPCA will review the following list of applications in accordance with the Conservation Ontario MOU with the Province and ensure that they are consistent with the NPCA Regulation, NPCA Board adopted Policies and Section 3.1. Natural Hazards of the Provincial Policy Statement (except Section 3.1.8). This may include providing comments directly to MMAH as part of the provincial one window process. The NPCA will copy the Region and local municipality on all correspondence. • Regional Official Plan and Amendments • Local Official Plans and Amendments 3 Includes characterisation reports, natural heritage systems reports and other environmental reports. Page 519 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 8 • Zoning By-laws and Amendments • Subdivisions/Condominiums • Environmental Assessments • Other Development Applications including: Site Plan, Consents, Minor Variances and NEC Development Permits 8.0 Protocol Terms and Implementation The Region and NPCA agree to the following: 8.1 Monitoring and Cancellation This Protocol will be reviewed and amended concurrent with the Memorandum of Understanding between the local municipalities, NPCA and Region to: • Reflect any changing policies or programs at the provincial, watershed, or regional level, and • Assess its effectiveness, relevance and appropriateness with respect to the affected parties. 8.2 Transition of Responsibilities When a complete 4 development application, Notice of Commencement for an Environmental Assessment (EA) or major study (such as a Secondary Plan) has been received by the NPCA from a local area municipality or the Region prior to the effective date of this Protocol, the NPCA will continue to review the application consistent with the NPCA’s roles and responsibilities identified in the 2008 Protocol in accordance with a matrix of open files to be prepared by the Region and NPCA, after which the files will transition to the 2018 Protocol provisions and the Region will assume responsibility. In an effort to continue the timely reviews of development applications, EAs and major studies during the transition period, the NPCA may support the Region by providing expertise as needed on a fee for service basis; alternatively the Region may hire consultants as necessary. 8.3 Overlapping Mandate There will be occasions when the responsibilities of the NPCA and the Region overlap. On those occasions, both parties shall work together to provide consistent and sound comments. This will be accomplished by maintaining open dialogue and a good working relationship. 8.4 Conflict a) Where this Protocol is in conflict with the 2014 MOU, this Protocol will take precedence. b) Where there is conflict between new (changing) legislation and this Protocol, new legislation will take precedence. c) Subject to paragraph (d) below, where there is a conflict between the Region's Official Plan, the NPCA Regulation and/or Board adopted policies, the Regulation shall take precedence. 4 As determined by the approving authority generally as identified through pre-consultation and shown on the Pre-consultation Form/Letter. Page 520 of 687 Protocol for Planning Services between the Region and NPCA January 2018 Page | 9 d) Where there are policy conflicts only, Regional, NPCA and local municipal staffs will work together to resolve the issue. If all efforts fail to resolve a policy conflict, a decision will be made by the approval authority, as per Table 2. 8.5 Streamlining Further streamlining of the planning review process, as it relates to Provincial, NPCA and regional/local interests, is encouraged. 8.6 Information Sharing / Open Data Any information or data sources generated by the Province, NPCA or Region, or generated through municipal or watershed studies will be shared, where possible. 8.7 Fees a) The Region will collect the NPCA Fee for applications to amend the Region’s Official Plan and remit any fees collected upon circulation of the application to the NPCA; fees for planning review and technical clearance services will be set by the NPCA; b) The NPCA will be responsible for collecting any further processing, approvals and/or Final Clearance Fees, if required; and, c) The NPCA will provide the Region and the local municipalities with an approved schedule of fees and updates. 8.8 Effective Date This Protocol will take effect on the last date signed by the parties to this Protocol. Date of Regional Council approval . Date of NPCA Board approval . Page 521 of 687 Protocol for Planning Services between the Region and NPCA January 2018 January 2018 Page | 10 Table 1: Responsibilities for Planning Application Review with Respect to Environmental Features Environmental Features Lead Agency Mandate Authority Planning Application and Policy Review Agency Technical Clearance Review Natural Hazards 5 Flooding Hazards, Floodways and Floodplains NPCA PPS Section 3.1, MOU with Province, O. Reg. 155/06 NPCA NPCA Dynamic Beach and Erosion Hazards NPCA PPS Section 3.1, MOU with Province, O. Reg. 155/06 NPCA NPCA Hazardous Lands and Hazardous Sites NPCA PPS Section 3.1, MOU with Province, O. Reg. 155/06 NPCA NPCA Riverine Hazards NPCA PPS Section 3.1, MOU with Province, O. Reg. 155/06 NPCA NPCA Regulated Watercourses NPCA PPS Section 3.1, MOU with Province, O. Reg. 155/06 NPCA NPCA Wildland Fires Region PPS Section 3.1.8 Region Region Natural Heritage Wetlands NPCA/Region O. Reg. 155/06 PPS Section 2.1, ROP NPCA/Region NPCA/Region Habitat of Endangered and Threatened Species MNRF Endangered Species Act (Federal and Provincial), ROP Region MNRF Significant Woodlands Region PPS Section 2.1 , ROP Region Region Significant Wildlife Habitat Region PPS Section 2.1, ROP Region Region 5 For the purposes of this document reference to PPS Section 3.1 includes Policies 3.1.1 to 3.1.7 only. Page 522 of 687 Protocol for Planning Services between the Region and NPCA January 2018 January 2018 Page | 11 Environmental Features Lead Agency Mandate Authority Planning Application and Policy Review Agency Technical Clearance Review Significant Valleylands Region PPS Section 2.1, ROP Region Region Significant ANSIs (life and earth) Region PPS Section 2.1, ROP Region Region Fish Habitat DFO Fisheries Act, PPS Section 2.1, ROP Region DFO Water Resource Vulnerable Groundwater Areas Region PPS Section 2.2, ROP Region Region Groundwater Features Region PPS Section 2.2, ROP Region Region Stormwater Management Region PPS Section 2.2, ROP Region / Local Region Key Hydrologic Features Region Provincial Plans, ROP Region Region Sensitive Water Features Region PPS Section 2.2, ROP Region Region Significant Groundwater Recharge Areas Region Provincial Plans, ROP Region Region Significant Surface Water Contribution Areas Region Provincial Plans, ROP Region Region Intake Protection Zones/Vulnerable Surface Water Features Local Clean Water Act 2006 PPS Section 2.2, ROP Region /Local N/A Acronyms from Table 1 DFO – Depart of Fisheries and Oceans NEC – Niagara Escarpment Commission O. Reg. 155/06 - Provincial Legislation with respect to the Niagara Peninsula Conservation Authority: Regulation of Development, Interference with wetlands and Alteration to Shorelines and Watercourses. PPS - Provincial Policy Statement 2014 ROP – Regional Official Plan Page 523 of 687 Protocol for Planning Services between the Region and NPCA January 2018 January 2018 Page | 12 Table 2: Implementation Responsibilities Processes / Reports / Submissions Lead Agency Responsibility for Final Approval Application Processes Regional Official Plan/Amendments Region Region Local Official Plan/Amendments Local Local / Region 6 Zoning By-Law/Amendments Local Local Draft Plans of Subdivision Local Local Site Plan Local Local Draft Plan of Condominium Local Local Minor Variance/Permissions Local Local Consent/Boundary Adjustments Local Local NEC Applications NEC NEC Building Permits Local Local Aggregate Licence Local / Region / MNRF MNRF Environmental Assessments Local / Region / Province Local / Region / Province Reports / Studies EIS in a NPCA Regulated Area NPCA NPCA EIS outside Settlement Area 7 Region Region EIS inside Settlement Area 8 Local Local Watershed Studies Region Region Subwatershed Studies Local Local Technical Reports for Natural Hazard Identification NPCA NPCA Regional Master Servicing Plans Region Region Regional Stormwater Guidelines Region Region Notes for Table 2: (i) The responsibility for the Review of Environmental Features is as noted in Table 1 (ii) The responsibility for Technical Clearance of Environmental Features is as noted in Table 1 6 Regional Official Plan Policies 14.E.7 and 14.E.8 identify criteria under which approval of Local Official Plan Amendment amendments may be delegated to the local Council for approval. 7 Notwithstanding the EIS is outside the Settlement Area, if the EIS includes a NPCA Regulated Area, the NPCA shall be the Lead and responsible for Final Approval of the EIS for the regulated features. 8 Notwithstanding the EIS is within the Settlement Area, if the EIS includes a NPCA Regulated Area, the NPCA shall be the Lead and responsible for Final Approval of the EIS for the regulated features. Page 524 of 687 Protocol for Planning Services between the Region and NPCA January 2018 January 2018 Page | 13 Table 3: Responsibilities for Stormwater Management Review with Respect to Area of Interest Area of Interest NPCA Region MOECC Local Determination of need for Stormwater Report – Quality and Quantity Review of Stormwater Report Location of Facility with Respect to Vision of Area Location of Facility with Respect to Natural Hazards Location of Facility with Respect to Functionality * Confirmation of Drainage Areas * Sizing of Facility with Respect to Quality, Erosion and Quantity Controls, including Release Rates and Settling Calculations Other Potential Impacts on Receiving Watercourse (e.g. thermal, water balance, etc) Outlet Structure and Spillway Design Outlet to Watercourse (if necessary) Safety – Side Slopes, Grating, Grading, Emergency Access Landscaping/Re-vegetation Long Term Maintenance Major and Minor Flow Conveyance (internal to subdivision) Hydraulic Gradeline Analysis of Storm Sewer and Outlet *The Region will be involved in instances where the drainage of a Regional Road may be impacted. Page 525 of 687 Protocol for Planning Services between the Region and NPCA Appendix A January 2018 Page | Appendix A - 1 Appendix A - Excerpt from the Memorandum of Understanding on Procedures to Address Conservation Authority Delegated Responsibility Conservation Ontario, Ministry of Natural Resources & Ministry of Municipal Affairs and Housing Memorandum of Understanding on Procedures to Address Conservation Authority Delegated Responsibility 2001 Purpose of the MOU The MOU defines the roles and relationships between Conservation Authorities (CAs), the Ministry of Natural Resources (MNR), and the Ministry of Municipal Affairs and housing (MMAH) in planning for implementation of CA delegated responsibilities under the Provincial One Window Planning System… Roles and Responsibilities Conservation Authorities (CAs) a) The CAs will review policy documents and development proposals processed under the Planning Act to ensure that the application has appropriate regard to Section 3.1 of the PPS. [see Appendix C] b) Upon request from MMAH, CAs will provide comments directly to MMAH on planning matters related to Section 3.1 of the PPS as part of the provincial one window review process. c) Where there may be a potential conflict regarding a Conservation Authority’s comments on a planning application with respect to Section 3.1 of the PPS and comments from provincial ministries regarding other Sections of the PPS, the Ministry of Municipal Affairs and Housing will facilitate discussions amongst the affected ministries and the Conservation Authority so that a single integrated position can be reached. d) CAs will apprise MMAH of planning matters where there is an issue as to whether there has been “regard to” Section 3.1 of the PPS to determine whether or not direct involvement by the province is required. e) Where appropriate, CAs will initiate an appeal to the OMB to address planning matters where there is an issue as to whether there has been “regard to” Section 3.1 of the PPS is at issue. CAs may request MMAH to support the appeal. f) CAs will participate in provincial review of applications for Special Policy Area approval. g) CAs will work with MMAH, to develop screening and streamlining procedures that eliminate unnecessary delays and duplication of effort. Page 526 of 687 Protocol for Planning Services between the Region and NPCA Appendix B January 2018 Page | Appendix B - 1 Appendix B - Excerpt from the Provincial Policy Statement 2014 – Conservation Responsibility for Natural Hazards 3.1 Natural Hazards 3.1.1 Development shall generally be directed to areas outside of: a. hazardous lands adjacent to the shorelines of the Great Lakes - St. Lawrence River System and large inland lakes which are impacted by flooding hazards, erosion hazards and/or dynamic beach hazards; b. hazardous lands adjacent to river, stream and small inland lake systems which are impacted by flooding hazards and/or erosion hazards; and c. hazardous sites. 3.1.2 Development and site alteration shall not be permitted within: a. the dynamic beach hazard; b. defined portions of the flooding hazard along connecting channels (the St. Marys, St. Clair, Detroit, Niagara and St. Lawrence Rivers); c. areas that would be rendered inaccessible to people and vehicles during times of flooding hazards, erosion hazards and/or dynamic beach hazards, unless it has been demonstrated that the site has safe access appropriate for the nature of the development and the natural hazard; and d. a floodway regardless of whether the area of inundation contains high points of land not subject to flooding. 3.1.3 Planning authorities shall consider the potential impacts of climate change that may increase the risk associated with natural hazards. 3.1.4 Despite policy 3.1.2, development and site alteration may be permitted in certain areas associated with the flooding hazard along river, stream and small inland lake systems: a. in those exceptional situations where a Special Policy Area has been approved. The designation of a Special Policy Area, and any change or modification to the official plan policies, land use designations or boundaries applying to Special Policy Area lands, must be approved by the Ministers of Municipal Affairs and Housing and Natural Resources prior to the approval authority approving such changes or modifications; or b. where the development is limited to uses which by their nature must locate within the floodway, including flood and/or erosion control works or minor additions or passive non-structural uses which do not affect flood flows. 3.1.5 Development shall not be permitted to locate in hazardous lands and hazardous sites where the use is: Page 527 of 687 Protocol for Planning Services between the Region and NPCA Appendix B January 2018 Page | Appendix B - 2 a. an institutional use including hospitals, long-term care homes, retirement homes, pre-schools, school nurseries, day cares and schools; b. an essential emergency service such as that provided by fire, police and ambulance stations and electrical substations; or c. uses associated with the disposal, manufacture, treatment or storage of hazardous substances. 3.1.6 Where the two zone concept for flood plains is applied, development and site alteration may be permitted in the flood fringe, subject to appropriate floodproofing to the flooding hazard elevation or another flooding hazard standard approved by the Minister of Natural Resources. 3.1.7 Further to policy 3.1.6, and except as prohibited in policies 3.1.2 and 3.1.5, development and site alteration may be permitted in those portions of hazardous lands and hazardous sites where the effects and risk to public safety are minor, could be mitigated in accordance with provincial standards, and where all of the following are demonstrated and achieved: a. development and site alteration is carried out in accordance with floodproofing standards, protection works standards, and access standards; b. vehicles and people have a way of safely entering and exiting the area during times of flooding, erosion and other emergencies; c. new hazards are not created and existing hazards are not aggravated; and d. no adverse environmental impacts will result. 9 3.1.8 Development shall generally be directed to areas outside of lands that are unsafe for development due to the presence of hazardous forest types for wildland fire. Development may however be permitted in lands with hazardous forest types for wildland fire where the risk is mitigated in accordance with wildland fire assessment and mitigation standards. 10 9 Policy 3.1.7 of the PPS was added to the PPS in 2014, and was not part of the Memorandum of Understanding on Procedure to Address Conservation Authority Delegated Responsibility in 2001 between Conservation Ontario, Ministry of Natural Resources & Ministry of Municipal Affairs and Housing. However, Policy 3.1.7 provides clarity to Policies 3.1.2 and 3.1.5 and therefore could be considered part of the NPCA mandate. 10 Policy 3.1.8 of the PPS was added to the PPS in 2014, and was not part of the Memorandum of Understanding on Procedures to Address Conservation Authority Delegated Responsibility in 2001 between Conservation Ontario, Ministry of Natural Resources & Ministry of Municipal Affairs and Housing. As wildland fire is a new hazard, it should not be considered part of the NPCA mandate unless the Province gives further direction on this matter. Page 528 of 687 Protocol for Planning Services between the Region and NPCA Appendix C January 2018 Page | Appendix C - 1 Appendix C - Excerpt from the Ontario Regulation 155/06 Niagara Peninsula Conservation Authority: Regulation of Development, Interface with Wetlands and Alterations to Shorelines and Watercourses Development prohibited 2. (1) Subject to section 3, no person shall undertake development or permit another person to undertake development in or on the areas within the jurisdiction of the Authority that are, (a) adjacent or close to the shoreline of the Great Lakes-St. Lawrence River System or to inland lakes that may be affected by flooding, erosion or dynamic beaches, including the area from the furthest offshore extent of the Authority’s boundary to the furthest landward extent of the aggregate of the following distances: (i) the 100 year flood level, plus the appropriate allowance for wave uprush shown in the most recent document entitled “Lake Ontario Shoreline Management Plan” available at the head office of the Authority, (ii) the 100 year flood level, plus the appropriate allowance for wave uprush shown in the most recent document entitled “Lake Erie Shoreline Management Plan” available at the head office of the Authority, (iii) the predicted long term stable slope projected from the existing stable toe of the slope or from the predicted location of the toe of the slope as that location may have shifted as a result of shoreline erosion over a 100-year period, (iv) where a dynamic beach is associated with the waterfront lands, the appropriate allowance inland to accommodate dynamic beach movement shown in the most recent document entitled “Lake Ontario Shoreline Management Plan” available at the head office of the Authority, and (v) where a dynamic beach is associated with the waterfront lands, the appropriate allowance inland to accommodate dynamic beach movement shown in the most recent document entitled “Lake Erie Shoreline Management Plan” available at the head office of the Authority; (b) river or stream valleys that have depressional features associated with a river or stream, whether or not they contain a watercourse, the limits of which are determined in accordance with the following rules: (i) where the river or stream valley is apparent and has stable slopes, the valley extends from the stable top of bank, plus 15 metres, to a similar point on the opposite side, (ii) where the river or stream valley is apparent and has unstable slopes, the valley extends from the predicted long term stable slope projected from the existing stable Page 529 of 687 Protocol for Planning Services between the Region and NPCA Appendix C January 2018 Page | Appendix C - 2 slope or, if the toe of the slope is unstable, from the predicted location of the toe of the slope as a result of stream erosion over a projected 100-year period, plus 15 metres, to a similar point on the opposite side, (iii) where the river or stream valley is not apparent, the valley extends the greater of, (A) the distance from a point outside the edge of the maximum extent of the flood plain under the applicable flood event standard, to a similar point on the opposite side, and (B) the distance of a predicted meander belt of a watercourse, expanded as required to convey the flood flows under the applicable flood standard, to a similar point on the opposite side; (c) hazardous lands; (d) wetlands; or (e) other areas where development could interfere with the hydrologic function of a wetland, including areas up to 120 metres of all provincially significant wetlands and wetlands greater than 2 hectares in size, and areas within 30 metres of wetlands less than 2 hectares in size. O. Reg. 155/06, s. 2 (1); O. Reg. 71/13, s. 1 (1-3). (2) All areas within the jurisdiction of the Authority that are described in subsection (1) are delineated as the “Regulation Limit” shown on a series of maps filed at the head office of the Authority under the map title “Ontario Regulation 97/04: Regulation for Development, Interference with Wetlands and Alterations to Shorelines and Watercourses”. O. Reg. 71/13, s. 1 (4). (3) If there is a conflict between the description of areas in subsection (1) and the areas as shown on the series of maps referred to in subsection (2), the description of areas in subsection (1) prevails. O. Reg. 71/13, s. 1 (4). Page 530 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PEDC 3-2019, March 20, 2019 PDS 5-2019, March 20, 2019 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY Statutory Public Meeting for Draft Regional Official Plan Amendment 15 – Exemption Policies PDS 5-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Planning and Economic Development Committee: That Report PDS 5-2019, dated March 20, 2019, respecting Statutory Public Meeting for Draft Regional Official Plan Amendment 15 – Exemption Policies, BE RECEIVED and the following recommendations BE APPROVED; 1. That a copy of Report PDS 5-2019 BE CIRCULATED to the Local Area Municipalities for information; 2. That the necessary update to the exemption by-law BE PREPARED and PRESENTED to Council for consideration with the recommendation report for Regional Official Plan Amendment No. 15; 3. That existing By-law 129-2001 and By-law 43-2002 BE REPEALED when the new exemption by-law is passed; and 4. That the following correspondence items BE RECEIVED and REFERRED to the preparation of the final report on Regional Official Plan Amendment 15: PDS-C 10-2019 Letter from L. Tulloch, Planner, Community Planning and Development (West), Ministry of Municipal Affairs and Housing, dated February 25, 2019, respecting Regional Official Plan Amendment 15 Page 531 of 687 Statutory Public Meeting for Draft Regional Official Plan Amendment 15 – Exemption Policies April 9, 2019 Page 2 PDS-C 11-2019 Letter from R. Brady, Director, Planning and Development Services, Town of Fort Erie, dated February 27, 2019, respecting Regional Official Plan Amendment 15 A copy of PDS 5-2019 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk :jg CLK-C 2019-080 cc: K. McCauley Senior Planner, Secondary Plans, Planning and Development Services N. Oakes Executive Assistant to the Commissioner, Planning and Development Services R. Mostacci Commissioner, Planning and Development Services Page 532 of 687 PDS 5-2019 March 20, 2019 Page 1 Subject: Statutory Public Meeting for Draft Regional Official Plan Amendment 15 – Exemption Policies Report to: Planning and Economic Development Committee Report date: Wednesday, March 20, 2019 Recommendations 1. That Report PDS 5-2019 BE RECEIVED for information; 2. That a copy of Report PDS 5-2019 BE CIRCULATED to the Local Area Municipalities for information; 3. That the necessary update to the exemption by-law BE PREPARED and PRESENTED to Council for consideration with the recommendation report for Regional Official Plan Amendment No. 15; and 4. That existing By-law 129-2001 and By-law 43-2002 BE REPEALED when the new exemption by-law is passed. Key Facts  Section 17(10) and Ontario Regulation 699/98 of the Planning Act, 1990, allows Niagara Region to pass a by-law exempting local Official Plan Amendments (LOPAs) from Regional approval.  The Region passed exemption By-law 129-2001 authorizing the Region of Niagara to exempt minor, site specific LOPAs from Regional approval per Regional Policy Plan Amendment 137. By-law 43-2002 delegates the exemption approval to the Commissioner of Planning and Development Services or his/her delegate. By-laws 129-2001 and 43-2002 are no longer consistent with the needs of the Region and local municipalities.  The Region has undertaken a review of the existing exemption policies in Section 14.E.6-14.E.9 of the Regional Official Plan. The exemption policies identify the process and circumstances where the Region will exempt local Official Plan Amendments from Regional approval.  The proposed amendment will modernize these policies and provide better clarity and certainty to the exemption process for the Region’s local area municipalities. Page 533 of 687 PDS 5-2019 March 20, 2019 Page 2 ______________________________________________________________________  The proposed policy was done in conjunction with an update to the Memorandum of Understanding between the Region and the local area municipalities, which included discussions with the local area planners. Financial Considerations There are no direct financial implications arising from this report as the cost to process the Amendment can be accommodated within the Planning and Development Services base Operating Budget. Analysis Process As per the Planning Act, 1990, the upper tier municipality is the approval authority for any and all local Official Plan Amendments (LOPAs). However, section 17(10) of the Act allows a municipality, with approval from the Minister, to pass a by-law exempting LOPAs from Regional approval. Niagara Region received approval authority from the Minister to pass a by-law to exempt any or all LOPAs per Ontario Regulation 699/98. Following a process review and consultation with local area partners, the first exemption by-law was passed in 2001 in conjunction with Regional Policy Plan Amendment (RPPA) 137. By-law 129-2001 authorizes the Region of Niagara to exempt minor, site specific LOPAs from Regional approval per RPPA 137 and the exemption approval process in Schedule A to the By-law. The exemption process involves working collaboratively with the local municipality through the process and the review of the LOPA document. This means that the Region has the authority to exemption LOPAs from approval where is deemed to comply with the exemption policy and process. The approval of these amendments would then rest with the local municipal Council. In 2002, the Region passed By-law 43-2002 to delegate the power to exempt the LOPA to the Commissioner of Planning and Development Services or his/her delegate. This By-law continued to reference the approval process as set out in By-law 129-2001 and the policy of RPPA 137. Following a process review and consultation with local partners, it was determined that there needed to be differentiation in review and exemption requirements for minor, site specific and comprehensive LOPAs. The Region amended the exemption policies through RPPA 5-2013 to implement this direction. This amendment made minor wording modifications to what was approved through RPPA 137 but largely kept the previously approved wording for minor, site specific amendments. RPPA 5-2013 also added new policy related to exemption of comprehensive LOPAs (i.e. Secondary Plan s or where the amendment may have cross boundary impacts). Each policy continued to have criteria outlining where the LOPA would not receive exemption. Page 534 of 687 PDS 5-2019 March 20, 2019 Page 3 ______________________________________________________________________ Existing Policy and New DRAFT Regional Official Plan Amendment (ROPA) Appendix 1 contains the DRAFT proposed Exemption ROPA policy for consideration. Appendix 2 contains the current wording of Regional Official Plan (ROP) policies (s. 14.E.6-4.E.9) that would be replaced by the new wording. Feedback from our local partners indicate that the existing policies are unnecessarily wordy and confusing. Some of the information is out of date and the policy direction of the existing 14.E.7 and 14.E.8 can limit the opportunity for the Region to collaborate with the local area municipality. Regional staff have condensed and simplified the wording through the draft ROPA. Current Policy 14.E.6 has been removed in its entirety. The guidance and timeframe for the review process of LOPAs will be detailed in the updated Memorandum of Understanding (MOU). Also through recent Planning Act, 1990, amendments, the Region’s review time increased to 210 days with the ability to request extension. This timeline is detailed in the Act and should be removed from the Region Official Plan (ROP). Existing Policy 14.E.9 is inherent in the review process so it has also been removed. The new proposed ROPA Policy 14.E.6 outlines the exemption authority and provides two part direction as to when the LOPA may be exempt: - Part A is for amendments that are minor, site specific with no issues/concerns related to Regional and Provincial interest. In this case, the exemption can be determined and issued at the pre-consultation stage. - Part B is for more comprehensive LOPAs (i.e. Secondary Plans) that require continued collaboration between the Region and the local area municipality (LAM). The Region would work with the LAM to identify and address any matters of Regional and Provincial interest and review the draft LOPA or Secondary Plan document to determine that the matters have been satisfactorily addressed. If the Region is satisfied with the policies (or other steps taken to address the issue), the Region can issue the exemption. The draft ROPA continues to contain a list of criteria in Policy 14.E.7 to outline where the amendment may not be exempt. It combines, summarizes and condenses the list in the previous 14.E.7 and 14.E.8. The intent of this policy is to provide detailed direction on matters of Regional and Provincial interest where the Regional will retain approval authority if there is disagreement on one or more of the criteria listed. However, where a resolution can be reached which will satisfactorily address the matter through policy or other means (i.e. zoning, conditions of draft plan approval), Part B of Policy 14.E.6 would apply. The listed criteria will continue to be a helpful tool for interested external parties in understanding the Region’s exemption process. Page 535 of 687 PDS 5-2019 March 20, 2019 Page 4 ______________________________________________________________________ Exemption by-law In order to properly align this Regional Official Plan Amendment, the existing exemption By-law 129-2001 and 43-2002 will be repealed and replaced by a new exemption by-law that reflects the updated policy and Memorandum of Understanding process. Information on the Memorandum of Understanding is contained in Report PDS 4-2019. Conclusion The exemption policies are being updated to better reflect the working relationship between the Region and the LAMs. It continues to support strong collaboration between the LAMs and the Region and provides more clarity and consistency in reviewing LOPAs. Following the public meeting, Regional staff will review comments presented at the public meeting, as well as any agency comments received through circulation. A recommendation report will be presented for consideration when finalized. Alternatives Reviewed The Planning Act, 1990, requires that a public meeting be held for all amendments to municipal Official Plans. Appropriate notice has been provided for this statutory public meeting. Relationship to Council Strategic Priorities This report support Council’s strategic areas for fostering innovation, investment, and entrepreneurship and doing business differently. Other Pertinent Reports N/A Page 536 of 687 PDS 5-2019 March 20, 2019 Page 5 ______________________________________________________________________ ________________________________ Prepared by: Kirsten McCauley, MCIP, RPP Senior Planner, Secondary Plans Planning and Development Services ________________________________ Recommended by: Rino Mostacci, MCIP, RPP Commissioner Planning and Development Services ________________________________ Submitted by: Ron Tripp, P. Eng Acting Chief Administrative Officer This report was prepared in consultation with Isaiah Banach, Manager of Long Range Planning, and reviewed by Doug Giles, Director of Community and Long Range Planning. Appendices Appendix 1 DRAFT Regional Official Plan Amendment No. 15 Page 6 Appendix 2 Existing Regional Official Plan Policy Page 7 Page 537 of 687 PDS 5-2019 March 20, 2019 Page 6 ______________________________________________________________________ APPENDIX 1 – DRAFT Regional Official Plan Amendment DRAFT Amendment XX To The Official Plan for the Niagara Planning Area Text Changes The Official Plan for the Niagara Planning Area is amended as follows: Part I – Modifications to Existing Policies 1. Policy 14.E.6, 14.E.7, 14.E.8 and 14.E.9 are deleted and replaced with the following: 14.E.6 The Commissioner of Planning and Development Services, or his/her designate, shall determine and issue an exemption from Regional approval for a local Official Plan Amendment (OPA) where: a) It is determined through pre-consultation that the draft OPA is of local significance, is consistent, conforms to, or does not conflict with Provincial Policy and Plans, and is in conformity with the Regional Official Plan; or, b) Matters of Regional and Provincial interest are present and, through a collaborative process between the Region and the local municipality, it is determined that the OPA has identified and satisfactorily addressed these matters. In the case of a Secondary Plan, the Region shall review the draft Secondary Plan policy set and mapping prior to determining exemption. 14.E.7 A local OPA shall not be exempt from Regional approval if any of the following cannot be addressed to Region’s satisfaction: i. conformity with the Regional Official Plan; ii. consistency with the Provincial Policy Statement and/or conformity with Provincial Plans; iii. significant impacts relating to the Regional Master Servicing Plan and/or Transportation Master Plan; iv. directly affects Regional capital forecasts; or v. cross-boundary impacts or impacts on any adjacent municipality.” Page 538 of 687 PDS 5-2019 March 20, 2019 Page 7 ______________________________________________________________________ APPENDIX 2 – Existing Regional Official Plan Exemption Policies 14.E.6 – 14.E.9 Policy 14.E.6 The following decision-making targets shall be used in the review of local Official Plans and Amendments: Table 14-1: Decision Making Target Timeframes Request Timeframe A request for exemption from Regional approval as per this Plan 10 days to respond to request by municipality A regionally significant local Official Plan or Official Plan Amendment 180 days after submission to the Region to process with decision by Regional Council Policy 14.E.7 Policy amendments to local Official Plans that are in conformity with the Regional Official Plan may be exempt from Regional approval where they are of local significance and no Regional interest is adversely affected. Applications for a policy amendment to local Official Plans with Regional interests, where a collaborative process has been undertaken between the Region and the Local Municipality, including policies (i) and (ii) below, have been addressed through pre-consultation and review of the draft Local Amendment may also be exempt. Amendments impacting any one of the following areas are not eligible for exemption: i. Applications directly and substantially affecting Regional servicing infrastructure: i.e. streets, water, and wastewater; ii. Applications that substantially change Regional capital forecasts; iii. Urban boundary expansions; iv. Applications to convert employment areas and lands that have the potential for adversely affecting the viability of an employment a rea; v. Major applications that will adversely affect Regional traffic flows; vi. Major secondary plans; vii. Retail applications of Regional scale which have a market area extending two or more municipalities; viii. Applications that are not consistent with the Provincial Policy Statement or the Growth Plan for the Greater Golden Horseshoe; ix. Applications with cross-boundary impacts. Page 539 of 687 PDS 5-2019 March 20, 2019 Page 8 ______________________________________________________________________ Within Designated Greenfield areas a major secondary plan constitutes an area of 25 hectares or more. Policy 14.E.8 Site specific amendments to local Official Plans shall be subject to the following policy. The Region as the approval authority for local Official Plans may exempt some local Official Plan amendments involving land use designation changes from Regional approval. Local Official Plan amendments to be considered for exemption will be of local interest only, not extensive or comprehensive in nature and not involving a change to the municipality’s urban area boundaries. Only those amendments which satisfy the following criteria are eligible for exemption: i. The amendment must be site specific and/or minor in size and nature, ii. The amendment conforms to the Regional Official Plan and is consistent with the Provincial Policy Statement, iii. The amendment does not impact on any adjacent municipality or conflict with the Niagara Escarpment Plan, and does not require new Regional financing or servicing, iv. The amendment complies with the Region’s financial and servicing strategy, v. The amendment incorporates any concerns or modifications recommended by the Region to address Regional or Provincial concerns, and vi. Any subsequent changes made to the local Official Plan amendment by the local Council in adopting the amendment do not conflict with the Regional Official Plan or previous requirements by the Region. Policy 14.E.9 Decisions of Local Official Plan Amendments must be in conformity with the Regional Official Plan. The policies of the Regional Official Plan continue to apply after adoption and approval of the Local Official Plan.” Page 540 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PEDC 3-2019, March 20, 2019 PDS 6-2019, March 20, 2019 DISTRIBUTION LIST SENT ELECTRONICALLY Niagara Region 2018 Employment Inventory Results Report PDS 6-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Planning and Economic Development Committee: 1. That Report PDS 6-2019, dated March 20, 2019, respecting Niagara Region 2018 Employment Inventory Results Report, BE RECEIVED; and 2. That a copy of Report PDS 6-2019 BE CIRCULATED to the Local Area Municipalities, Local Economic Development Offices, Niagara Workforce Planning Board and the Niagara Chambers of Commerce. A copy of PDS 6-2019 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk :jg CLK-C 2019-082 Distribution List J. Docker Planner, Planning and Development Services N. Oakes Executive Assistant to the Commissioner, Planning and Development Services R. Mostacci Commissioner, Planning and Development Services Local Area Municipalities Page 541 of 687 Niagara Region 2018 Employment Inventory Results Report April 9, 2019 Page 2 Local Economic Development Offices Niagara Workforce Planning Board Niagara Chambers of Commerce Page 542 of 687 PDS 6-2019 March 20, 2019 Page 1 Subject: Niagara Region 2018 Employment Inventory Results Report Report to: Planning and Economic Development Committee Report date: Wednesday, March 20, 2019 Recommendations 1. That Report PDS 6-2019 respecting the 2018 Niagara Region Employment Inventory Results report BE RECEIVED for information; and 2. That a copy Report PDS 6-2019 BE DISTRIBUTED to the Local Area Municipalities, Local Economic Development Offices, Niagara Workforce Planning Board and the Niagara Chambers of Commerce. Key Facts  This report highlights the key performance indicators of the data collected during the 2018 Employment Inventory period.  The Employment Inventory is an annual primary data collection exercise where a small team of post-secondary students attempt to visit every publically accessible (signed) business within Niagara during the summer months.  In 2018, the Employment Inventory team inventoried over 11,700 businesses throughout the urban and rural areas of Niagara and collected the location of approximately 142,000 jobs.  This year’s data collection resulted in an 87% full participation rate, compared to 68% from 2016 and 76% in 2017. This increase is attributed to ongoing support from local municipal partners and other special interest stakeholders.  Data captured through the Employment Inventory has become a key asset for: • Internal Regional departments • Local area municipalities • Local Economic Development offices • Niagara Workforce Planning Board • Local Employment Ontario agencies Page 543 of 687 PDS 6-2019 March 20, 2019 Page 2 ______________________________________________________________________  The results are currently assisting in informing Regional service delivery decisions such as: • Providing sufficient levels for servicing child care centres • Providing up-to-date employer data for the Building Employment Networks Niagara (BENN) application • Locating premises for the Environmental Health Legionella Exposure Inventory • Assisting with waste management communication outreach • Informing Economic Prosperity Dashboard indicators  In an effort to promote innovation and foster greater transparency and accountability, a subset of the data captured through the 2018 Employment Inventory will be made publically available through the Niagara Region Open Data portal. Financial Considerations The Niagara Employment Inventory was funded through the Council approved 2018 operating budget with contributions from Planning and Development Services, Economic Development, SAEO, and Internal Control and Organizational Performance. The total cost of the project (rounded to the nearest $100) was $99,900 and is broken down as follows: Student wages $93,600 Mileage disbursement $4,400 Cellular fees $1,600 Attire and branding $300 Total $99,900 Page 544 of 687 PDS 6-2019 March 20, 2019 Page 3 ______________________________________________________________________ Analysis Niagara Region is among several municipalities in Ontario that collect employment data on an annual basis. The project was initiated in 2016, when the Planning and Development department partnered with Economic Development to embark on a primary data collection exercise to gather information about the types and size of businesses in Niagara. Each year, the Employment Inventory is conducted by a small team of post-secondary students between the months of May and September. The primary method of data collection is through door-to-door interviews with local business owners, with any additional follow-up engagement conducted through email and telephone communication. The 2018 Employment Inventory team visited over 11,700 businesses and collected the physical location of 142,000 full and part time jobs. Compared to the 2017 results, this is an increase of almost 500 surveyed businesses and over 11,000 additional jobs identified. The Employment Inventory is a comprehensive dataset of business information that indicates: number of jobs, business locations, business size, type of business sector, level of foreign investment, and exporting patterns relating to each business. The inventory is a geo-coded, spatial enabled dataset, which facilitates analysis at the street address level. The questionnaire (Appendix 1), was developed leveraging best practices from our Greater Toronto and Hamilton area counterparts as well as consultation from the following internal and external stakeholders: • Internal Regional departments • Local area municipalities • Local Economic Development offices • Local Employment Ontario agencies • Niagara Workforce Planning Board With assistance from local municipal partners and other special interest stakeholders, the inventory continues to experience a steady growth in the response rate, achieving an 87% full participation rate in 2018. Each year, the inventory questionnaire features a unique subset of questions that are specifically tailored to gain insight into the local business community. The project team will continue to engage internal and external stakeholders to explore whether to include additional or different questions. Page 545 of 687 PDS 6-2019 March 20, 2019 Page 4 ______________________________________________________________________ Results Table 1 (below) illustrates the proportion of complete and partially complete survey responses over the 3-year survey. This year’s data collection resulted in an 87% full participation rate, compared to 68% from 2016 and 76% in 2017. A full participation rate indicates a business that provided responses to all survey questions from beginning to end. Table 1 – Inventory Response Rate Year Complete Survey Response Partially Complete Survey Response Refused to Participate 2016 68% 30% 2% 2017 76% 22% 2% 2018 87% 12% 1% The rise in participation rate can be attributed to increased familiarity with the survey team, a streamlined data entry methodology, and joint communication outreach conducted by our local Chamber of Commerce’s and other interest groups. The Employment Inventory continues to see a low refusal rate of just 1%. A partially completed response still results in successfully capturing the physical location of the business and the associated industry code. Regional staff continue to work with local area municipalities and other partners to bolster the number of completed responses. Table 2 (below) illustrates the number of businesses inventoried and the number of jobs reported from respondents over the 3-year survey period. It is important to note that the totals do not reflect an overall increase in the number of bu siness and jobs per year. The increase is largely linked to the expanded survey area (which now includes all rural and agricultural areas), as well as the significant improvement in the survey participation rate. Table 2 – Number of Businesses and Jobs Reported * Home-based and mobile businesses were not inventoried. Year Businesses Inventoried Full Time Jobs Reported Part Time Jobs Reported Total Jobs Reported 2016 10,743 71,899 38,239 110,138 2017 11,202 91,216 39,848 131,144 2018 11,720 98,706 43,478 142,184 Page 546 of 687 PDS 6-2019 March 20, 2019 Page 5 ______________________________________________________________________ Table 3 (below) illustrates the municipal breakdown of the number of businesses and jobs over the 3-year survey period. Table 3 – Distribution of Businesses and Jobs by Municipality * Number of Unique Jobs Reported (2016-2018) column indicates the combined 3-year total of jobs reported. This combined 3-year total accounts for completed responses received in any survey year and does not include duplicates. As the Employment Inventory matures and the participation rate increases among employers, the results will be used in conjunction with Statistics Canada data and other data sources to accurately monitor the regional economy, gain insights into where economic gains are occurring, and better understand where Niagara Region and local municipalities can take action to help facilitate economic growth and opportunity. The data collected each year through the Employment Inventory provides detailed local business information that is not available through Statistics Canada data. In most cases, Statistics Canada data is updated once every 5 years, whereas the Employment Inventory is updated on a yearly basis. Statistics Canada data is ideal for performing analysis at the regional and municipal level, but lacks the ability to analyze raw business data at the street address level. Collecting annual business data at the street address level allows for micro analysis to be done at custom geographies and time series. Reliable and comprehensive data about our business community is integral towards understanding the Region’s employment context and facilitating the Region to respond quickly to emerging economic development opportunities. Furthermore, the Employment Inventory dataset plays a significant role in supporting decisions related to population and employment growth and forecasting, infrastructure investment (including public transit), socioeconomics, and the ongoing monitoring of economic conditions and trends. Page 547 of 687 PDS 6-2019 March 20, 2019 Page 6 ______________________________________________________________________ Table 4 (below) illustrates the number of businesses and jobs captured in 2018 based on the 2-digit North American Industry Classification System (NAICS). NAICS is a standardized industry classification system used to classify business establishments according to type of economic activity or industry. The top three sectors by number of jobs captured were associated with “Retail Trade”, followed by “Accommodation and Food Services” and “Health Care and Social Assistance” respectively. These three sectors account for almost 45% of th e total number of jobs reported by respondents in 2018. Table 4 – Number of Businesses and Jobs by NAICS Sector The Employment Inventory also provides a key opportunity for the Region to personally connect with local businesses in order to further develop partnerships, fostering an environment for innovation and development within the Niagara business community. Table 5 (below) highlights the responses received when business owners were asked “Is there anything Niagara Region could do to help support your business?”. For reporting purposes, the responses have been categorized into themes, however, the raw comments will be shared with internal staff as well as our local municipal partners. NAICS Industry Sector (2-Digit) Number of Businesses 2018 Number of Jobs 2018 Number of Jobs Proportion of Region Retail trade 2,647 23,733 16.7% Accommodation and food services 1,647 19,110 13.4% Health care and social assistance 1,227 17,939 12.6% Manufacturing 845 15,577 11.0% Educational services 232 10,280 7.2% Arts, entertainment and recreation 378 8,706 6.1% Public administration 195 7,421 5.2% Construction 373 5,474 3.8% Other services (except public administration)1,602 5,407 3.8% Administration and support, waste management and remediation services 279 4,857 3.4% Professional, scientific and technical services 715 4,269 3.0% Finance and insurance 461 4,065 2.9% Transportation and warehousing 221 3,563 2.5% Agriculture, forestry, fishing and hunting 139 3,409 2.4% Real estate and rental and leasing 286 3,230 2.3% Wholesale trade 262 3,107 2.2% Information and cultural industries 152 1,097 0.8% Utilities 32 704 0.5% Management of companies and enterprises 12 161 0.1% Mining, quarrying, and oil and gas extraction 7 75 0.1% Undetermined 8 0 0.0% Total 11,720 142,184 100.0% Page 548 of 687 PDS 6-2019 March 20, 2019 Page 7 ______________________________________________________________________ Table 5 - “Is there anything Niagara Region could do to help support your business?” In keeping with Niagara Region’s collaborative One Team mandate, this year’s inventory featured a series of questions for our SAEO department to assist in gaining better insights to the educational levels that are required to work for businesses. This demonstrates the capacity for the inventory to feature additional questions (on a limited scale) from other potential stakeholders in subsequent surveys. Table 6 (below) illustrates the responses from businesses when asked, “What educational levels are required to work for your business?”. Table 6 – Minimum Education Levels Required Education Question Yes No Decline Require a high school diploma (or equivalent) 3,964 3,696 416 Require a college diploma or university degree 2,452 5,154 433 Employ workers with trades certificates or are involved in an apprenticeship program 1,713 5,865 449 Response Theme Responses Received Proportion Taxes and Utilities 310 15.0% Business Exposure 300 14.5% Beautification/Infrastructure/Traffic Issues/Construction 293 14.2% Incentives/Grants/Contracts 279 13.5% Skills and Labour Force 211 10.2% Transit 109 5.3% Social Support Programs/Programs 101 4.9% Awareness and Education 98 4.7% Parking Issues 81 3.9% Uncategorized 75 3.6% Waste Management 70 3.4% Development Process/Zoning/Land Use 54 2.6% Health and Safety 40 1.9% Minimum Wage Increase Concerns 32 1.5% Development Charges 16 0.8% Total 2069 100% Page 549 of 687 PDS 6-2019 March 20, 2019 Page 8 ______________________________________________________________________ Other departments within the Region also benefit from this dataset. The results are currently assisting in informing Regional service delivery decisions such as: • Providing sufficient levels for servicing child care centres • Providing up-to-date employer data for the Building Employment Networks Niagara (BENN) application used to match Ontario Works and Ontario Disability Support clients to available training and job opportunities • Locating premises for the Environmental Health Legionella Exposure Inventory • Assisting with waste management communication outreach • Informing Economic Prosperity Dashboard indicators A subset of the 2017 Employment Inventory results was previously released to the public through the Niagara Region Open Data Portal. Open Data promotes innovation and fosters greater transparency and accountability. Since May 2018, the 2017 Employment Inventory Open Data dataset has attracted 677 page views and a total of 112 download events. The following list identifies the attributes that are made openly available to the public: • Business Name • Street Address, Unit # • Municipality • Postal Code • Business Website • 6-digit North American Industry Classification System (NAICS) code • Employee Size category based on Statistics Canada, Canadian Industry Statistics. o Micro 1-4 employees o Small 5-99 employees o Medium 100-499 employees o Large 500 + employees Alternatives Reviewed The goal of the Employment Inventory is to update the data on an annual basis to monitor, understand, and track trends over time. With successive years of data collection, historic trends analysis of the data will show how specific businesses, business sectors and geographic areas of employment in Niagara evolve over time as our economy changes. Continuing to collect this level of data annually provides a baseline to analyze historical trends, forecast employment growth, supplement other employment sources and provide a resource back to the community. Page 550 of 687 PDS 6-2019 March 20, 2019 Page 9 ______________________________________________________________________ Relationship to Council Strategic Priorities The Employment Inventory is a key tool that the Niagara Region uses to strengthen its economic competitiveness by better understanding its current employment landscape and workforce composition. Data collected through the Employment Inventory plays a significant role towards informing future decisions related to population and employment growth, infrastructure investment, public transit planning, economic development, and the ongoing monitoring of economic conditions. The Niagara Region continues to rely on this dataset as a valuable asset when developing robust business cases designed to attract investment, innovation, and entrepreneurship to Niagara and strengthen the Region’s position globally. Other Pertinent Reports • PDS 13-2016 • PDS 1-2017 • PDS 5-2018 ________________________________ Prepared by: John Docker Planner Planning and Development Services ________________________________ Recommended by: Rino Mostacci, MCIP, RPP Commissioner Planning and Development Services ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Daniel Turner, Employment Inventory Data Intern, and reviewed by Isaiah Banach, Manager, Long Range Planning. Appendices Appendix 1 2018 Employment Inventory Questionnaire Page 10 Page 551 of 687 PDS 6-2019 Appendix 1 March 20, 2019 2018 Niagara Region Employment Inventory Page 10 Please return completed form to Niagara Region, Planning and Development Services at your earliest convenience. E-mail: employmentinventory@niagararegion.ca Fax: 905-641-5208 Mail: Employment Inventory, 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Niagara Region is conducting an annual inventory of businesses to gather information for planning policy and economic development purposes. Information collected through this inventory will be grouped together and publicly reported to Regional Council in 2018. Information collected through this inventory will also be shared with Niagara’s local municipal governments, economic development offices and Employment Ontario agencies. A subset of the information collected will be released publically through Niagara Region's open data program, observing your rights and freedoms outlined in the Municipal Freedom of Information and Protection of Privacy Act. For more information about this initiative please visit www.niagararegion.ca/employmentinventory. Business Name: Business Contact Name: Business Street Address: Unit/Suite #: Municipality: Postal Code: Business Telephone #: Business Contact Email: Business Website: Business Mailing Address: (only if different from above) What year did this business open in Niagara? Is this business involved in the tourism sector? Yes ☐ No ☐ Does your business sell goods or services outside Canada? Yes ☐ No ☐ Does this business have foreign or international ownership? Yes ☐ No ☐ If yes, what is the primary country of origin of the foreign ownership? Provide details about the specific services and/or agricultural activities associated with this business. (e.g. Full-service restaurant, Home furnishing store, Insurance agency, Machine shop, Engineering services, Roofing contractor, Vineyard, Dairy cattle farm, etc). What is the INDOOR floor size (GFA) of this business? What is the OUTDOOR operating area of this business (if applicable)? ☐ Feet ☐ Metres ☐ Estimate ☐ Acres ☐ Hectares ☐ Estimate How many people are presently employed (including owners) at THIS location? Business Identification Page 552 of 687 PDS 6-2019 Appendix 1 2018 Niagara Region Employment Inventory March 20, 2019 Page 11 Please return completed form to Niagara Region, Planning and Development Services at your earliest convenience. E-mail: employmentinventory@niagararegion.ca Fax: 905-641-5208 Mail: Employment Inventory, 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 # of Full Time Employees (work more than 30 hours per week) # of Part Time Employees (work less than 30 hours per week) PERMANENT SEASONAL (between 4-6 months per year) CONTRACT Do your employees work shift work? ☐ Yes ☐ No Do your employees work weekends? ☐ Yes ☐ No (work outside the hours of 7:00 am to 6:00 pm) Do employees require a High School Diploma (or equivalent) to work for this business (not including summer students)? ☐ Yes ☐ No Do any positions require a College Diploma or University Degree to work for this business? ☐ Yes ☐ No Do you require employees to possess a Trades Certificate or be involved in an Apprenticeship Program? ☐ Yes ☐ No Niagara Region is interested in learning more about business productivity across various industry sectors of the economy. This information will be used to inform regional economic development programming and activities Could the productivity and/or efficiency of your business benefit from adopting new technologies? ☐ Yes ☐ No Do you require any assistance in adopting new technology into your business? ☐ Yes ☐ No Do you have procedures or processes in place to evaluate employee productivity (i.e. employee performance management)? ☐ Yes ☐ No Is there anything the Niagara Region could do to help support your business? Do you consent to receive email communication from NIAGARA REGION on specific regional programs or services that may be related to your business? Yes ☐ No ☐ Additional Information Educational required to work for this business (payroll employees) Business Productivity Consent Page 553 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PEDC 3-2019, March 20, 2019 PDS 9-2019, March 20, 2019 LOCAL AREA MUNICIPALITIES NIAGARA PENINSULA CONSERVATION AUTHORITY (NPCA) SENT ELECTRONICALLY New Official Plan Consultation Timeline Framework PDS 9-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Planning and Economic Development Committee: That Report PDS 9-2019, dated March 20, 2019, respecting New Official Plan Consultation Timeline Framework, BE RECEIVED and BE CIRCULATED to the Local Area Municipalities and the Niagara Peninsula Conservation Authority (NPCA). A copy of PDS 9-2019 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk :jg CLK-C 2019-083 cc: D. Heyworth Official Plan Policy Consultant, Community and Long Range Planning N. Oakes Executive Assistant to the Commissioner, Planning and Development Services R. Mostacci Commissioner, Planning and Development Services Page 554 of 687 PDS 9-2019 March 20, 2019 Page 1 Subject: New Official Plan Consultation Timeline Framework Report to: Planning and Economic Development Committee Report date: Wednesday, March 20, 2019 Recommendations 1. That Report PDS 9-2019, respecting the New Official Plan Consultation Timeline Framework, BE RECEIVED; and 2. That Report PDS 9-2019 BE CIRCULATED to the Local Area Municipalities and the Niagara Peninsula Conservation Authority (NPCA). Key Facts  In November 2017, Council approved a High Level Process Framework for the New Official Plan.  In 2018 Council approved frameworks for priority Background Studies, developed through consultation with Area Planners, for Growth Management, namely; Urban Structure, Employment Lands Strategy, Housing Strategy and Land Needs Assessment, as well as Natural Environment and Rural Systems, namely; Natural Environment, Agriculture, Climate Change and Aggregates.  In 2018, a presentation to Local Councils on the High Level Official Plan framework occurred and individual meetings held with Area Planners to gather planning input.  On July 5, 2018, a Special Meeting of Council occurred under the Planning Act to hear public comments on the development of a New Official Plan. The Council passed a motion relative to consultation for the New Official Plan.  The progression of Background Studies, which will inform the New Official Plan, has allowed staff to develop a more detailed Consultation Timeline Framework for the Official Plan.  The Consultation Framework incorporates consultation during key steps of the Background Reports development, as well as the draft policy stage. Financial Considerations Council approved the resources to complete the New Official Plan over the next 5 years as part of the 2017 Budget Process. The completion of the necessary Background Studies and preparation of the New Official Plan will require the combination of significant staff and consulting resources over the next three years. Page 555 of 687 PDS 9-2019 March 20, 2019 Page 2 ______________________________________________________________________ Analysis Background When the Regional Official Plan was approved in the mid 1970's, the Region’s role and content of the Plan focused on protecting agricultural lands and establishing urban (settlement area) boundaries. Over the years, amendments occurred to reflect the Region's increased planning functions under an evolving provincial planning system. In 2017, a budget was established to develop a contemporary and user friendly Official Plan that provides a consistent structure and reflects the current comprehensive planning framework. Key Official Plan Objectives The key objectives of the New Official Plan in terms of structure and content are to:  promote and achieve great development outcomes;  be more user friendly for the public, stakeholder groups, consultants, staff and Council;  be more concise and provide clearer policy guidance where necessary and latitude where appropriate; and  address Provincial requirements, Regional interests and provide guidance to the Local Area Municipalities. Priority Background Studies In 2018 Council approved frameworks for eight interrelated priority Background Studies, developed through consultation with Area Planners, for Growth Management, namely; Urban Structure, Employment Lands Strategy, Housing Strategy and Land Needs Assessment, as well as Natural Environment and Rural Systems, namely; Natural Environment, Agriculture, Climate Change and Aggregates (See Appendix 1). These Background studies are essential to inform the preparation of the new Official Plan. Consultation Several important consultation steps have taken place already to both inform and create awareness of the development of the New Official Plan. Imagine Niagara was a consultation process initiated in 2013 to gather input for the updating of the Official Plan to 2031. It was a nine month process with over 4,000 surveys and 2,000 resident comments which identified important themes outlined in Page 556 of 687 PDS 9-2019 March 20, 2019 Page 3 ______________________________________________________________________ Appendix 2. While provincial planning now requires planning policy to address growth to 2041, planning staff consider the themes generated from public input under Imagine Niagara to be current and relevant. In the proposed timeline there will be the opportunity for the public to comment in general on policy matters and objectives, as well as on more specific policy as it develops. Regional Council approved a High Level Process Framework for the new regional Official Plan in November 2017. This framework was presented to Planning and Economic Development Committee in January 2019 by the Director of Community and Long Range Planning. In 2018 meetings were held with Area Planners to develop the frameworks for the Background Studies, the frameworks were approved by Council and on July 5, 2018, a Special Meeting of Council occurred under the Planning Act to hear public comments on the development of a new Regional Official Plan. Throughout the second half of 2018, presentations to each Local Council regarding the Framework of the new Regional Official Plan took place. Consultation Timeline Framework The Consultation Timeline Framework, included in Appendix 3, provides for the following key aspects:  the creation of a consolidated draft New Official Plan by end of 2020 for consultation, refinement and approval be end of 2021;  opportunities for input at key stages of Background study formulation and draft policy stages;  stakeholder and public input;  keeping local Councils and Area Planners informed;  a webpage and e-mail for the New Official Plan for comment;  Public Information Centres (Public Open Houses) that will seek comments based on policy direction based on the results of background studies . The Consultation Timeline Framework identifies major points of public and stakeholder consultation and target timelines, recognizing that flexibility is required to adapt to evolving provincial direction, new issues and shifting priorities. Council will be advised of any major changes to the consultation framework. While not depicted in the Consultation Timeline Framework, each phase will include inter-departmental collaboration, engagement with working groups established for Page 557 of 687 PDS 9-2019 March 20, 2019 Page 4 ______________________________________________________________________ various work programs, and input from the Planning Advisory Committee. The public and Indigenous communities will also be engaged throughout the process. “Phase 1 – Project Initiation” of the Consultation Timelines Framework in Appendix 3 has been completed. The following is a summary of the upcomin g public and stakeholder consultation activities identified in Appendix 3. Phase 2 – Background and Options A number of background reports and discussion papers will be prepared to help inform the development of policy options for the New Official Plan. The reports and discussion papers will be brought to Committee and Council for endorsement before being released for consultations. It is anticipated that the endorsed documents will be posted on the Official Plan website for information and feedback. In addition, stakeholder consultations will be held on background and options, leveraging opportunities to group topics of interest to various stakeholder groups. This phase will conclude with four Public Open Houses, spread geographically across the region to provide easy access for residents in central, north-east, north-west and southern Niagara. Phase 3 – Recommendations The consultations at the background and options phase will help to inform the development of recommendations for the New Official Plan. It is anticipated that additional consultations will be held with stakeholders, as needed, to further refine the options and develop a recommended approach. A report summarizing the consultation feedback to date and recommended direction for the New Official Plan will be brought to Committee and Council for endorsement. Phase 4 – Draft Policies and Schedules Once the policy direction has been established for the new Official Plan, policies and schedules will be drafted for further consultation. Policy sets and applicable schedules for each topic area will be posted on the Official Plan website for information and input. Additional stakeholder consultations will be held on draft policies and schedules. The public will also have opportunities to provide input though Public Open Houses and Public Meetings at Committee. This phase will conclude with a report to Committee and Council seeking endorsement of the draft consolidated Official Plan in principle. Phase 5 & 6 – Draft Official Plan The draft consolidated Official Plan will be posted on the Official Plan website for information and input. During this phase, the statutory Public Open House and statutory Public Meeting will also be held on the draft Official Plan, as required under the Planning Act. This input will inform the development of the final Official Plan to be brought to Committee and Council for adoption and the Province for approval (Phase 6). Page 558 of 687 PDS 9-2019 March 20, 2019 Page 5 ______________________________________________________________________ Alternatives Reviewed On July 5, 2018, a Special Meeting of Council occurred under the Planning Act to hear public comments on the development of a New Official Plan. The Council passed a motion relative to consultation for the New Official Plan, being: That Regional Council AUTHORIZE the preparation of a comprehensive New Official Plan in accordance with the requirements of the Planning Act involving the area municipalities including open houses in each municipality. The scenario of holding an Open House in every municipality was discussed with Area Planners and it was felt the process would likely result in comments on local issues that would not relate to Regional planning responsibilities. A significant level of input was gathered through Imagine Niagara, which was considered in the structure of background reports, and this Consultation Framework will provide the opportunity for public comment on substantive planning/policy content. The New Official Plan has many components – the sections addressed by the priority Background Studies, as well as servicing, transportation and cultural heritage. There will be public and stakeholder input at various stages of these studies. The co-ordination and gathering of input requires the grouping of topics and locations for input. Relationship to Council Strategic Priorities The new Regional Official Plan will assist in implementing Council’s Strategic Priority of Innovation, Investment, & Entrepreneurship. Other Pertinent Reports  PDS 40-2016 – Regional Official Plan Update  PDS 41-2017 – New Official Plan Structure and Framework  PDS 3-2018 – New Official Plan Update  PDS 6-2018 – Natural Environment Project Initiation Report  PDS 18-2018 – Natural Environment – Project Framework  PDS-21-2018 – Municipal Comprehensive Review Update-New Regional Official Plan and Growth Management Program Page 559 of 687 PDS 9-2019 March 20, 2019 Page 6 ______________________________________________________________________ ________________________________ Prepared by: David Heyworth, MCIP, RPP Official Plan Policy Consultant Community and Long Range Planning ________________________________ Recommended by: Rino Mostacci, MCIP, RPP Commissioner Planning and Development Services ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Lindsey Savage, MCIP, RPP, Senior Planner- Regional Official Plan, and reviewed by Doug Giles, MCIP, RPP, Director, Community and Long Range Planning. Appendices Appendix 1 Priority Background Studies Page 7 Appendix 2 Imagine Niagara Themes Page 8 Appendix 3 Consultation Timeline Framework Page 9 Page 560 of 687 PDS 9-2019 March 20, 2019 Page 7 ______________________________________________________________________ APPENDIX 1 – PRIORITY BACKGROUND STUDIES Growth Management Natural Systems Land Budget Employment Lands Strategy Urban Structure Housing Strategy Natural Environment Agriculture Climate Change Aggregate Resources Page 561 of 687 PDS 9-2019 March 20, 2019 Page 8 ______________________________________________________________________ APPENDIX 2 – IMAGINE NIAGARA THEMES Results – Ranking of Themes 1. Growing the Economy 2. Employment 3. Natural Environment 4. Rural and Agriculture 5. Infrastructure 6. Transportation 7. Managing Growth 8. Engagement Page 562 of 687 PDS 9-2019 March 20, 2019 Page 9 ______________________________________________________________________ APPENDIX 3 – CONSULTATION TIMELINE FRAMEWORK Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 Q3 2021 PHASE 6 - ADOPTION Q4 2021PHASE 1 - PROJECT INITIATIONPHASE 2 - BACKGROUND + OPTIONSPHASE 3 - RECOMMENDATIONSPHASE 4 - DRAFT POLICIES AND SCHEDULESPHASE 5 - DRAFT OFFICIAL PLANNatural & Rural Systems Natural Environment Climate Change Agriculture Aggregates Stakeholder Consultations: Natural + Rural Systems Background + Options PEDC/Council: Consultation Plan Local Councils:Checkpoint 2 PICs x2:NatEnv. Bckgrnd. PEDC/Council: Endorsement of Background Reports Prior to Consultation PICs x4 Natural + Rural Systems and Growth Management Background + Options Stakeholder Consultations: Growth Management Background + Options Endorsed Reports Posted on Website for Input Stakeholder Consultations: Natural + Rural Systems Options + Recommendations (As Needed) Stakeholder Consultations: Growth Management Options + Recommendations (As Needed) PEDC/Council: Summary of Consultation Feedback + Recommended Direction for OP Stakeholder Consultations: Natural + Rural Systems Draft Policies PEDC/Council: Endorsement of Draft Consolidated OP in Principle Draft Policy Sets and Schedules Posted on Website for Input Stakeholder Consultations: Growth Management Draft Policies PM x1: NatEnv.+ C.C. Draft Policies PM x1: Ag.Draft Policies PM x1: Agg. Draft Policies PM x1: Hous.+ Emp. Draft Policies PM x1: Struc. + Budg.Draft Policies Draft Consolidated OP Posted on Website for Input Statutory Public Open House: Draft OP Statutory PM: Draft OP PEDC/Council: Adoption of Final OP Local Councils:Checkpoint 1 PEDC/Council: OP Process Framework Statutory Special Council Meeting Stkhldr Consult. NatEnv. Bckgrnd. APAC Growth Management Urban Structure Housing Strategy Employment Strategy Land Budget Opportunity for Local Planning Departments to Present Comments on Draft OP to Local Committees/Councils Opportunity for Local Planning Departments to Present Comments on Draft Policies and Schedules to Local Committees/Councils Local Councils:Checkpoint 3 PIC x1: Natural + Rural Systems Draft Policies PIC x1: Growth Management Draft Policies Page 563 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PWC 3-2019, March 19, 2019 PW 20-2019, March 19, 2019 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY Base and Enhanced Services for Next Collection Contract PW 20-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Public Works Committee: That Report PW 20-2019, dated March 19, 2019, respecting Base and Enhanced Services for Next Collection Contract, BE RECEIVED and the following recommendations BE APPROVED: 1. That, based on the results of consultations with the various stakeholder groups, including the Local Area Municipalities (LAMs), the Request for Proposal (RFP) for Niagara Region’s next garbage, recycling and organics collection contract BE APPROVED to include the following base collection options: a. Obtain pricing for the following garbage collection frequency options: i. Every-other-week (EOW) garbage collection for all residential properties and for those Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located outside Designated Business Areas (DBAs), as a base service (weekly recycling and organics to continue, and current garbage container (bag/can) limits would double for affected sectors, on an EOW basis); and ii. Status quo – weekly base garbage collection service for all residential, IC&I and MU properties. Current garbage container limits would not change. Page 564 of 687 Base and Enhanced Services for Next Collection Contract April 9, 2019 Page 2 b. Establish a four (4) item limit per residential unit, per collection, for large item collection at Low-Density Residential (LDR) properties, as a base service; c. Obtain pricing to discontinue and continue appliances and scrap metal curbside collection at LDR properties, as a base service; d. Change the weekly garbage container (bag/can) limits for Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located inside Designated Business Areas (DBAs) from seven (7) containers to four (4) containers per property, as a base service; and e. Change the weekly garbage container (bag/can) limit for MU properties located outside DBAs from six (6) containers to four (4) containers per property, as a base service. 2. That mandatory use of clear garbage bags, with the option of allowing an opaque privacy bag to be placed inside the clear bag, NOT BE IMPLEMENTED for all sectors, as a base service, at this time; 3. That the enhanced collection services requested by the LAMs and identified in this report BE INCLUDED in Niagara Region’s next garbage, recycling and organics collection contract RFP; 4. That a follow-up report BE SUBMITTED to Public Works Committee with recommendations for weekly versus EOW garbage collection and continuing versus discontinuing appliances and scrap metal curbside collection following receipt of pricing for these options in next collection contract RFP submissions; and 5. That Report PW 20-2019 and Council’s resolutions BE CIRCULATED to the LAMs for their information. A copy of PW 20-2019 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk :jg CLK-C 2019-084 Page 565 of 687 Base and Enhanced Services for Next Collection Contract April 9, 2019 Page 3 cc: B. Whitelaw Program Manager, Policy & Planning, Waste Management Services N. Coffer Executive Assistant, Public Works Department C. Habermebl Acting Commissioner, Public Works Department Page 566 of 687 PW 20-2019 March 19, 2019 Page 1 Subject: Base and Enhanced Services for Next Collection Contract Report to: Public Works Committee Report date: Tuesday, March 19, 2019 Recommendations 1. That, based on the results of consultations with the various stakeholder groups, including the Local Area Municipalities (LAMs), the Request for Proposal (RFP) for Niagara Region’s next garbage, recycling and organics collection contract BE APPROVED to include the following base collection options: a) Obtain pricing for the following garbage collection frequency options: i) Every-other-week (EOW) garbage collection for all residential properties and for those Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located outside Designated Business Areas (DBAs), as a base service (weekly recycling and organics to continue, and current garbage container (bag/can) limits would double for affected sectors, on an EOW basis), and ii) Status quo – weekly base garbage collection service for all residential, IC&I and MU properties. Current garbage container limits would not change. b) Establish a four (4) item limit per residential unit, per collection, for large item collection at Low-Density Residential (LDR) properties, as a base service. c) Obtain pricing to discontinue and continue appliances and scrap metal curbside collection at LDR properties, as a base service. d) Change the weekly garbage container (bag/can) limits for Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located inside Designated Business Areas (DBAs) from seven (7) containers to four (4) containers per property, as a base service. e) Change the weekly garbage container (bag/can) limit for MU properties located outside DBAs from six (6) containers to four (4) containers per property, as a base service. 2. That mandatory use of clear garbage bags, with the option of allowing an opaque privacy bag to be placed inside the clear bag, NOT BE IMPLEMENTED for all sectors, as a base service, at this time; Page 567 of 687 PW 20-2019 March 19, 2019 Page 2 ______________________________________________________________________ 3. That the enhanced collection services requested by the LAMs and identified in this report BE INCLUDED in Niagara Region’s next garbage, recycling and organics collection contract RFP; 4. That a follow-up report BE SUBMITTED to Public Works Committee with recommendations for weekly versus EOW garbage collection and continuing versus discontinuing appliances and scrap metal curbside collection following receipt of pricing for these options in next collection contract RFP submissions; and 5. That Report PW 20-2019 and Council’s resolutions BE CIRCULATED to the LAMs for their information. Key Facts  The purpose of this report is to seek Council’s approval of the base collection services and identification of the enhanced services to be included in Niagara Region’s next collection contract RFP.  In addition to the stakeholder consultation and engagement process undertaken in Q3/4 2018, Niagara Region made presentations to each of the twelve (12) LAM Committees or Councils on the proposed base collection options and their enhanced collection services in Q1 2019.  The majority of LAMs supported the proposed base collection options (see summary of the LAM positions in Appendix 1 and LAM resolutions in Appendix 2 of this report).  Niagara Region also consulted with the Region’s Accessibility Advisory Committee (AAC) representative to obtain input with respect to how these service delivery changes might impact communities of people who live with various disabilities (see Appendix 3 of this report for AAC’s resolution). Financial Considerations It is estimated that without any changes to the existing collection service levels to be provided in Niagara Region’s next contract, the annual contract cost could be greater than $25 million in 2021. This is based on an average of the bids received for t he current collection contract, plus annual escalation of 1.9%. Factors such as, but not limited to, the increase in minimum wage and driver shortages will more than likely impact pricing. The primary financial implications of implementing the proposed recommendations include:  Final consideration of inclusion of EOW garbage collection in the next collection contract would occur after pricing is received for this option. As a point of reference: o In response to Niagara Region’s last collection contract RFP, excluding one submission anomaly, on average bidders priced a cost reduction of approximately $1.2 million annually for EOW garbage collection. Page 568 of 687 PW 20-2019 March 19, 2019 Page 3 ______________________________________________________________________ o Region of Waterloo’s implementation of EOW garbage collection in their 2017 contract resulted in an annual contract savings of approximately $1.5 million.  Elimination of Niagara Region’s annual contract cost to provide appliance and scrap metal curbside collection, which currently is approximately $130,000, should Niagara Region decide to discontinue this service.  Incremental cost avoidance for the proposed weekly large item and garbage container limit changes, which would likely be offset by incremental increases in the organics and recycling collection costs, based on anticipated increased participation in diversion programs.  Extended site life for open Regional landfills, and more revenue generating capacity from the reduction of divertible materials being landfilled by residents and other service users who are participating in the curbside recycling and organics collection programs.  Cost avoidance/cost reduction in the landfill contract with Walker Environmental due to an increase in the diversion of waste from disposal. This may be offset by increased tonnages of food and organic waste collected at the curb from improved participation and capture rates, which would result in increased processing contract costs, unless the tonnages are reduced through food waste avoidance and other reduction initiatives.  Reduction of organics being landfilled will result in three financial and environmental benefits: o Less methane emission, which reduces the landfill carbon footprint for climate change reduction. o Improved leachate quality, which lessens the potential for environmental impact. o Overall, there will be a long-term cost reduction with care and control of these landfill sites. Based on the Region’s Landfill Liability Model, the contaminating life and monitoring would be reduced by approximately five (5) years, and thus produce an estimated annual savings for the two Regional landfill sites of $1.3 million. Analysis A) BACKGROUND At its January 17, 2019 meeting, Regional Council approved Report PW 3 -2019 – Proposed Base Services for Next Collection Contract. All of the recommendations contained within this report were approved, with the following two (2) amendments, and the additional request that staff obtain input from Niagara Region’s AAC: i) Mandatory Use of Clear Garbage Bags – Staff recommended to not include clear garbage bags in the RFP, but instead it was added as an option for consideration. ii) Discontinuation of Appliances and Scrap Metal Collection - Staff recommended to discontinue appliances and scrap metal collection, but instead it was decided to include, for pricing, in the next collection RFP. Page 569 of 687 PW 20-2019 March 19, 2019 Page 4 ______________________________________________________________________ A copy of Report PW 3-2019 and Council’s resolutions were circulated to the LAMs on January 22, 2019, for their review and comments. A copy of Metroline’s stakeholder consultation report was circulated to the LAMs on February 8, 2019, for their information. Niagara Region made presentations to each of the twelve (12) LAM Committees or Councils on the proposed base collection options and their enhanced collection services, between December 17, 2018 and February 13, 2019. Formal LAM comments were requested by February 20, 2019. Appendix 1 includes a summary of the LAM positions on the proposed base collection options. Appendix 2 includes the detailed LAM Council resolutions, which were received by Niagara Region, as of February 26, 2019. Niagara Region also consulted with the Region’s AAC representative to obtain input with respect to how these service delivery changes might impact communities of people who live with various disabilities. Appendix 3 includes the resolution that was passed at the AAC meeting, on January 22, 2019. B) PROPOSED BASE COLLECTION SERVICES The proposed base collection options were circulated to the LAMs and the AAC, for their review and comments. Based on input received and the benefits and other implications associated with each proposed service option, which are outlined below, all options are recommended for inclusion in the Niagara Region’s next collection contract RFP, with the exception of mandatory clear bags for garbage. i) Obtain pricing for the following garbage collection frequency options: a) Every-other-week (EOW) garbage collection for all residential properties and for those Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located outside Designated Business Areas (DBAs), as a base service (weekly recycling and organics to continue, and current garbage container (bag/can) limits would double for affected sectors, on an EOW basis).  Key Rationale: o Extend existing landfill site capacity o Contract cost avoidance o Increase participation and capture rates in Region’s diversion programs:  Nearly 50% of Niagara’s LDR garbage bag contains organic waste and only 48% of Niagara’s LDR households use the Green Bin program.  IC&I and MU audits show the recycling and organics diversion programs are underutilized. Only 34% of IC&I and 61% of MU properties outside DBA participate in the recycling program. Only 11% of IC&I and 20% of MU properties outside DBA participate in the organics program.  Summary of LAM Positions: o Seven (7) LAM Councils (Fort Erie, Grimsby, Lincoln, Pelham, Port Colborne, Thorold, Welland) voted to support EOW garbage collection. Page 570 of 687 PW 20-2019 March 19, 2019 Page 5 ______________________________________________________________________ o Four (4) LAM Councils (Niagara Falls, Niagara-on-the-Lake (NotL), Wainfleet, West Lincoln) voted to not support EOW garbage collection. o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for EOW garbage collection.  Summary of AAC Position: o The AAC identified a number of odour/health and safety concerns related to EOW garbage collection for those individuals living with various disabilities, some of which may be managed through the special set-out service. These are included, in more detail, in Appendix 3 of this report and staff will be following up with suggestions to AAC to help mitigate concerns.  Other Municipality Experiences: o Approximately 70% of Niagara Region’s thirteen (13) municipal comparators (Barrie, Durham, Halton, Markham, Ottawa, Toronto, Vaughan, Peel and Waterloo) provide EOW garbage collection service. Their residents have adapted to this change. o Municipalities reported waste diversion rate increases between 6% (Peel) and 16% (Durham). This diversion rate increase depended on whether the municipality introduced other diversion programs (i.e. organics) at the same time as EOW garbage. o Municipalities reported annual contract savings between $200,000 (Barrie), Waterloo ($1.5 million), and $12 million (Peel), depending on size of the contract and any other contract changes that were implemented (i.e. EOW, carts, etc.)  However, Peel staff reported a one-time initial cost to implement three- stream cart collection of $35 million (based on 325,000 single-family homes), with an estimated annual maintenance and replacement cost of $1 to 3 million. o Experiences in other municipalities (i.e. Barrie, Durham, Halton, Markham, Ottawa, Peel, Toronto and Waterloo) have found that, generally speaking, switching over to EOW garbage collection did not contribute to any significant increases in illegal dumping, or increases in rodents, provided residents use their Green Bin and store their waste properly. Additional observations from Peel include:  A decrease in rodent complaints occurred after switching to EOW garbage collection. Participation in the organics program increased and the organic material that attracts the rodents is usually found in that cart, which is collected weekly. If residents did call in about rodents, the first question asked was if they were using their organics cart; 9 of 10 times they were not, and those calls are rarely received anymore.  A high number of illegal dumping calls do not occur, and it did not increase after the new EOW program. o Municipalities reported that some residents/businesses initially complained about the reduction in garbage collection frequency, but these complaints did not persist more than a few months. Page 571 of 687 PW 20-2019 March 19, 2019 Page 6 ______________________________________________________________________  Telephone and Online Survey Results: o Based on the results of these surveys (refer to Figure 1 below), 48% (telephone) and 58% (online) of LDR households feel there would be at least “some” impact if Niagara Region switched to EOW garbage collection . o 45% (telephone) and 33% (online) of LDR households feel there would little to no impact to their household, if Niagara Region switched to EOW garbage collection. o Conclusion: Residents are fairly evenly split on how EOW garbage collection would impact their household. Figure 1: Impact of Implementing Every Other Week Garbage Collection at LDR Households, by Survey Type Low Density Residential Households Telephone (n=1,253) Online (n=6,639) A big impact 27% 37% Some impact 21% 21% Might or might not be an impact 7% 9% Not much of an impact 19% 17% No impact 26% 16% Impact Ratio (big/some vs. not much/no impact) +3% +25% o Based on the results of the online survey (refer to Figure 2 below), 74% of businesses (i.e. IC&I and MU properties) outside DBAs feel there would be at least “some” impact if Niagara Region switched to EOW garbage collection. o 17% of businesses outside DBAs feel there would little to no impact, if Niagara Region switched to EOW garbage collection. o 72% of IC&I and 55% of MU properties outside DBAs put out four (4) garbage containers per week or less. o 94% of IC&I and 100% of MU properties outside DBAs indicate that they are participating in the recycling program. o Only 20% of IC&I and 43% of MU properties outside DBAs indicate that they are participating in organics program. o Conclusion: Businesses outside the DBAs have a perceived need to continue having weekly garbage collection, however they are not fully utilizing their diversion programs. Page 572 of 687 PW 20-2019 March 19, 2019 Page 7 ______________________________________________________________________ Figure 2: Impact of Implementing Every Other Week Garbage Collection at IC&I and MU Properties Outside DBAs, by Survey Type IC&I and MU Properties Outside DBAs Total Online (n=86) IC&I Online (n=35) MU Online (n=51) A big impact 52% 43% 66% Some impact 22% 26% 17% Might or might not be an impact 8% 10% 6% Not much of an impact 8% 10% 6% No impact 9% 12% 6% Impact Ratio (big/some vs. not much/no impact) +57% +47% +71% b) Status quo – weekly base garbage collection service for all residential, IC&I and MU properties. Current garbage container limits would not change. ii) Mandatory use of clear bags for garbage, with the option of allowing an opaque privacy bag to be placed inside the clear bag, for all sectors (both inside and outside DBAs).  Key Rationale: o Extends existing landfill site capacity o Increases waste diversion  Summary of LAM Positions: o Six (6) LAM Councils (Fort Erie, Grimsby, Pelham, Thorold, Welland, Wainfleet) voted to support mandatory use of clear garbage bags. o Five (5) LAM Councils (Lincoln, Niagara Falls, NotL, Port Colborne, West Lincoln) voted to not support mandatory use of clear garbage bags. o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for mandatory use of clear garbage bags.  Summary of AAC Position: o The AAC identified a number of privacy and safety concerns related to the mandatory use of clear garbage bags for those individuals living with various disabilities. These are included, in more detail, in Appendix 3 of this report. o As a result, the AAC passed the motion to recommend to Waste Management staff that the mandatory use of clear garbage bags not be included as part of the waste collection service delivery changes for the next collection contract .  Other Municipality Experiences: o Implementing clear bags resulted in a 6% increase in Markham’s 2014 diversion rate, for a total diversion rate of 81%. o Markham reported that due to the clear bag program:  Residents are motivated to recycle due to social pressure.  Awareness is increased of what is placed in their garbage, due to visibility of bag contents. Page 573 of 687 PW 20-2019 March 19, 2019 Page 8 ______________________________________________________________________  Eliminates (or minimizes) the option of residents concealing hazardous or non-acceptable materials (e.g. Recyclables, organics) in the garbage.  Existing landfill disposal capacity is preserved. o Markham reported that:  Some residents using clear bags initially complained that using clear bags was an invasion of their privacy. Markham addressed this concern by allowing residents to place up to four small opaque bags inside the clear bag for sensitive items. Markham reported this is not an issue with residents .  Staff did not detect any instances of illegal dumping in their public parks or boulevards.  Clear garbage bags do not lead to more issues with rodents, provided residents are properly diverting organic waste into the Green Bin . o Markham confirmed that clear garbage bags do not cost any more than opaque garbage bags and are available in various sizes at stores.  Telephone and Online Survey Results: o Based on the results of these surveys (refer to Figure 3 below), 48% (telephone) and 27% (online) of LDR households indicated “some” support if Niagara Region switched to mandatory use of clear garbage bags. o 38% (telephone) and 62% (online) of LDR households indicated little to no support, if Niagara Region switched to mandatory use of clear garbage bags. o Conclusion: While there is some support for mandatory use of clear garbage bags, those residents opposed were quite vocal about their concerns (i.e. invasion of privacy, garbage police, etc.). Figure 3: Support for Implementing Mandatory Clear Garbage Bags at LDR Households, by Survey Type Low Density Residential Households Telephone (n=1,253) Online (n=6,639) Definitely would support 26% 13% Probably would support 22% 14% Might or might not support 14% 11% Probably would not support 14% 16% Definitely would not support 24% 46% Support Ratio (definitely/probably vs. probably would not/definitely would not support) +10% -35% o Based on the results of the online survey (refer to Figure 4 below), 4 0% of businesses (i.e. IC&I and MU properties) indicated “some” support if Niagara Region switched to mandatory use of clear garbage bags. o 47% of businesses indicated little to no support, if Niagara Region switched to mandatory use of clear garbage bags. Page 574 of 687 PW 20-2019 March 19, 2019 Page 9 ______________________________________________________________________ o While there is some support for mandatory use of clear garbage bags, those businesses opposed were quite vocal about their concerns (i.e. invasion of privacy, garbage police, etc.). Figure 4: Support for Implementing Mandatory Clear Garbage Bags at IC&I and MU Properties Inside and Outside DBAs, by Survey Type IC&I and MU Properties Total Online (n=166) IC&I Properties MU Properties Inside DBA (n=37) Outside DBA (n=51) Inside DBA (n=43) Outside DBA (n=35) Definitely would support 21% 14% 28% 23% 17% Probably would support 19% 22% 22% 19% 14% Might or might not support 13% 18% 12% 9% 6% Probably would not support 16% 16% 14% 16% 20% Definitely would not support 31% 30% 24% 33% 43% Support Ratio (definitely/probably support vs. would not support) -7% -10% +2% -3% -32% iii) Establish a four (4) item limit per residential unit, per collection, for large item collection at LDR properties.  Key Rationale: o Contract cost avoidance for services with limited usage:  93% of properties using the large item service set out four (4) items or less and 92% of the total bookings were for four (4) or less items.  The proposed four (4) item limit will meet the set-out needs, as most Niagara residents set-out an average of less than two (2) items per collection.  Summary of LAM Positions: o Eleven (11) LAM Councils (Fort Erie, Grimsby, Lincoln, Niagara Falls, NotL, Pelham, Port Colborne, Thorold, Wainfleet, Welland, West Lincoln) voted to support the establishment of a four (4) item limit, per collection, for large items o There weren’t any LAM Councils that voted to not support the establishment of a four (4) item limit, per collection, for large items. o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for the establishment of a four (4) item limit, per collection, for large items.  Other Municipality Experiences: o Average large item limit is three (3) per residential unit for those municipalities with weekly collection (i.e. Essex-Windsor, Hamilton, Simcoe), and four (4) per residential unit with bi-weekly collection (i.e. Durham, Halton, Markham, Toronto, Peel, Ottawa, Vaughan, Waterloo). Page 575 of 687 PW 20-2019 March 19, 2019 Page 10 ______________________________________________________________________ o Municipalities that implemented collection limits on the number of large items reported contract savings. These savings could not be isolated. o No municipalities identified any resident challenges or concerns with having limits on their large item collection.  Telephone and Online Survey Results: o Based on the results of these surveys (refer to Figure 5 below), 6% (telephone) and 13% (online) of LDR households feel there would be at least “some” impact if Niagara Region established a four (4) large item limit, per collection. o 89% (telephone) and 72% (online) of LDR households feel there would little to no impact to their household, if Niagara Region established a four (4) large item limit, per collection. o Conclusion: Implementing a four (4) large item limit, per collection, will not unduly impact Niagara region’s LDR households. Figure 5: Impact of Establishing a Four (4) Large Item Limit, per Collection, at LDR Households, by Survey Type Low Density Residential Households Telephone (n=1,253) Online (n=6,639) A big impact 2% 5% Some impact 4% 8% Might or might not be an impact 5% 15% Not much of an impact 25% 27% No impact 64% 45% Impact Ratio (big/some vs. not much/no impact) -83% -59% iv) Obtain Pricing to Discontinue and Continue Curbside Appliances and Scrap Metal Collection at LDR properties.  Key Rationale: o Contract cost avoidance for services with limited usage:  Tonnages have decreased by 94% since 2007.  Items can be recycled, at no cost, at the Region’s Drop-off Depots, or by scrap metal haulers/dealers.  Only 5% of properties are using this service.  Many of these items are scavenged before the Region’s collection contractor is able to collect them.  Summary of LAM Positions: o Eight (8) LAM Councils (Fort Erie, Grimsby, Lincoln, Pelham, Port Colborne, Thorold, Welland, West Lincoln) voted to support the discontinuation of curbside appliances and scrap metal collection. o Three (3) LAM Councils (Niagara Falls, NotL, Wainfleet) voted to not support the discontinuation of curbside appliances and scrap metal collection. o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for discontinuing curbside appliances and scrap metal collection. Page 576 of 687 PW 20-2019 March 19, 2019 Page 11 ______________________________________________________________________  Other Municipality Experiences: o Approximately 50% of Niagara Region’s thirteen (13) municipal comparators (Barrie, Hamilton, London, Ottawa, Peel and Windsor) do not provide appliance collection service. o Municipalities reported that many appliances and scrap metal items were scavenged before their collection contractor could collect them. o Municipalities that eliminated this collection service realized a contract savings. In Peel, this was a net annual savings of $100,000. o If residents are not provided with service, there is potential to illegally dump items:  Barrie reported an increase in illegal dumping when bulky/white goods collection service was discontinued; however it was not sustained beyond approximately six (6) months.  Peel provided its residents with advanced notice of this discontinuation of service and options for collection, so they did not see any significant increase in illegal dumping. o Residents may complain about the elimination of this service:  Those municipalities that discontinued collection (i.e. Barrie, Hamilton, Ottawa and Peel) reported minimal reaction from their residents. These municipalities provided their residents with other collection options for these items (i.e. drop-off depots, calling a scrap metal hauler, etc.).  Telephone and Online Survey Results: o Based on the results of these surveys (refer to Figure 6 below), 16% (telephone) and 22% (online) of LDR households feel there would be at least “some” impact if Niagara Region discontinued appliance/scrap metal collection. o 75% (telephone) and 61% (online) of LDR households feel the re would be little to no impact to their household, if Niagara Region discontinued appliance/scrap metal collection. o Conclusion: Discontinuing appliance/scrap metal collection will not unduly impact Niagara region’s LDR households. Figure 6: Impact of Discontinuing Appliance/Scrap Metal Collection at LDR Households, by Survey Type LDR Households Telephone (n=1,253) Online (n=6,639) A big impact 7% 8% Some impact 9% 14% Might or might not be an impact 9% 17% Not much of an impact 25% 27% No impact 50% 34% Impact Ratio (big/some vs. not much/no impact) -59% -39% Page 577 of 687 PW 20-2019 March 19, 2019 Page 12 ______________________________________________________________________ v) Change the weekly garbage container (bag/can) limits for IC&I and MU properties located inside DBAs from seven (7) containers to four (4) containers per property.  Key Rationale: o Standardize base garbage collection limits across similar sectors to improve service delivery and program communication, increase participation and capture rates in diversion programs, potentially avoid contract costs for a service level which is not needed:  Average number of garbage containers placed out per week at IC&I and MU properties inside DBAs is two (2).  67% of IC&I and 62% of MU properties inside DBAs are participating in the recycling program. Only 14% of IC&I and 20% of MU properties inside DBAs are participating in organics program.  Summary of LAM Positions: o Ten (10) LAM Councils (Fort Erie, Grimsby, Lincoln, NotL, Pelham, Port Colborne, Thorold, Wainfleet, Welland, West Lincoln) supported changing the weekly garbage container limits for IC&I and MU properties inside DBAs from seven (7) to four (4). o One (1) LAM Council (Niagara Falls) voted to not support changing the weekly garbage container limits for IC&I and MU properties inside DBAs from seven (7) to four (4). o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for changing the weekly garbage container limits for IC&I and MU properties inside DBAs from seven (7) to four (4).  Online Survey Results: o Based on the results of the online survey (refer to Figure 7 below), 44% of businesses (i.e. IC&I and MU properties) inside DBAs feel there would be at least “some” impact if Niagara Region reduced the weekly garbage container limit from seven (7) to four (4). o 44% of businesses inside DBAs feel there would be little to no impact if Niagara Region reduced the weekly garbage container limit from seven (7) to four (4). o Conclusion: While the sample size is small, it appears that businesses would be able to manage a reduction from seven (7) to four (4) garbage containers per week. Figure 7: Impact of Reduction to Weekly Garbage Container Limit for IC&I and MU Properties Inside DBAs from Seven (7) to Four (4) Containers, by Survey Type IC&I and MU Properties Inside Designated Business Areas Online (n=43) A big impact 35% Some impact 9% Might or might not be an impact 12% Page 578 of 687 PW 20-2019 March 19, 2019 Page 13 ______________________________________________________________________ IC&I and MU Properties Inside Designated Business Areas Online (n=43) Not much of an impact 16% No impact 28% Impact Ratio (big/some vs. not much/no impact) 0% vi) Change the weekly garbage container limit for MU properties located outside DBAs from six (6) containers to four (4) containers per property.  Key Rationale: o Standardize base garbage collection limits across similar sectors to improve service delivery and program communication, increase participation and capture rates in diversion programs, potentially avoid contract costs for a service level which is not needed:  Average number of garbage containers placed out per week at MU properties outside DBAs is less than two (2).  MU audits show low participation rate in Region’s diversion programs. Only 61% of MU properties participate in the recycling program , and 20% of MU properties participate in the organics program.  Summary of LAM Positions: o Ten (10) LAM Councils (Fort Erie, Grimsby, Lincoln, NotL, Pelham, Port Colborne, Thorold, Wainfleet, Welland, West Lincoln) voted to support changing the weekly garbage container limits for MU properties outside DBAs from six (6) to four (4). o One (1) LAM Council (Niagara Falls) voted to not support changing the weekly garbage container limits for MU properties outside DBAs from six (6) to four (4). o One (1) LAM Council (St. Catharines) voted only to receive the proposed option for changing the weekly garbage container limits for MU properties outside DBAs from six (6) to four (4).  Online Survey Results: o Based on the results of the online survey (refer to Figure 8 below), 60% of MU properties outside DBAs feel there would be at least “some” impact if Niagara Region reduced the weekly garbage container limit from six (6) to four (4). o 35% of MU properties outside DBAs feel there would be little to no impact if Niagara Region reduced the weekly garbage container limit from s ix (6) to four (4). o Conclusion: While the sample size is small, it appears that MU properties outside DBAs would be challenged to manage a reduction from six (6) to four (4) garbage containers per week. Figure 8: Impact of Reduction to Weekly Garbage Container Limit for MU Properties Outside DBAs from Six (6) to Four (4) Containers, by Survey Type MU Properties Outside Designated Business Areas Online (n=35) A big impact 46% Page 579 of 687 PW 20-2019 March 19, 2019 Page 14 ______________________________________________________________________ MU Properties Outside Designated Business Areas Online (n=35) Some impact 14% Might or might not be an impact 6% Not much of an impact 6% No impact 29% Impact Ratio (big/some vs. not much/no impact) +25% C) ENHANCED COLLECTION SERVICES The enhanced collection services requested by the LAMs are outlined in Appendix 4 of this report and are summarized below:  The majority of LAMs (Fort Erie, Grimsby, Lincoln, NotL, Pelham, Port Colborne, St. Catharines, Welland, West Lincoln) support inclusion of provisional pricing for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, subject to their approval.  Two (2) LAMs (Pelham, St. Catharines) are requesting provisional per-stop pricing for in-ground collection of public space recycling and litter containers at IC&I, MU and/or MR properties, subject to their approval.  All twelve (12) LAMs are requesting pricing for the continuation of their existing enhanced collection services, subject to their approval.  Another three (3) LAMs (NotL, St. Catharines, Thorold) are requesting provisional pricing for additional enhanced collection services for their DBAs (i.e. additional waste or organics collection frequency, and changes to the garbage container limits) subject to their approval. D) NEXT STEPS The milestones for the collection contract RFP development are outlined below: i) Council approval of service levels to be included and RFP development initiated (Q1 to Q2 2019); ii) RFP issuance (Q4 2019); iii) Award of new collection contract (Q1 2020); iv) One year for successful bidders to order/receive their fleet of collection vehicles (Q1 2020 to Q1 2021); v) Start of new contract (March 8, 2021). Further detail on the RFP timelines is included in PWC-C 8-2019. Page 580 of 687 PW 20-2019 March 19, 2019 Page 15 ______________________________________________________________________ Alternatives Reviewed A) CART-BASED COLLECTION Motions were received from two (2) LAM councils (Thorold and St. Catharines) requesting consideration of alternative recycling containers to reduce the amount of wind blown litter and use of a wheeled cart collection system, parallel to that implemented in the City of Toronto, in the next RFP. The full motions are documented in Appendix 2. Niagara Region has been investigating the option of lids for recycling boxes. The results of this research are included in report WMPSC-C 11-2019 – Closed-Top Recycling Containers. Niagara Region also previously investigated the option of switching over to cart-based collection for the next collection contract, considering the benefits of: i) Reduced wind-blown litter ii) Improved contractor collection times (i.e. automated cart collection can service up to 180 stops per hour, with one (1) person, compared to approximately 80 stops per hour, manually) iii) Convenience (i.e. carts can be easier for some residents to maneuver compared to carrying boxes) iv) Storage capacity (i.e. carts can offer additional storage capacity, which can contribute to increased participation in recycling programs) v) Reduced worker injuries (i.e. repetitive strain, exposure to traffic risks, physical fatigue, weather-related, etc.) However, based on the rationale below, this system was not one of the proposed base service collection options approved by Regional Council in April 2018 for inclusion in the stakeholder consultation process. i) Review of Cart-based Collection for Current Contract: Cart-based collection was investigated for implementation for the current contract (PWP 21-2008). A consultant was engaged to review various collection methods, including cart-based collection for all streams. The impact of this option from a systems perspective was evaluated. This evaluation included collection, processing and revenue implications, in addition to best practices considerations. The conclusion at that time was that this option was not considered cost effective. The estimated ten (10) year cost was approximately $4.6 million higher than under a system without carts (i.e. Blue/Grey Box, Green Bin, kraft bags for leaves, bags/cans for garbage). This reflects the major cost of $1 million (2007 estimate) associated with retrofitting Niagara Region’s Materials Recycling Facility (MRF) from the current two-stream operation to a single-stream operation, if all recyclables are collected in one (1) cart. Utilizing 2016 Peel Region’s three-stream cart collection implementation costs, which are described in a following section below, based on roughly 170,000 single-family Page 581 of 687 PW 20-2019 March 19, 2019 Page 16 ______________________________________________________________________ homes in Niagara Region, the estimated one-time cost would be approximately $21.7 million (includes 1.9% annual escalation). ii) Provincial Direction: Under the Province’s Environmental Plan, waste diversion programs, such as the Blue Box Program, may be moving to the producer responsibility model. As a result, Niagara Region would no longer be responsible for providing collection and processing of Blue Box materials. This would be the responsibility of the Blue Box industry stewards. Therefore, at this time, staff do not believe implementing major program changes, such as switching to cart-based collection, is recommended. iii) Experiences of Other Municipalities: Based on the experiences of other municipalities that implemented a cart -based collection program, this option is not recommended for further consideration for the following reasons:  Significant capital costs to purchase and distribute the carts: o Peel staff reported a one-time initial cost to implement three-stream cart collection of $35 million (based on 325,000 single-family homes). o Toronto staff reported that the costs of their cart implementation are confidential. In addition, their cart program was implemented over 11 years ago, so their pricing would not be as relevant as that of Peel.  On-going annual maintenance and replacement costs associated with the carts: o Peel staff reported an estimated annual maintenance and replacement cost of between $1 to $3 million.  Higher contamination rates of the recycling and organics streams associated with the use of carts. As a result, there would be a decrease in Niagara Region’s MRF revenues and difficulty with marketing its recyclables. o Niagara’s 2016 residential Blue Box contamination rate was 4.8%. o The 2016 Provincial average contamination rate for a multi-stream (i.e. two or more streams) program was 8.9% and for a single-stream program was 14.1%.  According to a 2018 York University study, “Thinking Beyond the Box”: o Municipalities are grappling with meeting increasingly stringent standards from China, which buys around two-thirds of North America’s recycling. o Under its National Sword Policy, China is refusing to accept recyclables with more than 0.5% contaminated materials (i.e. food residue, non-recyclables, or recyclable products ending up in the wrong stream). o To put it in contrast, cities like Toronto, Edmonton and Halifax have reported upwards of 20% contamination. o Peel Region is a prime example of the potential cost of contamination. After China turned away 13,000 tonnes of product from the Region’s paper recycler, Canada Fibres, Peel Region will likely be saddled with a $1.7 million bill for the loss. o “And the trend towards cart-based automation systems could be exacerbating the problem”, says Calvin Lakhan, a postdoctoral Fellow in the Faculty of Page 582 of 687 PW 20-2019 March 19, 2019 Page 17 ______________________________________________________________________ Environmental Studies at York University. Lakhan is the co-investigator of the “Waste Wiki” project at York University and corresponding author of the report. o “From a municipal perspective, the contamination rate more than doubled if not tripled after switching to a cart-based collection system,” he says. As a result, revenue from post-recyclable materials – the same revenue expected to offset the cost of these programs – has fallen. o “Under the current system, municipalities using only cart-based systems aren’t getting the returns they should be,” says Mike Pilato, ge neral manager for Clorox Canada. o Contamination was eight (8) per cent lower in bag-based or bag and box-based systems when contrasted with cart or box-based systems.  According to CIF Project 888 report “Automated Cart Recycling: A Study of Municipal Collection and Operations in Ontario” from 2016, additional concerns with a cart-based program are related to: o Storage space and capacity - While carts can offer additional storage capacity, which can contribute to increased participation in recycling programs, there may be potential issues for residents with limited space to store carts. o Street parking - Parked cars can be problematic for cart collection. Some municipalities have areas that cannot be serviced by fully automated cart collection vehicles. The City of Toronto employs a semi‐automated cart collection program in the city core to enable the collection crew to manually move the bins around parked cars. o Narrow streets and lanes – Narrow streets impact the ability of automated collection vehicles to access carts. o Weather – Snow and ice can create difficulty for wheeling carts as well as create issues with cart placement. o Long driveways – May pose a challenge for some residents. B) PROVISION OF IN-HOUSE WASTE COLLECTION As part of the LAM consultations, motions were passed by three (3) LAM councils (Fort Erie, St. Catharines and Thorold) requesting consideration of the provision of in-house waste collection by Niagara Region (see Appendix 2 for the full resolutions). Niagara Region completed research into providing in-house waste collection services. The results of this research are included in PW 22-2019 – Managed Competition and Fair Wage Considerations for Collection Contract and PWC-C 8-2019. Relationship to Council Strategic Priorities The recommendation to approve the proposed base collection and enhanced collection services to be included in Niagara Region’s next collection contract RFP supports Council’s Strategic Priority of Investment, Innovation and Entrepreneurship. Page 583 of 687 PW 20-2019 March 19, 2019 Page 18 ______________________________________________________________________ Other Pertinent Reports  PW 22-2019 Managed Competition and Fair Wage Considerations for Collection Contract  WMPSC-C 11-2019 Closed-Top Recycling Containers  WMPSC-C 5-2019 Public Stakeholder Engagement Results on Proposed Collection Service Options  PW 3-2019 Proposed Base Services for Next Collection Contract  CWCD 357-2018 Let’s Talk Waste Niagara – Stakeholder Consultation and Engagement Activities for the Proposed Waste Collection Options  CWCD 216-2018 Fact Sheet – Consultation and Engagement Strategy for Proposed Service Level Collection Options Under Consultation  WMPSC-C 9-2018 Stakeholder Consultation and Engagement on Proposed Colle ction Service Changes for Next Collection Contract  WMPSC-C 34-2017 Schedule for the Next Regional Waste, Recycling and Organics Collection Contract  PW 42-2014 A Matter of the Security of the Property of the Municipality – Bulky/ White Goods Collection Service for Multi-Residential and Mixed-Use Properties  WMPSC-C 44-2013 Bulky/White Goods Collection Service for Multi-Residential and Mixed-Use Properties  WMPSC-C 2-2013 Large Item Collection Service for Multi-Residential Buildings and Mixed-Use Properties  PW 47-2012 Consultation Results on Proposed Clear Bag Pilot for Industrial, Commercial and Institutional Properties  WMPSC 24-2011 Clear Bag for Garbage Pilot for Industrial, Commercial and Institutional Properties Page 584 of 687 PW 20-2019 March 19, 2019 Page 19 ______________________________________________________________________ ________________________________ Prepared by: Brad Whitelaw, BA, CIM, P.Mgr, CAPM Program Manager, Policy & Planning Waste Management Services ________________________________ Recommended by: Catherine Habermebl Acting Commissioner Public Works Department ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Susan McPetrie, Waste Management Services Advisor and reviewed by Sara Mota, Program Financial Specialist, and Catherine Habermebl, Director, Waste Management Services. Appendices Appendix 1 – Summary of Local Area Municipalities’ Position on the Proposed Base Collection Options Page 20 Appendix 2 – Local Area Municipality Council Resolutions Page 24 Appendix 3 – Accessibility Advisory Committee Motion from January 22, 2019 Page 45 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP Page 47 Page 585 of 687 Appendix 1 PW 20-2019 March 19, 2019 Page 19 Appendix 1 - Summary of Local Area Municipalities’ Position on the Proposed Base Collection Options Report Recommendations – Proposed Base Collection Options: 1. That, based on the results of consultations with the various stakeholder groups, including the Local Area Municipalities (LAMs), the Request for Proposal (RFP) for Niagara Region’s next garbage, recycling and organics collection contract BE APPROVED to include the following base collection options: a) Obtain pricing for the following garbage collection frequency options: i) Every-other-week (EOW) garbage collection for all residential properties and for those Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located outside Designated Business Areas (DBAs), as a base service (weekly recycling and organics to continue, and current garbage container (bag/can) limits would double for affected sectors, on an EOW basis), and ii) Status quo – weekly base garbage collection service for all residential, IC&I and MU properties. Current garbage container limits would not change. b) Establish a four (4) item limit per residential unit, per collection, for large item collection at Low-Density Residential (LDR) properties, as a base service. c) Obtain pricing to discontinue and continue appliances and scrap metal curbside collection at LDR properties, as a base service. d) Change the weekly garbage container (bag/can) limits for Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties located inside Designated Business Areas (DBAs) from seven (7) containers to four (4) containers per property, as a base service. e) Change the weekly garbage container (bag/can) limit for MU properties located outside DBAs from six (6) containers to four (4) containers per property, as a base service. 2. That mandatory use of clear garbage bags, with the option of allowing an opaque privacy bag to be placed inside the clear bag, NOT BE IMPLEMENTED for all sectors, as a base service at this time. Page 586 of 687 Appendix 1 PW 20-2019 March 19, 2019 Page 20 Appendix 1 - Summary of Local Area Municipalities’ Position on the Proposed Base Collection Options Notes: 1) City of St. Catharines Council voted only to receive the proposed changes to the base collection services for the next waste collection contract. Every-Other-Week Garbage Collection Mandatory Use of Clear Garbage Bags Support Do Not Support No Formal Position Support Do Not Support No Formal Position Fort Erie Niagara Falls St. Catharines (1) Fort Erie Lincoln St. Catharines (1) Grimsby Niagara-on- the-Lake Grimsby Niagara Falls Lincoln Wainfleet Pelham Niagara-on- the-Lake Pelham West Lincoln Thorold Port Colborne Port Colborne Welland West Lincoln Thorold Wainfleet Welland Page 587 of 687 Appendix 1 PW 20-2019 March 19, 2019 Page 21 Appendix 1 - Summary of Local Area Municipalities’ Position on the Proposed Base Collection Options Notes: 1) City of St. Catharines Council voted only to receive the proposed changes to the base collection services for the next waste collection contract. Establish Four Large Item Limit per Collection Eliminate Curbside Appliance and Scrap Metal Collection Support Do Not Support No Formal Position Support Do Not Support No Formal Position Fort Erie St. Catharines (1) Fort Erie Niagara Falls St. Catharines (1) Grimsby Grimsby Niagara-on- the-Lake Lincoln Lincoln Wainfleet Niagara Falls Pelham Niagara-on- the-Lake Port Colborne Pelham Thorold Port Colborne Welland Thorold West Lincoln Wainfleet Welland West Lincoln Page 588 of 687 Appendix 1 PW 20-2019 March 19, 2019 Page 22 Appendix 1 - Summary of Local Area Municipalities’ Position on the Proposed Base Collection Options Notes: 1) City of St. Catharines Council voted only to receive the proposed changes to the base collection services for the next waste collection contract. Change Weekly Garbage Container Limit for IC&I and MU Inside DBAs from 7 to 4 Change Weekly Garbage Container Limit for MU Outside DBAs from 6 to 4 Support Do Not Support No Formal Position Support Do Not Support No Formal Position Fort Erie Niagara Falls St. Catharines (1) Fort Erie Niagara Falls St. Catharines (1) Grimsby Grimsby Lincoln Lincoln Niagara-on- the-Lake Niagara-on- the-Lake Pelham Pelham Port Colborne Port Colborne Thorold Thorold Wainfleet Wainfleet Welland Welland West Lincoln West Lincoln Page 589 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 23 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 1) Fort Erie: a) Fort Erie Council Meeting of January 21, 2019: Niagara Solid Waste Management Report IS-02-2019 Resolution No. 6 Moved by: Councillor Noyes Seconded by: Councillor Dubanow That: Council receives the “Region of Niagara 2021 Waste Collection Contract – Proposed Options and Fort Erie Enhanced Collection Services”, and further That: Council endorses the eight (8) recommendations included within this report. Resolution No. 7 Moved by: Councillor Dubanow Seconded by: Councillor Butler That: The second recommendation be amended by adding at the end: “to be included in the Region’s RFP as options”. (Carried) Following the approval of the amendment, Recommendation No. 7 was voted on as amended, as follows: That: Council receives the “Region of Niagara 2021 Waste Collection Contract – Proposed Options and Fort Erie Enhanced Collection Services”, and further That: Council endorses the eight (8) recommendations included within this report to be included in the Region’s RFP as options. (Carried) Notice of Motion Councillor Butler gave notice she will be bringing forward a motion returnable February 11th, requesting the Region to consider bringing waste management in - house to the Region as opposed to contracting out. Page 590 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 24 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions b) Town of Fort Erie Council meeting of February 11, 2019: Please be advised the Municipal Council of the Town of Fort Erie at its meeting of February 11, 2019 passed the following resolution: Whereas The Regional Municipality of Niagara (the "Region") is looking to reduce costs by going to a bi-weekly service; and Whereas the Region currently contracts out Waste Management Services to the private sector; and Whereas the Region continues to encounter problems with the delivery of services from the private sector both currently and in the past; and Whereas it would benefit the Region for Regional staff to bring a report forward to Regional Councillors of the benefits and cost savings, if any, associated with bringing in the Waste Management Program in-house prior to establishing an RFP to be released for contractual services; Now therefore be it resolved, That: The Town of Fort Erie hereby requests The Regional Municipality of Niagara to prepare a report for Regional Council that speaks to the benefits and cost savings, if any, associated with bringing the Waste Management Contracts in -house; and further That: This resolution be sent to all Local Municipalities within The Regional Municipality of Niagara, and the CAO, Clerk, Chair and Councillors of The Regional Municipality of Niagara. Page 591 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 25 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 2) Grimsby: a) Grimsby Public Works Committee Meeting of December 12, 2018: Public Works Committee Minutes, December 12, 2018 C-18-229 DPW18-42 - Region of Niagara 2020 Waste Collection Contract - Proposed Changes and Grimsby Enhanced Collection Services PW18-57 Moved by Councillor R. Vaine; Seconded by Councillor R. Freake; Resolved that Report DPW18-42 dated December 4, 2018 regarding 'Region of Niagara 2020 Waste Collection Contract - Proposed Changes and Grimsby Enhanced Collection Services' be received and that the eight (8) recommendations included within this report hereby be endorsed and forwarded to Town Council for approval. CARRIED b) Grimsby Council Meeting of December 17, 2018: Moved by Councillor Dunstall; Seconded by Councillor Bothwell; Resolved that the Public Works Committee meeting minutes of December 12, 2018 be received and that the recommendations contained therein be approved. CARRIED Page 592 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 26 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 3) Lincoln: a) Community Services & Infrastructure Committee Meeting of February 13, 2019: Motion No. CSI-2019-07 Moved by Councillor L. Timmers Receive and file PW 05-19, Region of Niagara 2020 Waste Collection Service Contract – Proposed Changes and Town of Lincoln Enhanced Collection Services. Niagara Region proposed recommendations 1 through 8 be endorsed: 1. Pricing for the following garbage collection frequency options: a) That every-other-week garbage collection be implemented for all residential properties and for those Industrial, Commercial and Institutional properties and Mixed Use properties located outside Designated Business Areas as a base service. Current garbage container limits would double for all properties, on an every-other-week basis. The recycling and organic bin collection for all properties shall remain weekly collection. Those Industrial, Commercial and Institutional properties and Mixed Use properties located inside the Designated Business Areas would continue to receive weekly garbage, recycling and organics collection as a base service. b) Status quo – weekly base garbage collection service. 2. That switching to mandatory use of clear garbage bags with optional opaque privacy bag, for all sectors be considered an option and more information be shared on opportunities and challenges of such a change. 3. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at Low Density Residential properties be approved as a base service as per the recommendation of the Waste Management Division of Niagara Region. 4. That the appliance and scrap metal pick-up be discontinued at Low Density Residential properties as per the recommendation of the Waste Management Division of Niagara Region. 5. That the number of garbage bags/containers for Industrial Commercial and Institutional properties and Mixed Use properties inside Designated Business Page 593 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 27 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions Areas be reduced from seven (7) to four (4) per week, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 6. That the number of garbage bags/containers for Mixed Use properties outside Designate Business Areas be reduced from six (6) to four (4) per week, or eight (8) containers per week under every-other-week garbage collection, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 7. That the Town’s enhanced service and extra payment for front-end garbage collection at Town owned facilities continue. 8. That pricing for the provision of a new enhanced service for large item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front- end garbage collection service, be included in the upcoming Regional tender. 9. That Council direct the Clerk to inform the Region of the Town’s position on the proposed waste collection service changes. CARRIED At this time a verbal motion was made to reconsider item 7.1. Chair Rintjema announced that by majority vote the item would be reconsidered. Members concluded deliberations with the following amended motion Motion No. CSI-2019-08 Moved by Councillor P. MacPherson Receive and file PW 05-19, Region of Niagara 2020 Waste Collection Service Contract – Proposed Changes and Town of Lincoln Enhanced Collection Services. Niagara Region proposed recommendations 1 through 8 be endorsed: 1. Pricing for the following garbage collection frequency options: Page 594 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 28 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions a) That every-other-week garbage collection be implemented for all residential properties and for those Industrial, Commercial and Institutional properties and Mixed Use properties located outside Designated Business Areas as a base service. Current garbage container limits would double for all properties, on an every-other-week basis. The recycling and organic bin collection for all properties shall remain weekly collection. Those Industrial, Commercial and Institutional properties and Mixed Use properties located inside the Designated Business Areas would continue to receive weekly garbage, recycling and organics collection as a base service. b) Status quo – weekly base garbage collection service. 2. That switching to mandatory use of clear garbage bags with optional opaque privacy bag, for all sectors be considered an option and more information be shared on opportunities and challenges of such a change. (AS AMENDED) 3. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at Low Density Residential properties be approved as a base service as per the recommendation of the Waste Management Division of Niagara Region. 4. That the appliance and scrap metal pick-up be discontinued at Low Density Residential properties as per the recommendation of the Waste Management Division of Niagara Region. 5. That the number of garbage bags/containers for Industrial Commercial and Institutional properties and Mixed Use properties inside Designated Business Areas be reduced from seven (7) to four (4) per week, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 6. That the number of garbage bags/containers for Mixed Use properties outside Designate Business Areas be reduced from six (6) to four (4) per week, or eight (8) containers per week under every-other-week garbage collection, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 7. That the Town’s enhanced service and extra payment for front-end garbage collection at Town owned facilities continue. Page 595 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 29 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 8. That pricing for the provision of a new enhanced service for large item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front- end garbage collection service, be included in the upcoming Regional tender. 9. That Council direct the Clerk to inform the Region of the Town’s position on the proposed waste collection service changes. CARRIED (AS AMENDED) b) Lincoln Council Meeting of February 19, 2019: Please be advised that at the Community Services and lnfrastructure Committee held on February 13, 2019 and ratified at Council on February 19, 2019, Council for the Corporation of the Town of Lincoln passed the following motion: Receive and file PW 05-19, Region of Niagara 2020 Waste Collection Service Contract - Proposed Changes and Town of Lincoln Enhanced Collection Services. Niagara Region proposed recommendations 1 through 8 be endorsed: 1. Pricing for the following garbage collection frequency options: a) That every-other-week garbage collection be implemented for all residential properties and for those Industrial, Commercial and Institutional properties and Mixed Use properties located outside Designated Business Areas as a base service. Current garbage container limits would double for all properties, on an every-other-week basis. The recycling and organic bin collection for all properties shall remain weekly collection. Those Industrial, Commercial and Institutional properties and Mixed Use properties located inside the Designated Business Areas would continue to receive weekly garbage, recycling and organics collection as a base service. b) Status quo – weekly base garbage collection service. 2. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at Low Density Residential properties be approved as a base service as per the recommendation of the Waste Management Division of Niagara Region. Page 596 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 30 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 3. That the appliance and scrap metal pick-up be discontinued at Low Density Residential properties as per the recommendation of the Waste Management Division of Niagara Region. 4. That the number of garbage bags/containers for Industrial Commercial and Institutional properties and Mixed Use properties inside Designated Business Areas be reduced from seven (7) to four (4) per week, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 5. That the number of garbage bags/containers for Mixed Use properties outside Designate Business Areas be reduced from six (6) to four (4) per week, or eight (8) containers per week under every-other-week garbage collection, as a base service as per the recommendation of the Waste Management Division of Niagara Region. 6. That the Town’s enhanced service and extra payment for front-end garbage collection at Town owned facilities continue. 7. That pricing for the provision of a new enhanced service for large item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front- end garbage collection service, be included in the upcoming Regional tender. 8. That Council direct the Clerk to inform the Region of the Town’s position on the proposed waste collection service changes. CARRIED Page 597 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 31 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 4) Niagara Falls: a) Niagara Falls City Council Meeting of February 12, 2019: At the February 12, 2019 meeting of Niagara Falls City Council, the following motions were passed: That Niagara Falls City Council is not in favour of every other week waste collection. City Council requests the Region to maintain waste collection service at the current level, with weekly collection of waste, recycling and organic bin matter, and same number of bags/containers collected, for residential properties (low density residential 1-6 units) and Industrial/Commercial/Industrial -Mixed Uses outside and inside designated business areas". That City Council requests that the Region collect pricing on maintaining the existing Multi-Residential (greater than 6 units) enhanced garbage collection". That City Council request the Region to collect pricing on enhanced services for Public Space recycling, City litter receptacles in Designated Business Areas, and for 7 day a week collection from mid-May to mid-October in Designated Business Areas. That City Council is in favour of 4 large items per residential unit, per collection, and of maintaining the appliance and scrap metal collection, but not in favour of the mandatory use of clear plastic bags." Page 598 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 32 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 5) Niagara-on-the-Lake (NotL): a) NotL Committee of the Whole Meeting of Monday, February 4, 2019: Council lifted the following report for discussion and voted on the recommendations contained in the report separately. OPS-19-003 Region of Niagara 2020 Waste Collection Contract – Proposed Changes and Niagara-on-the-Lake Enhanced Collection Service Moved by Councillor John Wiens that the recommendations contained in Operation Services Report OPS-19-003 be amended as follows: 1.1 That Council receive this report; 1.2 That the recommendations approved by the Niagara Region included within this report be endorsed, except for the elimination of scrap metal pick up; 1.3 That the Niagara Region propose an alternative service delivery for scrap metal pick up; 1.4 That Council support the recommendations regarding the enhanced system put forth by the Niagara-on-the-Lake Chamber of Commerce regarding the businesses in the Heritage District: a) change the pick up time from 9:00 a.m. to 10:00 a.m. b) do not discontinue the disposal of appliances and scrap metal curbside; c) there should be consideration of pooling limits for all businesses; d) retain the current enhancement services provided APPROVED, AS AMENDED. Recommendation 1.2 lifted and amended by adding the following: mandatory use of clear garbage bags and bi-weekly collection. 1.2 That the recommendations approved by the Niagara Region included within this report be endorsed, except for the elimination of scrap metal pick up; mandatory use of clear garbage bags and bi-weekly collection. APPROVED. Page 599 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 33 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions b) NotL Council Meeting of Monday, February 11, 2019: Please be advised the Council of The Corporation of the Town of Niagara -on-the Lake, at its regular meeting held on February 11, 2019 approved Report OPS -19- 003, as amended, attached to this letter, which recommended the following: 1.1 that Council receive report OPS-19-003; and 1.2 that the recommendations approved by the Niagara Region included within this report be endorsed, except for the elimination of scrap metal pick up; mandatory use of clear garbage bags and bi-weekly collection; and 1.3 that the Niagara Region propose an alternative service delivery for scrap metal pick up; and 1.4 that Council support the recommendations regarding the enhanced system put forth by the Niagara-on-the-Lake Chamber of Commerce regarding the businesses in the Heritage District: a) change the pick-up time from 9:00 a.m. to 10:00 a.m. b) do not discontinue the disposal of appliances and scrap metal curbside; c) there should be consideration of pooling limits for all businesses; d) retain the current enhancement services provided Page 600 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 34 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 6) Pelham: a) Town of Pelham Council Meeting of Tuesday, February 19, 2019: At their regular meeting of February 19, 2019, Council of the Town of Pelham enacted the following: THAT THE COUNCIL OF THE TOWN OF PELHAM approve the report regarding the Region of Niagara 2021 Waste Collection Contract – Proposed Changes and the Town of Pelham’s Enhanced Collection Services; and further, BE IT RESOLVED THAT Council approve of recommendations 1 through 9 as follows: 1. That every-other-week garbage collection be implemented for all residential properties and for those Industrial, Commercial and Institutional properties and Mixed Use properties located outside Designated Business Areas as a base service. Current garbage container limits would double for all properties, on an every-other-week basis. The recycling and organic bin collection for all properties shall remain weekly collection. Those Industrial, Commercial and Institutional properties and Mixed Use properties located inside the Designated Business Areas would continue to receive weekly garbage, recycling and organics collection as a base service. The Town of Pelham Designated Business Area boundary will be reviewed and potentially expanded to include Fenwick and Ridgeville. 2. That switching to clear garbage bags be approved. 3. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at Low Density Residential properties be approved, as a base service. 4. That the appliance and scrap metal pick-up be discontinued at Low Density Residential properties. 5. That the number of garbage bags/containers for Industrial Commercial and Institutional properties and Mixed Use properties inside Designate Business Areas be reduced from seven (7) to four (4) per week, as a base service. 6. That the number of garbage bags/containers for Mixed Use properties outside Designated Business Areas be reduced from six (6) to four (4) per week, or eight (8) containers per week under every-other-week garbage collection, as a base service. Page 601 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 35 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 7. That the Town of Pelham’s enhanced service and extra payment for public spaces recycling in designated business areas, front-end garbage collection at multi-residential and Institutional, Commercial & Industrial properties, servicing of street litter bins in designated business areas, and enhanced waste disposal services continue. 8. That pricing of a new enhanced service for large bulky goods/item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, be included in the upcoming Regional tender. 9. That the Region’s RFP consider a per stop price for in-ground public space recycling and litter bins and/or for in-ground IC&I, MR and/or MU properties (all streams), as an enhanced service under provisional items. and further, THAT Council direct the Clerk to inform the Region of the Town of Pelham’s position on the proposed waste collection service changes. Page 602 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 36 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 7) Port Colborne: a) Port Colborne Council Meeting of February 25, 2019: At its meeting held on February 25, 2019, City of Port Colborne Council approved the following proposed Regional collection changes to the 2021 collection contract : 1. That every-other-week (EOW) garbage collection be implemented, for all residential properties, including those IC&I and MU properties located outside DBAs as a base service. (Current garbage container limits would double for all properties, on an EOW basis). That Recycling and Organic Bin collection for all properties shall remain weekly collection. Those IC&I and MU properties located inside the DBAs would continue to receive weekly garbage, recycling and organics collection as a base service. 2. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at LDR properties be approved (base service). 3. That appliance and scrap metal pick-up be discontinued at LDR properties. 4. That the number of garbage bags/containers for IC&I and MU properties inside DBAs be reduced from seven (7) to four (4) per week (base service). 5. That the number of garbage bags/containers for MU properties outside DBAs be reduced from six (6) to four (4) per week, or eight (8) containers per week under EOW garbage collection (base service). 6. That the City’s enhanced service levels that currently exist continue for the term of the new Regional Contract. Page 603 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 37 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 8) St. Catharines: a) St. Catharines Council Meeting of February 11, 2019: At its meeting held on February 11, 2019, St. Catharines City Council approved the following motion: That Report TES-030-2019 from Transportation and Environmental Services dated January 29, 2019 regarding – Region of Niagara 2021 Waste Collection Contract – Proposed Changes and St Catharines Enhanced Collections Services, be received; and That Council direct staff to notify the Region of Niagara that the City of St. Catharines receive the proposed changes to the base collection services for the next waste collection contract, as outlined in this report and summarized in Appendix 1; and That Council request that the Region of Niagara, as part of the Request for Proposal for the new waste collection contract, include pricing for the following enhanced collection services for St. Catharines: 1. For existing enhanced collection services, including: a. Additional Curbside recycling in the Downtown Designated Business Area (DBA) one additional day per week b. Public spaces recycling in the Downtown DBA c. Front-end cardboard collection in the Downtown DBA d. Additional waste collection in the Downtown DBA (three additional days per week) e. Front-end garbage collection for Multi-Residential (MR – seven or more residential units) properties f. Street litter and park bin pick-up 2. For new enhanced collection services, including: a. Additional garbage container limit for Industrial, Commercial & Institutional (IC&I) and Mixed-Use (MU) properties inside DBA areas (increasing limit by three (3) containers per pick-up, to match existing limit of seven (7) containers per pick-up) b. Additional organic collection in the Downtown DBA (two additional organic collections per week) c. Large item collection (parallel to the service approved for Low Density Residential properties) for those households on MR properties (Seven (7) or more residential units) and MU properties with one (1) or more residential units, Page 604 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 38 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions that receive the Region’s base curbside or enhanced front-end garbage collection service d. A per stop price for in-ground public space recycling and litter bins and a per stop price for in-ground IC&I, MR and/or MU properties (all streams); and That Council direct City staff to request that the Niagara Region consider bringing some or all of its waste management services in house as part of the Niagara Region’s upcoming RFP process; and Further, that for the same existing and new enhanced collection services for the Port Dalhousie Business Improvement Area (BIA) as requested above for the Downtown DBA. b) St. Catharines Council Meeting of February 25, 2019: At its meeting held on February 25, 2019, St. Catharines City Council approved the following motion: Whereas Council received information from the Region of Niagara regarding their RFP for a waste management contract on February 11th, 2019; Whereas Council added some items to the list of enhanced services but did not include costing for the Toronto model of wheeled bins; Now therefore be it resolved that Council request the Region of Niagara to include pricing for ‘a mobile alternative’ (eg: totes on wheels) to replace the current plastic bag system as part of the Region’s Waste Management RFP; and That staff be directed to advise the Region of Council’s decision. Page 605 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 39 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 9) Thorold: a) Thorold Council Meeting of January 15, 2019: At its meeting held on January 15, 2019, Councillor Handley requested the Niagara Region, as part of its waste management consultation, consider bringing the service in-house either whole or in part. MOVED BY: Councillor Handley SECONDED BY: Councillor DeRose Whereas the Niagara Region current private waste management contracts are up for renewal in 2021; and Whereas public municipal services don’t need to earn profits for shareholders, shifting municipal work to the private sector makes more sense only where a company can be shown to provide equal or better service at a significantly lower cost to the City while maintaining the same or better working conditions and health and safety standards; and Whereas several municipalities across Canada have brought some or all of their waste management services back in house to reduce cost, better waste diversion rate and improve levels of service. Now therefore be it resolved that the City of Thorold requests that the Niagara Region bring some or all of its waste management services inhouse as part of its up- coming request for proposal process. CARRIED b) Thorold Council Meeting of February 5, 2019: At its meeting held on February 5, 2019, Thorold City Council approved the following motion: PWCS2019-04 Niagara Region Waste Collection Contract – Proposed Base and Enhanced Levels of Service MOVED BY: Councillor Longo Page 606 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 40 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 1. That the City of Thorold support the recommendations outlined in the Niagara Region’s Report PW 3-2019. 2. That Regional Council be guided by the City of Thorold Resolution dated January 15, 2019 respecting the provision of in-house waste collection services. 3. That Regional staff be encouraged to research and source better alternatives for recycling containers that will reduce the amount of debris and litter collected along City roads and public spaces. CARRIED Page 607 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 41 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 10) Wainfleet: a) Wainfleet Council Meeting of February 12 2019: At its regular meeting of February 12, 2019 the Township of Wainfleet received a presentation from Brad Whitelaw regarding the renewal of the Region of Niagara’s Proposed Waste Collection Contract. Staff also submitted a report regarding this matter (BESR-004/2019). After discussion, Council expressed several concerns pertinent to the specific realities of a rural municipality with lakefront cottages and luxury homes. Council expressed concerns for the potential impact on rental homes/seasonal residents that with a single missed collection may not have garbage collected for up to 4 weeks, depending on the rental schedule. Council is also concerned that extended pick-up models would exacerbate the vermin infestation in the Niagara Region. Council passed the following motion at their regular meeting held February 12, 2019: “THAT Staff report BESR-004/2019 Re: Niagara Region Proposed Waste Collection Contract be received for information; THAT Council strongly object to the proposed every-other-week garbage collection, particularly along the Lakeshore; THAT Council express concern regarding: i. the proposed discontinuation of appliance and scrap metal curbside collection ii. the potential implications of illegal dumping arising from the proposed changes to the Region’s waste collection contract; THAT local area municipalities be afforded a final opportunity to provide comment regarding base level garbage, recycling and organics collection program services once the Request for Proposal pricing levels are known and prior to any services contract being awarded by the Region. AND THAT Staff be directed to provide comment to the Niagara Region by February 20, 2019.” Page 608 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 42 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 11) Welland: a) Welland Council Meeting of February 5, 2019: At its meeting held on February 5, 2019, Welland City Council approved the following motion: THAT THE COUNCIL OF THE CITY OF WELLAND approves Report ENG-2019-02 regarding Region of Niagara 2020 Waste Collection Contract - Proposed Changes and Welland Enhanced Collection Services; and further THAT Welland City Council approve of recommendations as follows: 1. That every-other-week (EOW) garbage collection be implemented for all residential properties and for those IC&I and MU properties located outside DBAs as a base service. Current garbage container limits would double for all properties, on an EOW basis. The recycling and organic bin collection for all properties shall remain weekly collection. Those IC&I and MU properties located inside the DBAs would continue to receive weekly garbage, recycling and organics collection as a base service. 2. That the establishment of a four (4) item limit per residential unit, per collection, for large item collection at LDR properties be approved as a base service. 3. That the appliance and scrap metal pick-up be discontinued at LDR properties. 4. That the number of garbage bags/containers for IC&I and MU properties inside DBAs be reduced from seven (7) to four (4) per week, as a base service. 5. That the number of garbage bags/containers for MU properties outside DBAs be reduced from six (6) to four (4) per week, or eight (8) containers per week under EOW garbage collection, as a base service. 6. That the City’s enhanced service and extra payment for front-end garbage collection at multi-residential properties (currently a total of 12 containers) continue. 7. That the provision of a new enhanced service for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, be approved; and further THAT Welland City Council directs the Clerk to inform the Region of the City’s position on the proposed waste collection service changes. Page 609 of 687 Appendix 2 PW 20-2019 March 19, 2019 Page 43 ______________________________________________________________________ Appendix 2 - Local Area Municipality Council Resolutions 12) West Lincoln: a) West Lincoln Public Works/Recreation/Arena Committee Meeting of February 19, 2019: At its meeting held on February 19, 2019, West Lincoln Public Works/Recreation/ Arena Committee approved the following motions: That, Niagara Region be advised that the Township of West Lincoln is opposed to the mandatory use of clear bags for both residential and business waste as there is a concern relating to privacy and every-other-week (EOW) garbage collection for the residential sector and those IC&I and MU properties located outside DBAs, as a base service”; and, That, Niagara Region be advised that the Township of West Lincoln wishes to continue with its current enhanced services for the DBA collection area (i.e. additional garbage container limits, increased garbage or recycling collection frequency, street litter, front-end garbage, etc.); and, That, Niagara Region be advised that the Township of West Lincoln is interested in principle with respect to the provision of an enhanced large item collection service to Multi-Residential buildings and Multi-Unit properties with 1 or more residential units that receive the Region’s curbside base or enhanced garbage collection services pending Niagara Region provides the Township with a cost for providing this additional enhanced service and that no decision be made on providing this service until consideration has been given by Township Council. That, the Clerk be authorized to advise Niagara Region of the above prior to ratification of Council as comments are to be provided by no later than February 20, 2019. Page 610 of 687 Appendix 3 PW 20-2019 March 19, 2019 Page 44 ______________________________________________________________________ Appendix 3 – Accessibility Advisory Committee Motion from January 22, 2019 The Accessibility Advisory Committee, at its meeting held on Tuesday January 22, 2019, passed the following motion: 7.1 AAC-C 02-2019 Amendment to Recommendations from the Public Works Committee meeting held on January 8, 2019 Moved by C. Theal Seconded by G. Eden That AAC-C 02-2019, being a memorandum from A.-M. Norio, Regional Clerk, respecting recommendations from the Public Works Committee, BE RECEIVED; That the following comments BE PROVIDED to Waste Management staff for consideration as part of the waste collection service delivery changes for the next collection contract:  Clear bags would infringe on the privacy of those individuals who are dependent on incontinence products as well as those who are required to use various medical supplies on an ongoing basis (i.e. parts of needles that are not placed in a sharps container)  For individuals who are frail and infirm, being forced to put out medical waste in a clear bag could impede their safety and would infringe on their privacy  If a privacy bag is offered, is this double bagging and defeating the overall purpose of using clear bags? Will the allowance of one privacy bag be sufficient?  It is already difficult for individuals with physical disabilities, elderly individuals and individuals with cognitive disabilities or mental health issues to take one bag of garbage to the curb let alone two bags. Putting garbage out the night before is not an option because of animals/rodents - this could potentially extend their garbage pick up from two weeks to four - health issue  If garbage is not picked up because of improper sorting, the individual's garbage pick up is extended to four weeks - health issue - extremely difficult for individuals with accessibility issues to bring garbage back in when it is not picked up and to have to go through it to remove improper materials Page 611 of 687 Appendix 3 PW 20-2019 March 19, 2019 Page 45 ______________________________________________________________________  Individuals with cognitive/mental health issues will have difficulty remembering what week is garbage pick up week - compounding the amount of trash being stored - health issue - looking for trouble if weekly cycle is breached  Odour/Health and safety issues with incontinence products now being picked up every two weeks  Health and safety issue with storing garbage for two weeks as opposed to one - this will not help with the rodent issue that is already a problem in many areas  Inability of individuals with accessibility issues to take their garbage out due to inclement weather now forces them to keep their garbage for another two weeks; and That this Committee RECOMMEND to Waste Management staff that the mandatory use of clear garbage bags not be included as part of the waste collection service delivery changes for the next collection contract. Carried Page 612 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 46 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP i) Fort Erie: Town of Fort Erie Council, at its January 21, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That the Town continue with street litter and recycling collection in the BIA’s as per the current regime (Monday in Crystal Beach, Monday and Thursday in Bridgeburg and Ridgeway; the BIA’s pay for garbage, the Town pays for recycling collection)  That the provision of a new enhanced service for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region's base curbside or enhanced front-end garbage collection service ii) Grimsby: Town of Grimsby Council, at its December 17, 2018 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  The Town’s enhanced service and extra payment for collection inside the Grimsby Downtown Improvement Area (DIA) remain at two (2) collection days per week but changed to Tuesdays and Fridays and that the number of garbage bags/containers be reduced from 12 per pick-up day to 6 per pick-up day (12 per week), resulting in the Town’s Enhanced service payment being reduced from 17 bags/containers per week to 8  That the provision of a new enhanced service for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region's base curbside or enhanced front-end garbage collection service In addition, the following enhanced collection services will continue to be provided in the Town of Grimsby:  Public spaces litter/recycling containers in Grimsby DIA (three (3) days-per- week), and on Winward Drive (one (1) day-per-week)  Additional recycling collection in Grimsby DIA (one (1) day-per-week) Page 613 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 47 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP iii) Lincoln: Town of Lincoln Council, at its February 19, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That the Town’s enhanced service and extra payment for front -end garbage collection at Town-owned facilities continue  That pricing for the provision of a new enhanced service for large item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, be included in the upcoming Regional tender iv) Niagara Falls: City of Niagara Falls Council, at its February 12, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That City Council requests that the Region collect pricing on maintaining the existing Multi-Residential (greater than 6 units) enhanced garbage collection  That City Council request the Region to collect pricing on enhanced services for Public Space recycling, City litter receptacles in Designated Business Areas, and for 7 day a week collection from mid-May to mid-October in Designated Business Areas Page 614 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 48 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP v) Niagara-on-the-Lake: Town of Niagara-on-the-Lake Council, at its February 11, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That Council support the recommendations regarding the enhanced system put forth by the Niagara-on-the-Lake Chamber of Commerce regarding the businesses in the Heritage District: a) change the pick up time from 9:00 a.m. to 10:00 a.m. b) do not discontinue the disposal of appliances and scrap metal curbside; c) there should be consideration of pooling limits for all businesses; d) retain the current enhancement services provided  That the provision of a new enhanced service for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region's base curbside or enhanced front-end garbage collection service Town of Niagara-on-the-Lake and Chamber of Commerce staff requested the following enhanced collection services for the DBA be included in Niagara Region’s collection contract RFP:  Maintain the current 3 collection days in the Designated Business Area as Monday (enhanced); Thursday (base); and Saturday (enhanced)  Change the start time for these 3 collection days from 9:00 a.m. to 10:00 a.m., for garbage, recycling, cardboard, and organics collection  Maintain the unlimited cardboard collection days to be on Monday and Saturday  Maintain once-per-week recycling and organics collection day to be on Thursday (base)  Request provisional pricing for the following 3 garbage collection options, subject to the Town’s final approval of which option will be chosen: Proposed Option Weekly Collection Frequency Bag Limit per Property per Day Description of Service Change 1 Base day + 2 enhanced days = 3 days per week 20 bags Status Quo 2 Base day + 2 enhanced days = 3 days per week 15 bags 5 fewer bags per property, per collection 3 Base day + 2 enhanced days = 3 days per week 10 bags 10 fewer bags per property, per collection Page 615 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 49 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP vi) Pelham: Town of Pelham Council, at its February 19, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That the Town of Pelham’s enhanced service and extra payment for public spaces recycling in designated business areas, front-end garbage collection at multi-residential and Institutional, Commercial & Industrial properties, servicing of street litter bins in designated business areas, and enhanced waste disposal services continue.  That pricing of a new enhanced service for large bulky goods/item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, be included in the upcoming Regional tender.  That the Region’s RFP consider a per stop price for in -ground public space recycling and litter bins and/or for in-ground IC&I, MR and/or MU properties (all streams), as an enhanced service under provisional items vii) Port Colborne: City of Port Colborne Council, at its February 25, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  Organics Cart Collection - Designated Business Area (one (1) day-per-week)  Public Spaces Recycling - City Facilities (i.e. Parks, Arenas, Beaches) (two (2) days-per-week)  Street Litter Bins - City Facilities (i.e. Parks, Arenas, Beaches) (two (2) days- per-week) City of Port Colborne staff also requested Niagara Region obtain provisional pricing for the following enhanced collection service:  Large item collection (parallel to the service approved for Low Density Residential properties) to those households in Multi Residential buildings with seven (7) or more residential units and Mixed Use properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service Page 616 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 50 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP viii) St. Catharines: City of St. Catharines Council, at its February 11, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  For existing enhanced collection services, including: a. Additional Curbside recycling in the Downtown Designated Business Area (DBA) (one (1) additional day per week) b. Public spaces recycling in the Downtown DBA c. Front-end cardboard collection in the Downtown DBA d. Additional waste collection in the Downtown DBA (three (3) additional days per week) e. Front-end garbage collection for Multi-Residential (MR – seven (7) or more residential units) properties f. Street litter and park bin pick-up  For new enhanced collection services, including: a. Additional garbage container limit for Industrial, Commercial & In stitutional (IC&I) and Mixed-Use (MU) properties inside DBA areas (increasing limit by three (3) containers per pick-up, to match existing limit of seven (7) containers per pick-up) b. Additional organic collection in the Downtown DBA (two (2) additional organic collections per week) c. Large item collection (parallel to the service approved for Low Density Residential properties) for those households on MR properties (seven (7) or more residential units) and MU properties with one (1) or more residential units, that receive the Region’s base curbside or enhanced front-end garbage collection service d. A per stop price for in-ground public space recycling and litter bins and a per stop price for in-ground IC&I, MR and/or MU properties (all streams); and  Further, that for the same existing and new enhanced collection services for the Port Dalhousie Business Improvement Area (BIA) as requested above for the Downtown DBA. Page 617 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 51 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP ix) Thorold: City of Thorold staff requested Niagara Region obtain pricing for the following enhanced collection service options for the DBA to be included in Niagara Region’s collection contract RFP:  Additional downtown waste collection in DBA, based on the following options:  Additional Blue Box collection in DBA (two (2) days-per-week)  Public spaces recycling collection in DBA (one (1) day-per-week)  Street litter bins in Designated Business Area (three (3) days-per-week) x) Wainfleet: Township of Wainfleet Council did not approve any enhanced collection services be included in Niagara Region’s collection contract RFP. Proposed Option Collection Frequency Bag Limit per Property per Day Description of Service Change 1 Base day + 2 additional days = 3 days per week 7 bags Status Quo 2 Base day + 1 additional day = 2 days per week 7 bags One less collection day per week 3 Base + 2 additional days = 3 days per week 4 bags 3 less bags per collection Page 618 of 687 Appendix 4 PW 20-2019 March 19, 2019 Page 52 Appendix 4 – Summary of Local Area Municipalities’ Requested Enhanced Collection Services for Niagara Region’s Collection Contract RFP xi) Welland: City of Welland Council, at its February 5, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That the City’s enhanced service and extra payment for front-end garbage collection at multi-residential properties (currently a total of 12 containers) continue.  That the provision of a new enhanced service for large item collection (parallel to the service approved for LDR properties) to those households in MR buildings with seven (7) or more residential units and MU properties with one (1) or more residential unit, that receive the Region’s base curbside or enhanced front-end garbage collection service, be approved. xii) West Lincoln: Township of West Lincoln Public Works/Recreation/Arena Committee, at its February 19, 2019 meeting, approved the following enhanced collection services to be included in Niagara Region’s collection contract RFP:  That, Niagara Region be advised that the Township of West Lincoln wishes to continue with its current enhanced services for the DBA collection area (i.e. additional garbage container limits, increased garbage or recycling collection frequency, street litter, front-end garbage, etc.); and,  That, Niagara Region be advised that the Township of West Lincoln is interested in principle with respect to the provision of an enhanced large ite m collection service to Multi-Residential buildings and Multi-Unit properties with 1 or more residential units that receive the Region’s curbside base or enhanced garbage collection services pending Niagara Region provides the Township with a cost for providing this additional enhanced service and that no decision be made on providing this service until consideration has been given by Township Council. Page 619 of 687 Administration Office of the Regional Clerk 1815 Sir Isaac Brock Way, PO Box 1042, Thorold, ON L2V 4T7 Telephone: 905-685-4225 Toll-free: 1-800-263-7215 Fax: 905-687-4977 www.niagararegion.ca April 9, 2019 CL 8-2019, March 28, 2019 PWC 3-2019, March 19, 2019 PW 22-2019, March 19, 2019 LOCAL AREA MUNICIPALITIES SENT ELECTRONICALLY Managed Competition and Fair Wage Considerations for Waste Collection Contract PW 22-2019 Regional Council, at its meeting held on March 28, 2019, passed the following recommendation of its Public Works Committee: That Report PW 22-2019, dated March 19, 2019, respecting Managed Competition and Fair Wage Considerations for Waste Collection Contract, BE RECEIVED and the following recommendations BE APPROVED: 1. That Regional Council NOT APPROVE Waste Management staff proceeding with the request for a managed competition bid process (i.e. in-house bid) for Niagara Region’s next garbage, recycling and organics collection contract (Collection Contract) primarily due to timing constraints; 2. That Regional Council ENDORSE inclusion of a living wage clause in the Collection Contract Request for Proposal (RFP); and 3. That Report PW 22-2019 and Council’s resolutions BE CIRCULATED to the Local Area Municipalities (LAMs), for their information. A copy of PW 22-2019 is enclosed for your reference. Yours truly, Ann-Marie Norio Regional Clerk :jg Page 620 of 687 Managed Competition and Fair Wage Considerations for Waste Collection Contract April 9, 2019 Page 2 CLK-C 2019-085 cc: B. Whitelaw Program Manager, Policy & Planning, Waste Management Services N. Coffer Executive Assistant, Public Works Department C. Habermebl Acting Commissioner, Public Works Department Page 621 of 687 PW 22-2019 March 19, 2019 Page 1 Subject: Managed Competition and Fair Wage Considerations for Waste Collection Contract Report to: Public Works Committee Report date: Tuesday, March 19, 2019 Recommendations 1. That Regional Council NOT APPROVE Waste Management staff proceeding with the request for a managed competition bid process (i.e. in-house bid) for Niagara Region’s next garbage, recycling and organics collection contract (Collection Contract) primarily due to timing constraints; 2. That Regional Council ENDORSE inclusion of a living wage clause in the Collection Contract Request for Proposal (RFP); and 3. That Report PW 22-2019 and Council’s resolutions BE CIRCULATED to the Local Area Municipalities (LAMs), for their information. Key Facts  The purpose of this report is to seek Council’s approval to proceed with inclusion of a living wage clause in the Collection Contract, to partially mitigate the risks associated with private collection contracts in lieu of Niagara Region submitting an in-house bid to provide collection services in response to the Collection Contract RFP.  Structuring the Collection Contract RFP to ensure that at least two (2) proponents are successful, by dividing the region into three (3) collection areas and limiting a successful proponent to receipt of two (2) collection areas, will further alleviate pressure on a single contractor and ensure contingency in the event of future contract performance issues.  As a result of presentations to each of the 12 LAM Committees or Councils on proposed base collection options and enhanced collection services for the next Collection Contract RFP, as referenced in PW 20-2019, and to ensure good performance by successful proponents for the next Collection Contract RFP, three municipalities have submitted Council Resolutions directing Niagara Region to consider including in-house waste collection services for the next Collection Contract: (i) City of Thorold at Council meeting of January 15, 2019; (ii) City of St. Catharines at Council meeting of February 11, 2019; and (iii) Town of For t Erie at Council meeting of February 11, 2019.  For the first seven (7) years of the current Collection Contract, for a very competitive price, residents did not experience a significant number of performance issues. Page 622 of 687 PW 22-2019 March 19, 2019 Page 2 ______________________________________________________________________  Waste Management staff lack the experience to prepare an in -house bid without external consultant assistance, and procurement processes when acquiring resources such as collection vehicles will introduce a delay in the Collection Contract RFP process that cannot be accommodated due to the start date for the next Collection Contract.  Report PWC-C 8-2019 provides further information on estimated costing for in- house collection and timing for the next RFP  Niagara Region’s Waste Management staff consulted with staff from the Legal Services Administration and the Procurement and Strategic Acquisitions divisions of Enterprise Resource Management Services (ERMS) department and from the Social Assistance and Employment Opportunities (SAEO) division of Community Services. Financial Considerations Costs of Managed Competition There are costs associated with implementing a managed competition process that would allow Niagara Region to submit an in-house bid. There is a cost to hire a Fairness Monitor for the duration of the RFP process (starting as soon as staff begin drafting t he RFP and continuing through to award of the Collection Contract). For reference, Niagara Region hired a Fairness Monitor for a previous project at a cost of approximately $20,000. Additional details about the importance of a Fairness Monitor are included in the Analysis section. There is also the cost for Niagara Region to hire an independent consultant to prepare the cost accounting and technical submission for the in-house bid in response to the Collection Contract RFP, which staff estimate would exceed $60,000, for the technical submission alone. One staff person from Niagara Region would oversee the consultant and participate in the bid process, further incurring cost for salary. Costs are associated with a successful in-house bid. High level costs associated with implementation of an in-house collection team are outlined in confidential memo PW C-C 8-2019. At minimum, capital and operating costs would include: yard/maintenance building; waste collection vehicles and associated maintenance, fuel, tires and insurance; Collection Supervisor vehicles and associated maintenance, fuel, tires and insurance; labour costs for Collection Supervisor, drivers and loaders, mechanics for regular and on-road service, and administration support staff; and general equipment such as uniforms, personal protective equipment (PPE) and spill kits. There may be some minor cost offsets with a successful in-house bid through government exemptions from the requirements of securing a bond and letter of credit. There may also be some savings, for example, for the cost of vehicles where government organizations can secure a better rate. Private companies may view this as an unfair advantage. Page 623 of 687 PW 22-2019 March 19, 2019 Page 3 ______________________________________________________________________ Awarding a contract to an in-house team could potentially be more cost effective, and even if a municipality does not save as much as anticipated, this may still be the preferred option, which is the case for Ottawa. According to an article in the Ottawa Citizen from June 19, 2018, Ottawa has experienced deficits in regards to budget from their in-house teams. The East Ottawa zone has had annual operating deficits in three (3) of the five (5) years, with a cumulative deficit of about $1.1 million. Additionally, the Downtown Zone, which was sole sourced, has had operating deficits in all but one (1) year between 2013 and 2017, with a cumulative total in that time of roughly $1.6 million. Reasons for the deficits include cost overruns on increased expenses for labour, fleet and fuel; expiring warranties on an aging fleet; and a labour arbitration that forced the City to use full-time collection workers for overtime work, rather than calling on sub- contractors and casual labourers. Despite operating deficits, Ottawa is content with the results of the in-house teams because the costs are still lower than the next closest private bid (the actual cost difference is not included in the article). The Downtown Zone was sole-sourced, so there is no way to compare costs as it was never put to tender. Costs of a Living Wage Clause There are costs for including a living wage clause in the Collection Contract. Living wage for Niagara Region is calculated by the Niagara Poverty Reduction Network using the National Living Wage Framework (included as Appendix 1). As of November 2018 the living wage for Niagara was $17.99. Considering only the drivers and loaders, for whom there is a wage difference, Niagara Region staff estimate salary costs could result in an annual increase of at least $320,000 (loaders only) to $750,000 (loaders and increasing pay rate for drivers proportionately) over current costs. This cost would continue to rise over time as the living wage rate is recalculated annually in November. Costs would likely be further escalated when other staff (e.g. customer service representatives) are included in the calculation. Upon award of the Collection Contract, the living wage will need to be recalculated by the Ontario Living Wage Network as the hourly wage could be less than the defined living wage per hour at the start of the Contract (2021) depending on the presence of and distribution of employee and employer paid health benefits of the contractor. Niagara Region staff would need to ensure that the Collection Contract reflects the requirement of the successful proponents to pay a living wage for their employees working on this Collection Contract, and to ensure the appropriate gap between drivers and loaders is maintained throughout the length of the contract. One option is to structure the RFP such that proponents are awarded points based on wage structure to ensure fair compensation to all employees. Alternatively, Niagara Region could becom e a Fair Wage Employer, but this would have wide reaching implications on the Corporation, as it applies to full-time, part-time, and all externally (third party) contracted staff that provide service on a regular basis, and not just contracted collection staff. This analysis is outside the scope of this report. Additional details about living wage and Fair Wage Employers are included in the Analysis section. Page 624 of 687 PW 22-2019 March 19, 2019 Page 4 ______________________________________________________________________ Analysis Niagara Region Waste Management Services staff were asked to investigate the managed competition process as a result of Council resolutions from the Town of Fort Erie, the City of St. Catharines, and the City of Thorold following presentations about the results of the stakeholder consultation sessions for the proposed services for the next collection contract (PW 20-2019). The resolutions suggest in-house service might alleviate issues related to service delivery from the private sector, and as such, these Councils have requested that Niagara Region identify the benefits and cost savings (if any) of bringing collection in-house. Managed competition promotes an environment of competition, in which an in-house bid is submitted alongside submissions from the private sector. Traditionally, municipal public services, such as waste management, have been provided by an in-house team. For several decades now, these services have been removed from public control to the private sector, in search of reduced costs and increased efficiencies. Research completed by the Canadian Centre for Policy Alternatives has shown that waste collection by both the public and private sectors can be hit and miss, so municipalities are increasingly adopting a type of service delivery that does not depend solely on either an in-house team or the private sector. Waste Management staff researched three (3) comparator municipalities who utilize a mixed waste collection system, comprised of both an in-house team and a private contractor: the City of Hamilton, the City of Ottawa, and the City of Toronto. For Waste Management purposes, comparator municipalities are defined as those within Ontario and with a population of 300,000 or more. Staff are unaware of any other comparator municipalities utilizing this type of system for waste collection services. Waste Management staff also consulted with staff from Legal Services Administration, Procurement and Strategic Acquisitions, and SAEO. The benefits and challenges of managed competition are described in detail in the Financial section above and in the Analysis below, and key items are summarized in Table One. Table One: Benefits and Challenges of In-House Collection Benefits Challenges Competitive pricing is obtained on private sector work as a result of the bidding process A significant capital investment would be required for vehicle-related costs, plus any additional infrastructure costs. Capital financing has not been determined and would require further review of the Region’s capital financing strategy. Page 625 of 687 PW 22-2019 March 19, 2019 Page 5 ______________________________________________________________________ Benefits Challenges Less need for contract management, including consequences for failure to provide prescribed services Higher wage and benefit costs (offset with inclusion of living wage clause) Control and flexibility to make changes in service levels Personnel/labour management required (e.g. potential for collective bargaining agreement restrictions) A municipality’s lower cost of borrowing, and the fact that municipalities do not pay taxes and insurance in the same manner as private sector companies do, may result in lower collection costs Lack of in-house expertise at Niagara Region requires that an external consultant assist with the bid response, introducing timing and cost implications Timing Implications of Managed Competition Timing of release for the Collection Contract RFP is a concern for Waste Management staff, who are working to minimize performance issues that residents are currently experiencing with the contractor. It is imperative that the Collection Contract RFP be issued in time to allow the successful proponents to adequately prepare for collection start date, which requires at minimum: detailed analysis of routes; acquisition of vehicles; hiring of staff; set up of administration; locating and potentially acquiring, building or modifying facilities; and a number of other tasks. Waste Management staff lack the in-house experience to prepare a bid without external support and require that a consultant assist with development of any bid. Hiring a consultant takes time that would delay the submission of an in-house bid and it would be difficult to submit a response within the required time -frame for the Collection Contract RFP. The current contract is set to end in March of 2021 and as such, the RFP process must continue along the current schedule, which does not allow for a delay to be introduced through managed competition. Waste Management staff suggest exploring the option of managed competition for subsequent Collection Contract RFP’s, when there is adequate time to prepare. The importance of timing for issuance of the next Collection Contract RFP is further outlined in PWC-C 8-2019. There is a risk that a successful in-house bid team would not be ready for the March 2021 start date, depending on the award date. For example, in discussion with staff at the City of Toronto, who are in the process of procuring new collection vehicles, it was noted that the general timeline to acquire new vehicles of 12 months has been extended to 18 months. Although the Niagara Region might source the vehicles from a different supplier, the potential for the extended time an in-house team might require should be noted. Of course, private companies bidding on the Collection Contract RFP might also have the same limitations, but, they may also have resources unavailable to Niagara Region. For example, they may have vehicles that can be deployed from other Page 626 of 687 PW 22-2019 March 19, 2019 Page 6 ______________________________________________________________________ contracts, or they may purchase vehicles at a larger volume resulting in different agreements with vehicle providers. Waste Management staff were advised that one alternative to competing with an in- house bid is to have staff complete a business case evaluation to determine the costs for an in-house bid and structure the RFP such that Niagara Region has the right to remove an area from consideration (i.e. Niagara Region can award to an internal team regardless of bids, in the event that staff are not satisfied after the evaluation of submissions). This process could identify whether cost savings are potentially available and mitigate against tender results that exceed expectations of staff. Waste Management staff do not recommend this direction as the RFP has already been designed with three (3) defined collection areas, to be awarded to a minimum of two (2) proponents. Secondly, benchmarking reports for costs that are prepared annually with data available for comparator municipalities provide Niagara Region staff a method of determining fair market value for services although that information doesn’t provide direct protection against tender bids that are priced in a manner inconsistent with the expectations of staff. Preparation of a business case, while not subject to all the timing constraints of a competitive internal bid, remain subject to timing, resource and cost pressures. On balance, Waste Management staff believe the benefits of preparing the business case don’t outweigh the direct costs, staff time and risk of delay due to time an in-house team may require to prepare for collection. Risk Implications of Managed Competition An integral aspect of the managed competition process is that there is an ‘ethical wall’ separating the RFP project team from the in-house bid team, in which the RFP development and bid are not discussed with members outside of the respective teams. The separation ensures that there are no unfair advantages and/or disadvantages given to the in-house team. The ‘ethical’ wall is developed and maintained by a Fairness Monitor. Based on discussion with the City of Ottawa, the Fairness Monitor is to be retained during the initiation phase, prior to the start of drafting the RFP. While not a prescriptive legal obligation that the Fairness Monitor appointment precede any work on the RFP, failure to do so could result in an allegation of unfairness in the process. Waste Management Services began drafting the RFP in early December of 2018 and, due to the size of the division, many staff have already been involved in the process. In addition to the cost, past Regional experience with hiring a Fairness Monitor has shown a lead time requirement of at least three to four months (unless single sourced), which would impact the timing for release of the Collection Contract RFP, the importance of which is highlighted above. In addition to hiring a Fairness Monitor, Niagara Region would need to immediately designate a staff person, who has not yet participated in any part of the RFP preparation process, and who would work with an independent consultant, at a cost to Niagara Region, to prepare the in-house bid in response to the RFP. As noted above, Page 627 of 687 PW 22-2019 March 19, 2019 Page 7 ______________________________________________________________________ the independent consultant would need to be retained and that could involve a lead time potentially greater than needed for hiring a Fairness Monitor. The restricted time available for a retained consultant and designated staff person to prepare an alternate bid, combined with the lack of an existing policy framework and internal staff’s lack of direct experience in undertaking such a project creates a material risk that the resulting internal bid, if successful, fails to adequately estim ate costs and timelines needed for implementation. Policy Implications of Managed Competition Under the Resource Recovery and Circular Economy Act, 2016 (RRCEA), the Province is shifting to a producer responsibility framework for products and packaging, making producers and brand holders accountable for recovering resources and reducing waste associated with products. The Waste Diversion Transition Act, 2016, allows for the products and packaging managed under existing waste diversion programs to be transitioned to the new producer responsibility framework. More recently, the Province has released a “Made in Ontario Environment Plan” that further indicates the Province’s support for movement to producer responsibility framework. Due to the uncertain role of municipalities under the new legislation, it is recommended that Niagara Region minimize investment of capital in the collection of recyclables at this time. An in -house bid by Niagara Region should only reflect collection of garbage and organics. To allow an in-house bid, per the Niagara Region’s Purchasing By-Law, Regional Council must first approve a format for the development and submission of the in -house bid. Regional Council has not provided formal direction for the development of a managed competition policy, but discussion did occur at previous Public Works committee meetings regarding an in-house bid. The City of Ottawa has developed an internal policy for managed competition and ideally, Niagara Region should follow suit, prior to submission of any in-house bid for the Collection Contract, to avoid the potential for the perception of an unfair advantage to an in-house team. Performance Mitigation Measures Good and consistent service for residents can be acquired through means other than in - house service. When designing the RFP, for purposes of collection service, the region would be divided into three (3) areas. Any successful proponent will be awarded a maximum of two (2) of these areas, ensuring that at least two (2) independent contractors will service Niagara residents. This eliminates the burden on one company to complete collection for the entire region. Current Contract provisions are being reviewed and will be revised in the new RFP to ensure Niagara Region can retain alternative service providers in a more timely manner if the successful proponents are not meeting their contract obligations. For example, Page 628 of 687 PW 22-2019 March 19, 2019 Page 8 ______________________________________________________________________ currently Niagara Region must provide six (6) business hour notice to Emterra before the Region can retain another service provider to perform work not completed by Emterra. Bids from private contractors may result in cost reductions, however, this may be at the expense of employee wages. By including a clause for living wage that requires the successful proponents to pay their employees working on this Contract the Ontario Living Wage, it is anticipated that the collection contractors may see less employee turnover and lower levels of absenteeism, both of which could contribute to improved service for residents. Additionally, this will mitigate the need for an in-house team, in which the municipality would pay a fair wage. A living wage is defined as “the hourly wage a worker needs to earn to cover their basic expenses and participate in their community” (Ontario Living Wage Network). Living Wage Employers are “responsible employers who care about their employees and the community. They recognize that paying a living wage constitutes a critical investment in the long-term prosperity of the economy by fostering a dedicated, skilled and healthy workforce” (Ontario Living Wage Network). As previously noted, Niagara Region could structure the RFP to require that successful proponents pay their employees working on this Collection Contract the living wage, rather than obtaining the formal designation of a Living Wage Employer. As documented in the Financial section of this report, it is important to identify that living wage does have a financial impact on collection, with respect to increased wages over the current costs. The City of Toronto has a Fair Wage Office and Policy (included as Appendix 2) and the City of Hamilton also has a policy (included as Appendix 3) applied to construction contracts valued at over $500,000. Finally, it should be noted that for the first seven (7) years of the current Collection Contract, for a very competitive price, residents did not experience a significant number of performance issues. Rather than in-house service, there are other mechanisms, described above, that will help mitigate performance issues. Alternatives Reviewed Alternatives to an in-house bid, and the associated benefits and challenges of each option, are discussed in detail above. As itemized in the Recommendations, it is suggested that two of these alternatives be applied: (i) Inclusion of a living wage clause in the Collection Contract RFP; and (ii) Structuring the Collection Contract RFP to ensure that two (2) proponents are successful, by dividing the region into three (3) collection areas and limiting a successful proponent to receipt of two (2) collection areas. Page 629 of 687 PW 22-2019 March 19, 2019 Page 9 ______________________________________________________________________ Relationship to Council Strategic Priorities The recommendation to include a living wage clause in the Collection Contract supports Council’s Strategic Priority of Doing Business Differently, promoting the values that foster economic prosperity in Niagara. Other Pertinent Reports  PW 20-2019 Base and Enhanced Services for Next Collection Contract  PWC-C 8-2019 ________________________________ Prepared by: Jennifer Mazurek Acting Manager, Waste Policy & Planning Waste Management Services ________________________________ Recommended by: Catherine Habermebl Acting Commissioner Public Works Department ________________________________ Submitted by: Ron Tripp, P.Eng. Acting Chief Administrative Officer This report was prepared in consultation with Alison Powell, Acting Business Analyst, Waste Management Services, Sterling Wood, Legal Counsel, Bart Menage, Director Procurement and Strategic Acquisitions and Sherri Tait, Acting Associate Director Waste Collection and Diversion and reviewed by Sara Mota, Program Financial Specialist, and Lydia Torbicki, Acting Director, Waste Management Services. Appendices Appendix 1 Calculating the Living Wage for Niagara Region 2018 Brief FINAL 10 Appendix 2 City of Toronto Fair Wage Policy 21 Appendix 3 City of Hamilton Fair Wage Policy and Fair Wage Schedule 27 Page 630 of 687 C ALCULATING THE L IVING W AGE IN N IAGARA R EGION 2018 The Niagara Poverty Reduction Network PW 22-2019 March 19, 2019 Appendix 1 Page 631 of 687 ACKNOWLEDGEMENTS This report was made possible through the valuable input and collaboration of the Niagara Poverty Reduction Network Wages and Work Task group. The methodology presented in this report was adapted from the Canadian Living Wage Framework: A National Methodology for Calculating the Living Wage in Your Community and the Canadian Centre for Policy Alternatives Ontario Family Expense Workbook to develop the living wage calculation. The Family Expense Workbook was updated by the Ontario Living Wage Network and the living wage calculation generated using the CCPA-Ontario Living Wage Calculator. The tool used to calculate community expenses, taxes and government transfers is updated on an annual basis. The 2018 calculator update was completed by Iglika Ivanova from the Canadian Centre for Policy Alternatives in British Columbia. TABLE OF CONTENT Acknowledgements................................................. 1 What is a Living Wage? ........................................... 2 How is A Living Wage Calculated? ............................ 3 Summary of Annual Household Expenses .................. 5 Summary of Annual Family Income .......................... 6 Who Could Implement a Living Wage in Niagara? ....... 7 Appendix A ............................................................ 9 Sources .............................................................. 10 This brief provides context on the living wage calculation for Niagara region in 2018, a description of the methodology used to calculate a living wage, and a look at who could implement a living wage. A living wage reflects what earners in a family need to be paid based on the actual costs of living and being included in a specific community. The living wage is calculated as an evidence-based hourly rate at which a household (two adults working full-time, two children) can meet its basic cost of living needs, once government transfers have been added to the family’s income and deductions have been subtracted. Included in this calculation are food, shelter, clothing, transportation, child care, non-OHIP medical insurance, continuing adult education, and items that allow for fuller participation in society, such as communication, family leisure outings, and local recreation. In Canada, a living wage is a VOLUNTARY COMMITMENT that can be made by public, private, and not-for-profit sector employers to compensate directly-employed and contract-employed full-time and part-time workers. Calculating a living wage provides an opportunity for a community to: discuss work, wages, and compensation in different ways; act as a guide for employers who want to ensure their workforce can adequately meet their family’s basic household cost of living and community inclusion needs. THE HOURLY LIVING WAGE FOR NIAGARA REGION WAS ESTABLISHED AS $17.99 FOR 2018. PW 22-2019 March 19, 2019 Appendix 1 Page 632 of 687 WHAT IS A LIVING WAGE? In Canada, a living wage is currently a voluntary commitment that can be made by public, private and not-for-profit sector employers to compensate directly-employed and contract-employed full-time and part-time workers. It is a guide for employers who wish to pay fairer wages for work and labour. Fairer wages are wages that allow a family to be able to meet their basic household cost of living needs, as well as to be included in the mainstream community; in other words, an inclusive wage. A living wage is not the same as the minimum wage, which is the legal minimum all employers must pay. The living wage sets a higher test - it reflects what earners in a family need to be paid on an hourly basis based on the actual costs of living and being included in a specific community. The living wage is calculated as an evidence-based hourly rate at which a household consisting of two working parents with two children can meet its basic needs, once government transfers have been added to the family’s income and taxes and payroll deductions have been subtracted. Included is this calculation are food, shelter, clothing, transportation, child care, private health insurance for prescription drugs, vision, and dental coverage, continuing education for adults to upgrade skills, and items that allow for fuller participation in society, such as communication, family leisure outings and local recreation. The calculation is neither national nor provincial – it is done for a municipality or region to reflect real and unique local living costs and the hourly wage required to meet those needs. A living wage is by no means a luxury wage. Many items that could be considered as an important component of mainstream quality of life are not included in the reference calculation, including savings for a child’s education, retirement, home ownership, or even debt repayment. It provides a conservative estimate of what that family needs to earn in order to meet basic day-to-day cost of living needs and to participate in the social life of their community1. Calculating a living wage provides an opportunity for a community to: discuss work, wages, and compensation in different ways; act as a guide for employers who want to ensure their workforce can adequately meet their family’s basic household cost of living and community inclusion needs. OF NOTE: A living wage is just one of many tools in a tool -box to assist workers and employers in helping to meet a family’s basic cost of living needs and opportunities for community participation – it is not a stand- alone policy or decision. It works more effecti vely when implemented in conjunction with increased availability of reasonably-priced housing, more accessible and affordable child care and public transit options, employee group benefit plans, skills training, economic development initiatives, and other broad public policies and programs. PW 22-2019 March 19, 2019 Appendix 1 Page 633 of 687 HOW IS A LIVING WAGE CALCULATED? A living wage calculation examines the expenditures necessary to meet basic needs and to participate both economically and socially in a community. The resulting hourly wage represents the income necessary to meet both family expenditures and pay taxes and payroll deductions. It is determined using the Ontario Living Wage Network’s Living Wage calculator for Ontario, which is adapted from the National Living Wage Framework2, takes into account a conservative estimate of family expenses, as well as the tax, transfer, and payroll deduction rules for the province. This framework incorporates a consistent definition and methodology that is being deployed across the country to ensure uniformity and credibility of approach. Taxes, transfers, and even hours of work vary widely from province to province. Cost of living, such as rent, and access to public services, such as child care and transit also vary. For this reason, there are variations in the living wage calculation from community to community and province to province. In 2018, the Ontario Living Wage Network reviewed and updated the methodology for calculating the cost of living in Ontario. The key methodology change is an adjustment of work hours per week for each adult. In the past, Ontario communities have calculated the cost of living based on a 37.5- hour work week. In reviewing the methodology, the decision was made to move to a 35-hour work week. According to Statistics Canada, the average usual hours for workers 15 years and older in Canada is 35 hours per week3. The living wage calculation starts with a list (and accompanying estimated cost) of necessary expenses for a standard reference family of four (two adults both aged 35 and both working full-time jobs (35 hours/week each), a three-year old child and a seven-year old child) to: meet basic needs (i.e. housing, nutritious food, transportation); participate in the economic and social fabric of their community (i.e. recreational opportunities); purchase items that can help them escape marginal subsistence (i.e. household items) The list of family expenses contains no extravagances. It does not allow families to save for their children’s post-secondary education. It does not acknowledge that many working families carry debt obligations, such as student loans. It does not allow for home ownership and its many additional expenses. But it does recognize that assets, resources, and services such as rent, transportation, child care, food, clothing, internet, telephone, and laundry are essential items that every family requires to meet basic needs in an advanced economy and developed country such as Canada in the 21st century. In calculating the living wage for Niagara region, expenses were determined from credible and reliable sources such as Niagara Region Public Health, Canada Mortgage and Housing Corporation OF NOTE: Although lowest consistent cost alternatives were presented when possible, bargains, sales, coupons, and other price-lowering measures cannot be consistently relied upon by any family and thus form no part of this calculation. PW 22-2019 March 19, 2019 Appendix 1 Page 634 of 687 (CMHC), and Statistics Canada’s Market Basket Measure (MBM). Some expenses are eligible for subsidies, such as child care available through Niagara Region Community Services. Once total family expense has been added up, the calculation moves to the income side of the equation, to incorporate applicable employment income and government transfers. The living wage incorporates relevant government assistance, such as child benefits. The final step in calculating a community or region’s living wage is to calculate the employment income this family needs to meet both household expenses and to pay taxes and payroll deductions. This is done by dividing total employment income by the annual number of hours worked (3,640 hours, based on two adults each working a 35-hour work week for 52 weeks). The living wage calculation covers the basic needs and social inclusion of a majority of its family units living in its communities. Although a standard reference family of four is used for calculation purposes, a living wage supports the diversity of families in our community through the life cycle, so that young adults are in a position to consider starting a family and older workers have some extra income as they age and require different supports. A living wage is also sufficient to meet the needs of a single adult or a lone parent with one child. FIGURE 1: WHO A LIVING WAGE CAN SUPPORT The methodology for calculating Niagara region’s living wage includes the following scenario: A healthy family of four – two parents, both aged 35, and two children, one aged three and one aged seven One child in full-time daycare One child in before and after-school care and in camps during summer and school breaks Full-time hours of employment per week (35) for each of the two parents Each parent taking one college course per year to improve skills and employment capacity Cost of living including rental housing, transportation, food, clothing, child care, laundry, telephone, medical and life insurance, and other reasonable social inclusion expenses Inclusion of any applicable tax credits, returns, government benefits, and subsidies STANDARD REFERENCE FAMILY OF FOUR AS WELL AS YOUNG COUPLE CONSIDERING STARTING A FAMILY SINGLE ADULT LONE PARENT FAMILY WITH ONE CHILD OLDER WORKERS TRANSITIONING TO RETIREMENT PW 22-2019 March 19, 2019 Appendix 1 Page 635 of 687 SUMMARY OF ANNUAL HOUSEHOLD EXPENSES TABLE 1: NIAGARA REGION’S 2018 LIVING WAGE: SUMMARY OF ANNUAL HOUSEHOLD EXPENSES ITEM ANNUAL AMOUNT (rounded to the nearest dollar figure) Food $8,786 Clothing/Footwear $3,201 SHELTER Rent, 3 bedroom apartment $13,692 Utilities $1,316 Tenant Insurance $191 Transportation/Vehicle $13,196 CHILD CARE (before subsidy) Daycare/Camps $14,125 ECONOMIC AND COMMUNITY PARTICIPATION/INCLUSION Cell Phone $678 Internet and Cable $650 Other – Includes Family Outings, Personal Care, Laundry, Recreation, Household Items/Furnishings, School Supplies/Fees, Reading Materials, Bank Fees, Birthday Presents $9,038 OTHER Non-OHIP Medical Insurance $2,719 Critical Illness and Life Insurance $510 Adult Education $632 Contingency $2,749 TOTAL FAMILY HOUSEHOLD EXPENSES $71,483 PW 22-2019 March 19, 2019 Appendix 1 Page 636 of 687 SUMMARY OF ANNUAL FAMILY INCOME TABLE 2: NIAGARA REGION’S 2018 LIVING WAGE – SUMMARY OF ANNUAL FAMILY INCOME HOUSEHOLD INCOME, TAXES, & PAYROLL DEDUCTIONS* ANNUAL AMOUNT Total Household Employment Income Required $65,474 (or $32,737 per job) 2018 Hourly Living Wage $17.99 GOVERNMENT TRANSFERS & SUBSIDIES Canada Child Benefit (CCB) $8,262 Child Care Subsidy $6,735 Ontario Trillium Benefit $43 Total Transfers/Subsidies $15,040 Total Household Income Before Deduction (Household Employment Income + Transfer/Subsidies) $80,514 Government Taxes & Payroll Deductions Federal and Provincial Tax after Credits $5,050 CPP and EI Contributions $3,981 Total Taxes/Deductions $9,031 Total Household Income After Deductions (Household Employment Income + Transfer/Subsidies – Tax/Payroll Deductions) $71,483 (Total Family Household Expenses - Table 1) ($71,483) *Appendix A provides a detailed description of the government benefits, taxes, transfers, and other payroll deductions associated with the 2018 Niagara region living wage calculation. OF NOTE: Table 1 itemizes each household expense and estimated cost. The detailed breakdown of the “Annual Household Expenses” calculation, methodology, and rationale can be found in the “Calculating the Cost of Living in Niagara Region, 2018” report, located on the Niagara Poverty Reduction Network website: www.wipeoutpoverty.ca PW 22-2019 March 19, 2019 Appendix 1 Page 637 of 687 WHO COULD IMPLEMENT A LIVING WAGE IN NIAGARA? There are a range of possibilities:  Municipal/Regional government: The Region of Niagara, as well as its 12 municipal governments, could adopt a living wage strategy in all employment and procurement policies to ensure that all staff and contract workers are paid Niagara region’s living wage. The City of Cambridge, Ontario3 is one example of a municipal government that recently passed a motion to become a living wage employer, while the City of Toronto is considering living wage recommendations in its Municipal Poverty Reduction Strategy4.  Broader public service sector: The broader public service, including hospitals and post- secondary institutions, could adopt an organization-wide living wage policy that would ensure all staff and contract workers are paid Niagara region’s living wage. The Hamilton-Wentworth District School Board is one example of a public sector employer that has adopted a living wage policy as a way to send a strong message on the importance of inclusive wages to reduce poverty5.  Social profit/social service sector and granting agencies: Many employers in Niagara region, including many non-profit organizations, offer employment opportunities that are funded by some combination of government institutions and community foundations. These granting organizations have considerable influence over the pay offered through their grants as they seek to support programs that provide the highest level of service for the lowest cost possible. Moving forward, grantors could consider the quality of the jobs supported by the funding and move to ensure that employment opportunities consider including Niagara region’s living wage. Positive Living, located in St. Catharines, is an example of a non-profit certified living wage employer.  Private sector: There is a growing and strong argument that private sector employers have much to gain by embracing the living wage movement and a good jobs strategy. Although public debate over a higher minimum wage is often subject to objections that the demands are too great, there is much evidence to suggest that the choice to pay low-paid workers higher wages is good for business of all sizes, good for the community, and good for the employees. Waterloo, Ontario has several private sector living wage champions, including GCP Industrial Products and Grosche International and Pen Financial Credit Union. OF NOTE: If an employer in Niagara region provides comparable or better non-OHIP medical coverage and/or disability/life insurance coverage as part of an overall compensation package, the hourly living wage would be lowered by at least one dollar/hour. This can be taken into account in the Ontario Living Wage Network Employer Certification Program3. Learn more about the certification program at www.ontariolivingwage.ca As the amount of family living expenses is reduced, child care subsidy rates, taxes, and other deductions fluctuate, thus impacting the hourly wage rate. PW 22-2019 March 19, 2019 Appendix 1 Page 638 of 687 To date, seven employers based in Niagara region have become recognized as certified Living Wage employers. Regardless of the sector, the fundamental principles and implications of a living wage remain the same:  Income is the most important determinant of one’s health. Higher wages mean healthier workers and healthier workers are more productive and absent less often;  Higher wages lead to reduced staff turnover, which means lower training and recruitment costs for employers;  Recognizing employees’ contribution to the employer’s bottom line by compensating them with competitive, inclusionary wages to meet the needs covered in a living wage calculation enhances reputation among consumers and the community6.  A living wage is one of many tools in a toolbox to assist in helping to meet a family’s basic cost of living needs and opportunities for community participation – it is not a stand-alone policy or decision. It works more effectively when implemented in conjunction with increased availability of reasonably-priced housing, more accessible and affordable child care and public transit options, employee benefit plans, skills training, economic development initiatives, and other broad public policies and programs. PW 22-2019 March 19, 2019 Appendix 1 Page 639 of 687 APPENDIX A The following section provides a detailed description of the government benefits, taxes, transfers, and other payroll deductions associated with the 2018 Niagara region living wage calculation and income level: CANADA CHILD BENEFIT The Canada Child Benefit (CCB) is a tax-free monthly payment made to eligible families to help them with the cost of raising children under 18 years of age10. The CCB might include the child disability benefit and any related provincial and territorial programs. CHILD CARE SUBSIDY In Ontario, the provincial government provides lump sum funding to municipalities across the province to provide child care subsidies for families in financial need. The subsidy works on a sliding scale, offering greater support for families with the lowest incomes. ONTARIO TRILLIUM BENEFIT The Ontario Trillium Benefit (OTB) combines the following three credits to help pay for energy costs as well as sales and property tax: Northern Ontario Energy Credit, Ontario Energy and Property Tax Credit, and Ontario Sales Tax Credit.11 FEDERAL AND PROVINCIAL INCOME TAX Each living wage calculation takes into account the amount of money an income earner pays in federal and provincial taxes, after all government credits and deductions. CANADA PENSION PLAN AND EMPLOYMENT INSURANCE CONTRIBUTIONS With few exceptions, every person who is employed and earns over $3,500 per year in Canada must contribute to the Canada Pension Plan (CPP)12. Workers must also contribute to the Employment Insurance (EI) fund. Both contributions are subject to a yearly maximum. Generally, both contributions are deducted from one’s paycheque. PW 22-2019 March 19, 2019 Appendix 1 Page 640 of 687 SOURCES 1. Richards, T., Cohen, M., Klein, S., and Littman, D (2008) - Working for a Living 2008: Making paid work meet basic family needs in Vancouver and Victoria Vancouver: CCPS-BC – policyalternatives.ca 2. National Living Wage Framework (2015) - livingwagecanada.ca 3. Ontario Living Wage Network (2018), Employer Certification Program - ontariolivingwage.ca 4. Waterloo Record (2016), Cambridge Becomes First in Ontario to Endorse Living Wage Policy - therecord.com 5. City of Toronto (2015), Interim Poverty Reduction Strategy - toronto.ca 6. Hamilton Spectator (2013), School board sends message on poverty - thespec.com 7. Living Wage Canada (2015), Two new living wage giants in Hamilton - livingwagecanada.ca 8. Living Wage Waterloo (2015), Waterloo Region Living Wage Employers - livingwagewr.org 9. Hennessy, T., Tiessen, K, & Yalnizyan, Y (2013) - Making Every Job a Good Job: A benchmark for setting Ontario’s minimum wage, Toronto: CCPA-Ontario - policyalternatives.ca 10. Canada Revenue Agency (2016), Canada Child Benefit - cra-arc.gc.ca 11. Ontario Government (2018) Ontario Trillium Benefit – www.ontario.ca/page/ontario-trillium- benefit 12. Government of Canada (2016), Canada Pension Plan - canada.ca PW 22-2019 March 19, 2019 Appendix 1 Page 641 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 642 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 643 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 644 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 645 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 646 of 687 PW 22-2019 March 19, 2019 Appendix 2 Page 647 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 1 of 21 City of Hamilton Fair Wage Policy and Fair Wage Schedule PW 22-2019 March 19, 2019 Appendix 3 Page 648 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 2 of 21 Table of Contents 1. POLICY STATEMENT.................................................................................................... 3 2. INTERPRETATION........................................................................................................ 3 3. DEFINITIONS................................................................................................................. 3 4. CITY RESPONSIBILITIES.............................................................................................. 4 5. AD HOC FAIR WAGE COMMITTEE .............................................................................. 5 6. CONTRACTOR AND SUB-CONTRACTOR RESPONSIBILITIES.................................. 5 7. COMPLIANCE................................................................................................................ 6 8. RECORDS ..................................................................................................................... 6 9. INSPECTION AND AUDITS........................................................................................... 7 10. CONSEQUENCES OF NON-COMPLIANCE................................................................... 7 11. COMPLAINTS................................................................................................................. 9 12. APPEALS PROCESS.....................................................................................................10 13. FAIR WAGE SCHEDULE UPDATE................................................................................10 PW 22-2019 March 19, 2019 Appendix 3 Page 649 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 3 of 21 1. POLICY STATEMENT Every Contractor and Sub-Contractor shall compensate their Employees in accordance with the Fair Wage Policy and Fair Wage Schedule on all Construction Contracts with the City. The compensation requirements as set out in the Fair Wage Policy and Fair Wage Schedule are minimum requirements. 2. INTERPRETATION In this Fair Wage Policy and Fair Wage Schedule: a) a word defined in or importing the singular number has the same meaning when used in the plural number, and vice versa; b) the provisions shall be read with changes of gender or number as the context may require; c) a reference to any Act, by-law, rule, procedure or regulation shall be deemed to include a reference to any substitution or amendment thereof; d) any reference to an officer of the City shall be construed to mean the person holding that office, the designate or delegate of that person. 3. DEFINITIONS Capitalized words and phrases used in this Fair Wage Policy and Fair Wage Schedule shall have the following meanings, unless expressly stated otherwise. “Benefits” includes employer contributions to such items as a pension plan, Registered Retirement Savings Plan (RRSP), medical plan bonus, retention pay or the like and vacation; “City Council” means the Council of the City of Hamilton; “City” means the City of Hamilton, its officers, officials, employees and agents; “Construction Contract” means any construction work awarded to a Contractor of a minimum of $500,000.00 excluding residential sectors; “Contractor” means any person having a Construction Contract with the City but does not include any person that only supplies materials for the Construction Contract; “Employees” mean those persons employed by the Contractor or Sub-Contractor who perform work identified in the Fair Wage Schedule, for a Construction Contract with the City; “Fair Wage Policy” means the Fair Wage Policy approved by Council, as amended from time to time; PW 22-2019 March 19, 2019 Appendix 3 Page 650 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 4 of 21 “Fair Wage Schedule” means the Fair Wage Schedule approved by Council, as amended from time to time. The Fair Wage Schedule stipulates the Total Hourly Compensation for Employees; “Hours of Work” means the regular hours of work per day and week and shall include a provision for the payment of overtime beyond such regular hours, as per the Employment Standards Act, 2000, S.O. 2000, c.41, specifically Part VIII Overtime Pay; “Initiator” means any person who submits a complaint to the City alleging non-compliance with the Fair Wage Policy and Fair Wage Schedule by any Contractor or Sub-Contractor performing construction work on a City Construction Contract. “Manager of Procurement” shall mean the Manager of Procurement or designate. “Sub-Contractor” means any person performing work on a City Construction Contract for a Contractor, or an agreement with another Sub-Contractor, but does not include any person that only supplies materials for the Construction Contract; “Total Hourly Compensation” means the aggregate amount of Wages and Benefits as stated in the Fair Wage Schedule; “Wages” means the Employees basic hourly rate, which is paid as earned at the time of undertaking the work. 4. CITY RESPONSIBILITIES 4.1. The Director of Financial Services shall periodically review the Fair Wage Policy and recommend to the appropriate standing committee of Council any required amendments to the Fair Wage Policy. 4.2. The Director of Employee & Labour Relations will prepare and review the Fair Wage Schedule from time to time and recommend to the appropriate Standing Committee of Council those amendments to the Fair Wage Schedule. 4.3. The Manager of Procurement shall reference the Fair Wage Policy and Fair Wage Schedule in all City Construction Contracts. The City’s Procurement website will post the Fair Wage Policy and Fair Wage Schedule and Fair Wage Complaint Form at hamilton.ca/procurement. 4.4. The Manager of Procurement will co-ordinate the preparation of an annual report for the appropriate Standing Committee of Council regarding complaints investigated and resulting audits performed pursuant to the Fair Wage Policy and Fair Wage Schedule. 4.5. The City shall address a written objection to the administration of the Fair Wage Policy and Fair Wage Schedule. 4.6. The City is not in any way liable, obligated or responsible to any Employee, Sub Contractor, Contractor or any other person for the payment of any monies not paid by a PW 22-2019 March 19, 2019 Appendix 3 Page 651 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 5 of 21 Contractor or Sub-Contractor in accordance with the Fair Wage Policy and Fair Wage Schedule, and the City assumes no responsibility to such Employee, Sub-Contractor, Contractor or any other person for the administration and enforcement of the Fair Wage Policy and Fair Wage Schedule. 5. AD HOC FAIR WAGE COMMITTEE 5.1 The City shall participate in an ad hoc Fair Wage Committee to discuss issues, and provide a forum for consultation regarding issues related to the Fair Wage Policy and Fair Wage Schedule. 5.2 The Committee shall meet on an as required basis. 5.3 The Committee, as determined by the City, shall be comprised, as a minimum, of the following members: a) Director of Financial Services or designate, b) Director of Employee & Labour Relations or designate, c) A representative from: Hamilton & District Heavy Construction Association, Hamilton-Brantford Ontario, Building and Construction Trades Council, Labourers' International Union of North America, Christian Labour Association of Canada, and Merit OpenShop Contractors Association of Ontario. 6. CONTRACTOR AND SUB-CONTRACTOR RESPONSIBILITIES 6.1 A Contractor shall ultimately be responsible for any violations or non-compliance of Sub-Contractors on its City Construction Contracts. 6.2 A Contractor is fully responsible for ensuring that all Sub-Contractors comply with the Fair Wage Policy and Fair Wage Schedule. 6.3 The Contractor or Sub-Contractor shall not be responsible for any increase to the Fair Wage Schedule which occurs after the closing of the Request for Tenders or Request for Proposals for the City Construction Contract awarded to the Contractor. 6.4 At the commencement of the work, the Contractor shall post a copy of the Fair Wage Policy and Fair Wage Schedule in a prominent location at the City Construction Contract site to enable Employees of the Contractor and Sub Contractor to review. Alternate methods may be considered, and if approved by the Manager of PW 22-2019 March 19, 2019 Appendix 3 Page 652 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 6 of 21 Procurement, shall be in writing prior to the commencement of the Construction Contract. 6.5 After substantial performance (as defined in the Construction Lien Act, R.S.O. 1990, c. C.30) of the Construction Contract and prior to release of the holdback, for all Construction Contracts with the City, the Contractor shall provide to the City, in a form acceptable to the City, a statutory declaration confirming that the Contractor and its Sub-Contractors complied with the Fair Wage Policy and Fair Wage Schedule. The City reserves the right to not release part or all of the holdback on a Construction Contract until such Contractor's sworn statement of compliance is received and deemed to be satisfactory by the City. 7. COMPLIANCE 7.1 A Contractor or Sub-Contractors shall be in compliance with the Fair Wage Policy and Fair Wage Schedule when the Employee receives a minimum compensation package that includes Wages and Benefits, which aggregate amount is not less than the Total Hourly Compensation as set out in the Fair Wage Schedule. 7.2 Employees shall be paid on a “pay by pay basis” every pay period in accordance with Fair Wage Schedule. Alternate methods of payment may be considered, and if approved by the Manager of Procurement, shall be in writing prior to the commencement of the Construction Contract. For example any lump sum pay-out made to the Employee to reconcile money owed at the completion of the Construction Contract is not permitted. 7.3 Any lump sum payment approved is to be made no later than the date of substantial performance of the related Construction Contract. 8. RECORDS 8.1 The Contractor and Sub-Contractor shall keep records of the names, addresses, Wages, Benefits, vacation paid or provided, and hours worked for all of its Employees to demonstrate compliance with the Fair Wage Policy and Fair Wage Schedule. 8.2 Unless otherwise approved by the City, the Contractor and Sub-Contractor shall make these records available for inspection upon request by the City within ten business days. 8.3 In any agreement with a Sub-Contractor, the Contractor shall require the Sub Contractor to: a) provide written acknowledgment prior to the commencement of construction work that the Fair Wage Policy and Fair Wage Schedule applies; PW 22-2019 March 19, 2019 Appendix 3 Page 653 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 7 of 21 b) keep records of the names, addresses, Wages, Benefits, vacation paid or provided, and hours worked for all of its Employees to demonstrate compliance with the Fair Wage Policy and Fair Wage Schedule; and c) Unless otherwise approved by the City, make these records available for inspection upon request by the City within ten business days. 8.4 If a Contractor or Sub-Contractor enters into a contract for service with a self employed independent contractor to perform work identified in the Fair Wage Schedule, the Contractor or Sub-Contractor shall keep the following records to demonstrate that the self-employed independent contractor is not an Employee of the Contractor or Sub Contractor: a) duties and responsibilities of both parties; b) self-employed independent contractor invoices; c) self-employed independent contractor HST registration number; d) self-employed independent contractor Workplace Safety and Insurance Board and insurance certificates; and e) self-employed independent contractor trade certificates or licences which relate to the Construction Contract. Should there be concerns regarding the self-employed independent contractor’s degree of dependency from the Contractor or Sub-Contractor, further records shall be made available to demonstrate that an employer employee relationship does not exist between the Contractor or Sub-Contractor and a self-employed independent contractor. The guideline issued by Canada Revenue Agency RC4110 “Employee or Self- Employed” may be used to assist in making a final determination. 9. INSPECTION AND AUDITS The City retains the right to inspect and audit the records of the Contractor or Sub Contractor (as referred to in Section 8. Records) at any time during the period of the Construction Contract and at any time thereafter as deemed by the City. 10. CONSEQUENCES OF NON-COMPLIANCE 10.1 Upon determining that a Contractor or Sub-Contractor is non compliant with the Fair Wage Policy and Fair Wage Schedule, the Manager of Procurement: a) shall advise the Contractor, in writing, that it has been determined that the Contractor or Sub-Contractor is non-compliant and that the Contractor or Sub- Contractor is required to rectify the non-compliance(s) and provide written proof of the same, in a form satisfactory to the City, within ten business days; and PW 22-2019 March 19, 2019 Appendix 3 Page 654 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 8 of 21 b) may withhold making payment, progress payment or release of holdback to the Contractor in an amount which is equal to the shortfall in Wages or Benefits, or may take any other remedies that are otherwise available at law or in equity. and c) shall impose upon the Contractor a minimum cost of $5,000.00 (excluding taxes) for the City inspection, audit or other action as deemed necessary by the City, and may deduct such costs from any payment or payments (as appropriate) owed by the City to the Contractor, or may take any other remedies that are otherwise available at law or in equity. In addition, the Contractor shall be responsible for all the City’s costs beyond the minimum cost of $5,000.00(excluding taxes), which will be payable immediately upon request. 10.2 Where a Contractor or Sub-Contractor has been determined to be non-compliant with the Fair Wage Policy and Fair Wage Schedule for the first time in a five year period, the Manager of Procurement may require the Contractor to pay for and submit a licensed Public Accountant assurance report, acceptable to the City, which verifies compliance with the Fair Wage Policy and Fair Wage Schedule on the next three City Construction Contracts to which the Contractor is awarded. Such assurance report shall provide sufficient information and detail to demonstrate compliance with the Fair Wage Policy and Fair Wage Schedule and shall be submitted after substantial performance (as defined in the Construction Lien Act, R.S.O. 1990, c. C.30) of the Construction Contract and prior to the release of the holdback. The City reserves the right to not release part or all of the holdback on a Construction Contract until such assurance report is received and deemed to be satisfactory by the City. The City reserves the right to treat a first non-compliance as a second or subsequent non-compliance. 10.3 Where a Contractor or Sub-Contractor has been determined to be non-compliant with the Fair Wage Policy and Fair Wage Schedule for a second or subsequent time within a five year period from the date of the first determination of non compliance by the Manager of Procurement, the City, as approved by City Council, may refuse: a) to accept any bid, quotation or proposal from such Contractor or Sub Contractor, or; b) the use of a Sub-Contractor where the Sub-Contractor was determined to be non-compliant with the Fair Wage Policy and Fair Wage Schedule on any City contract for a period of two years from the date of City Council approval, save and except any Construction Contract the Contractor may currently have with the City. 10.4 If the Contractor or Sub-Contractor fails to keep accurate records, the Contractor or Sub-Contractor will pay a licensed Public Accountant to provide an assurance report, acceptable to the City, which clearly demonstrates compliance with the Fair Wage Policy and Fair Wage Schedule. PW 22-2019 March 19, 2019 Appendix 3 Page 655 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 9 of 21 11. COMPLAINTS 11.1 Any person may submit a complaint to the City, alleging non-compliance with the Fair Wage Policy and Fair Wage Schedule, by any Contractor or Sub Contractor performing construction work on a City Construction Contract. All complaints must be submitted in writing and contain sufficient information in order to investigate the complaint. The Fair Wage Complaint Form may be completed for this purpose 11.2 The complaint must be forwarded to the City’s Manager of Procurement via email (procurement@hamilton.ca), regular mail or in person to the Procurement Section, Corporate Services Department, 120 King Street West, Suite 900, Hamilton, Ontario L8P 4V2. 11.3 The complaint may be initiated at any time during the Construction Contract but shall be received by the City no later than 21 calendar days following substantial performance of the related Construction Contract. 11.4 Upon receipt of a complaint, the Manager of Procurement will conduct an initial review of the complaint submitted and advise the Initiator of the complaint of the investigation fee and what the likely cost of the investigation will be. The minimum cost of an investigation will be $5,000.00 (excluding taxes). The City, at its discretion, may waive the cost of an investigation if an Employee is the Initiator of the complaint. 11.5 The Initiator shall confirm to the City in a timely manner whether or not they would like to proceed with the complaint. 11.6 The City shall take such action as it deems is necessary to determine whether the Contractor or Sub-Contractor involved or named in the complaint is compliant with the Fair Wage Policy and Fair Wage Schedule. Such action deemed necessary by the City shall commence within 30 calendar days of receipt of a completed Fair Wage Complaint Form submitted to the Manager of Procurement. 11.7 Once such action to determine compliance or non-compliance is completed to the City’s satisfaction, the Manager of Procurement shall inform the Initiator and any Contractor or Sub-Contractor involved or named in the complaint of the City’s determination of the Contractor's or Sub-Contractor's compliance or non-compliance with the Fair Wage Policy and Fair Wage Schedule. 11.8 Whenever a complaint is initiated by a person other than an individual Employee of the Contractor or Sub-Contractor involved or named in the complaint, and said Contractor or Sub-Contractor is found to be compliant with the Fair Wage Policy and Fair Wage Schedule with respect to the complaint, the costs associated with the inspections, audits or other action deemed necessary regarding the investigation of the complaint will be borne solely by the Initiator. Until the Initiator has paid the associated costs to the City, the City will not accept any additional complaints from the Initiator. 11.9 For the purposes of the City not accepting any additional complaints from the Initiator under section 11.8 of this Fair Wage Policy, a reference to Initiator shall also include an officer, director, a majority or controlling shareholder, or a member of the Initiator, if a PW 22-2019 March 19, 2019 Appendix 3 Page 656 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 10 of 21 corporation; a partner of the Initiator, if a partnership; any corporation to which the Initiator is an affiliate of or successor to, or an officer, a director or a majority or controlling shareholder of such corporation; and any person with whom the Initiator is not at arm’s length within the meaning of the Income Tax Act (Canada). 11.10 The City shall make every effort to safeguard the confidentiality of each Initiator’s identity. However, this information is subject to the provisions of the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M.56. For greater certainty and direction regarding how such issues of confidentiality will be handled and may affect an Initiator’s rights, the Initiator should reference the City’s policies related to Freedom of Information on the City’s website under the Office of the City Clerk at hamilton.ca. 12. APPEALS PROCESS 12.1 Contractors, Sub-Contractors or Initiators may feel aggrieved and may seek to dispute the outcome of a Fair Wage complaint process. If anyone wishes to appeal the outcome of a Fair Wage complaint, they shall write to the Manager of Procurement within five business days of being notified of the Fair Wage complaint outcome and provide a detailed statement outlining the grounds of the appeal and request a meeting with the Manager of Procurement. 12.2 If no resolution satisfactory to both parties has been achieved, the Contractor, Sub Contractor or Initiator will have three business days from the date of the meeting with the Manager of Procurement to make a formal written request with the Manager of Procurement to meet with the General Manager of the Client Department issuing the Construction Contract and the General Manager of Finance and Corporate Services regarding their complaint. The General Managers will make the final decision regarding the outcome of the Fair Wage complaint process. 13. FAIR WAGE SCHEDULE UPDATE 13.1 The Fair Wage Schedule shall be automatically updated every three years. 13.2 Unless otherwise approved by Council, the Total Hourly Compensation rates set out in the Fair Wage Schedule shall be: a) based upon the collective hourly wage rates set out in the respective collective agreements from the three year’s preceding the date of the last Fair Wage Schedule update. For example, the hourly rates set in 2016 shall be updated in 2019 (three years after 2016). The updated rates in 2019 shall be based upon the 2016 hourly rates (three years preceding 2019); b) calculated by increasing the respective collective agreement’s hourly wage rates by no more than 24%; and c) frozen for the three year term. PW 22-2019 March 19, 2019 Appendix 3 Page 657 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 11 of 21 Fair Wage Schedule Road Work: Work performed Total Hourly Compensation Shovels, backhoes, draglines, gradalls, clams (on site), Grader "A", fine grade bulldozer, Pitman type cranes, self-erecting tower cranes $42.84 Clams (yard operation), mechanics, welders $41.85 Hydra-lift truck mounted hydraulic cranes $41.60 Curb machine, self-propelled power drills, hydraulic, etc. bulldozer operators, all front end loader operators, scrapers (self-propelled), dozer 815 type, off highway vehicles and concrete paver, pulverizer and asphalt planer $41.43 Mixer man on asphalt plant $41.35 Engineers on boilers (with papers), asphalt spreader (self-propelled), asphalt roller $41.28 Farm and industrial type tractor operators with excavating attachments, grader operator B', snippers, hydro axe and tree farmer, feller buncher, hydro shear, trenching machines, caisson boring machines under 25 H.P., lubrication unit operator, skid steer loaders, Kabota skid steer loaders, Kabota bobcat type excavators and those less than 65 H.P. and similar types, skidder type equipment with hydraulic and cable attachments $41.11 Boiler fireman (without papers), burnerman on asphalt plant $40.61 Roller Operator (asphalt) 'B', mobile sweeper $40.23 Farm and industrial type tractor, (towed and self-propelled compaction units), grade rollerman, including self-propelled rubber tired rollers, hydro- vac truck $39.92 PW 22-2019 March 19, 2019 Appendix 3 Page 658 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 12 of 21 Road Work, Open Cut Work for Sewer and Watermain Construction: Work performed Total Hourly Compensation Engineers operating Cranes with a manufacturer's rating of 70 tons capacity and over, self-erecting tower cranes. $38.42 Engineers operating crawler cranes, mobile cranes, piledrivers, caisson boring machines and working foreman. $37.30 Engineers operating crawler backhoes, gradalls, Pitman type cranes, graders, mechanics and welders, articulating Hydraulic Crane (Knuckleboom). Asphalt plant operator. SeIf-propeIIed hydraulic drills. $36.06 Engineers operating bulldozers, frontend loaders, industrial tractors with backhoe and all other attachments, crawler tractors, crawler tractor and scraper, self-propelled scrapers, sideboom, Concrete Paver, Asphalt Planer, asphalt spreaders, curb machines, asphalt roller. Dozer 815 type and boom trucks. Dump truck drivers. Float, Flatbed Drivers, Off highway vehicles. $35.69 Engineers operating bobcat, skid steer, all frontend loader with all attachments, Kubota type backhoe with aII attachments, trenchers, hydro-vac truck. $33.88 Engineers operating self-propelled roller, packer - rubber tired, sheepsfoot on grade or backfill, farm tractor, pump 6" and over. $31.37 PW 22-2019 March 19, 2019 Appendix 3 Page 659 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 13 of 21 Open Cut Work for Sewer and Watermain Construction: Work performed Total Hourly Compensation Engineer operating cranes, self-erecting tower cranes, caisson boring machines 25 H.P. and over, sidebooms cranes, clams, backhoes, derricks, pile-drivers, gradalls, mobile and similar equipment, Pitman type cranes. Grader operater 'A' and fine grade bulldozer operator. $43.62 Heavy duty field mechanics and equipment repair welders.$42.32 Hydra-Lift truck mounted hydraulic cranes.$42.27 Operators of bulldozers, tractors, scrapers, emcos, grader "B", all front-end loaders and similar equipment, farm and industrial tractors with excavating attachments, trenching machines, caisson boring machines under 25 h.p., snippers, hydro axe and tree farmer, feller buncher, hydro shear, lubrication unit operator, skid steer loaders, Kabota skid steer loaders, Kabota Bobcat type excavators and those less than 65 h.p. and similar types, skidder type equipment with hydraulic and cable attachments, curb machines and self- propelled power drills, hydraulic, etc., off highway vehicles. $42.20 Service men on shovels, compressors, pumps, self-propelled rollers, boom truck drivers, operators of 5 or more heaters. $40.82 Oilers, greasers, mechanics helpers hydro-vac truck - 3rd year.$40.32 Oilers, greasers, mechanics helpers hydro-vac truck - 2nd year.$39.08 Oilers, greasers, mechanics helpers hydro-vac truck - 1st year.$37.84 PW 22-2019 March 19, 2019 Appendix 3 Page 660 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 14 of 21 Labourers - Sewer Watermain, Roads Building Paving, Parking Lots, Bridge Rehab: Work performed Total Hourly Compensation Labourer $35.97 Skilled Labourer $36.51 Crawler Type Drillman, Powderman $39.23 Catch Basin Constructors $37.25 Asphalt Raker, Pipelayers, Trenchless Tech. Carpenters, Cement Finishers $37.89 Man Hole Valve Chamber Constructors $37.68 Rodman Reinforcing Installers, Curb-setters, Bricksetters, Stonepaving $36.94 Working Foreman $39.42 Watchman Six Shifts Per Week, (10) hours per shift (Weekly)$19.67 Traffic Control Person $33.03 Labourers - Bridge Building, Underpasses, Overpasses, Pedestrian retaining walls connected with dams etc.: Work performed Total Hourly Compensation Labourer $36.77 Skilled Labourer $37.31 Powderman, Crawler Type Driller $39.61 Carpenters $38.70 Rodman $38.06 Concrete Finisher $38.45 Piling Driving (All types Operation)$37.44 Working Foreman $40.23 Watchman Six Shifts Per Week, (10) hours per shift (Weekly)$19.67 Traffic Control Person $32.41 Labourers - Mining and Tunneling Operation: Work performed Total Hourly Compensation Labourer $37.21 Underground Labourer, Pipelayer, Reinforced Concrete Worker, Skilled $37.93 Concrete Leader $38.24 Pumpman (3" Disc. and Under), Deck Man, Pit Bottom Man, Signal Man $37.56 Pile Driving all types and all Operations related thereto $38.37 Mucker and Miner Helper, Grout Machine Man, Diamond Drill, Welder $38.55 Shield Driver and Mole Driver, Lead Miner $38.86 Powderman $38.92 Fence Erector $38.80 Working Foreman $39.23 Watchman and Dryman $36.57 PW 22-2019 March 19, 2019 Appendix 3 Page 661 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 15 of 21 Building and Construction Work: Work performed Total Hourly Compensation Engineers operating: cranes with a manufacturer’s rating of over 164 to 219 tons capacity. $45.99 Engineers operating: cranes with a manufacturer’s rating of 100 to 164 tons capacity, 1st class Stationary Engineers, and skyway, climbing, hammerhead and kangaroo and GCI type cranes. $45.43 Engineers operating: all conventional and "hydraulic" type cranes, save and except those set' out in Article 1.1 above, 15 ton capacity and over boom truck, clams, shovels, gradalls, backhoes, draglines, piledrivers, all power derricks, gantry cranes, caisson boring machines (over 25 HP), and similar drill rigs, mine hoists, and all similar equipment working on land or water, overhead cranes, chimney hoists, multiple drum hoists, single drum hoists (over 12 stories), single drum hoists of manual friction and brake type, and all similar equipment, dredges - suction and dipper, hydraulic jacking equipment on vertical slip forms, hydraulic jacking poles, creter cranes, and hydraulic skoopers. heavy duty mechanics, qualified welders and 2nd Class Stationary Engineers and self-propelled hydraulic drills. Self-erecting cranes 15 ton capacity and over. Carry Deck cranes 15 ton capacity and over. $44.50 Pitman type cranes of 10 ton to less than 15 ton. Self-erecting cranes 10 ton to less than 15 ton capacity. Carry Deck cranes 10 ton to less than 15 ton capacity. $43.91 Operators of: air tuggers used for installation of vessels, tanks, machinery, and for steel erection; side booms on land or water; man and material hoist and single drum hoists 12 stories and under not of a manual friction and brake type; elevators, monorails, bullmoose type equipment of 5 ton capacity or over, air compressor feeding low pressure into air locks, tunnel mole. 3rd Class Stationary Engineer. Self-erecting cranes less than 10 ton capacity. Carry Deck cranes less than 10 ton capacity. $43.33 Operators of: bulldozers (including 815 type), tractors, scrapers, graders, emcos, overhead and front-end loaders, side loaders, industrial tractors with excavating attachments, trenching machines, and all similar equipment, mobile concrete pumps, Pitman type cranes under 10 ton capacity, mobile pressure grease units, mucking machines, hydraulically operated utility pole hole digger, and Dinky locomotive type engines. 4th Class Stationary Engineers. Kubota Type Backhoe and Skid Steer Loader. $43.11 Operators of: batching and crushing plants, 6" discharge pumps and over, wellpoint systems and all similar systems, concrete mixers of I cubic yard and over, gas, diesel, or steam driven generators over 50 HP (portable), fork lifts over 8' lifting height, air tuggers except those in Group 1.3, caisson boring machines (25 HP and under), drill rigs, post hole diggers, portable air compressors 150 CFM and over, and concrete pumps. Signalman. $40.23 PW 22-2019 March 19, 2019 Appendix 3 Page 662 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 16 of 21 Building and Construction Work: (continued)Building and Construction Work: (continued) Operators of: boom trucks, "A" Frames, driver mounted compaction units, bullmoose type equipment under 5 ton capacity, fork lifts 8' and under in lifting height and conveyors. Firemen. Permanent automatically controlled elevators on Commercial and Institutional buildings. $38.99 Operators of: Pumps under 6" discharge where three (3) or more pumps are employed on the same job site, hydraulic jacking equipment for underground operations, portable air compressors under 150 CFM where attendant is required, and driver mounted power sweepers. Attendants for forced air, gas, or oil burning temporary heating units of 500,000 BTU's or over per hour, or, five (5) or more on the same job site, oilers, oiler-drivers, and mechanics helpers. $37.51 2nd Year $35.32 1st Year $32.67 Engineers operating: draglines, cranes including but not limited to Self- erecting Cranes and Carry Deck Cranes. Heavy Duty Mechanics. Spider- type cranes. $42.90 Engineers operating: shovels, backhoes, hoptoes, gradalls and similar equipment, whip hammer, power mounted drill. $42.11 Welders $42.51 Operators of: bulldozers (including 815 type), tractors, scrapers, emcos, graders, overhead loaders, front-end loaders, industrial tractors with excavating attachments, compressor operators. Kubota Type Backhoe and Skid Steer Loader. $41.27 Mechanic's helpers and Servicemen $39.02 Oiler-Grademen and Oiler-Drivers $38.45 Compactors $38.56 Tunnel Work: Work performed Total Hourly Compensation Engineer operating all hoists hoisting materials out of shafts, tuggers, and derricks with lifting capacity over 2000 Ibs, self-erecting tower cranes, compressor house set up man, self-propelled power drills, hydraulic etc. $43.59 Heavy duty field mechanics.$42.59 Engineer operating shaft hoist, tuggers and derricks, 2000 Ibs or less, compressor operators 500 CFM or over, hydro-vac truck. $42.47 PW 22-2019 March 19, 2019 Appendix 3 Page 663 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 17 of 21 Marble, Tile, Terrazzo, Cement Masons, Resilient Floor Layers and Their Helpers: Work performed Total Hourly Compensation Marble Mason $45.45 Terrazzo Tile Mechanic $45.25 Base Machine Operator $43.92 Terrazzo Helper $43.61 Marble Tile Helper $43.51 Bricklayers, Masons, and Plasterers: Work performed Total Hourly Compensation Bricklayers, Masons, and Plasterers $44.54 Apprentice 1 $22.27 Apprentice 2 $29.20 Apprentice 3 $35.64 Apprentice 4 $40.09 Glaziers: Work performed Total Hourly Compensation Journeyperson Glazier Metal Mechanic with Certificate of Qualifications $39.78 Apprentice 1 (1-1000hrs)$19.89 Apprentice 2 (1001-2000hrs)$21.87 Apprentice 3 (2001-3000hrs)$23.87 Apprentice 4 (3001-4000hrs)$25.85 Apprentice 5 (4001-5000hrs)$27.85 Apprentice 6 (5001-6000hrs)$29.83 Apprentice 7 (6001-7000hrs)$31.82 Apprentice 8 (7001-8000hrs)$33.81 Elevator Constructors: Work performed Total Hourly Compensation Elevator Mechanic $58.61 Probationary Helper I $32.24 Probationary Helper II $35.17 Helper I $41.03 Helper II $43.96 Improver Helper $46.90 Adjuster $65.94 Mechanic in charge (4-9) people $65.94 Mechanic in charge (10-19) people $67.41 Mechanic in charge (20+) people $68.58 PW 22-2019 March 19, 2019 Appendix 3 Page 664 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 18 of 21 Heat and Frost Insulators (Asbestos): Work performed Total Hourly Compensation Journeyman $46.46 Fourth Year Apprentice $38.13 Third Year Apprentice $32.55 Second Year Apprentice $26.88 First Year Apprentice $21.32 Provisional $25.97 Conditional $29.91 Asbestos Remover Level One $25.33 Asbestos Remover Level Two $28.33 Asbestos Remover Level Three $26.19 Millwrights: Work performed Total Hourly Compensation Journeyman $46.67 Foreperson $53.49 Sub-foreperson $50.08 Apprentice (0-1999hrs)$28.00 Apprentice (2000-3999hrs)$32.67 Apprentice (4000-5999hrs)$37.34 Apprentice (6000-8000hrs)$42.01 Plumbers, Steamfitters and Pipefitters: Work performed Total Hourly Compensation Journeyman $45.69 Apprentice 1 $18.28 Apprentice 2 $22.85 Apprentice 3 $27.42 Apprentice 4 $31.99 Apprentice 5 $36.56 Foreman $50.27 Welders: Work performed Total Hourly Compensation Journeyman $45.69 Apprentice 1 $22.85 Apprentice 2 $27.42 Apprentice 3 $31.99 PW 22-2019 March 19, 2019 Appendix 3 Page 665 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 19 of 21 Electrical: Work performed Total Hourly Compensation Journeyman Electrician $47.44 Foreman $53.33 Apprentice 1 $15.43 Apprentice 2 $20.83 Apprentice 3 $26.10 Apprentice 4 $31.50 Apprentice 5 $36.77 Painters – Industrial: Work performed Total Hourly Compensation Journeyman Painter $39.73 5401 - 6000 hours worked $29.80 4501 - 5400 hours worked $27.81 3601 - 4500 hours worked $23.83 1801 - 3600 hours worked $21.85 1001 - 1800 hours worked $19.86 451 - 1000 hours worked $17.36 1 - 450 hours worked $16.12 Apprentice Helper (Unless Minimum Wage is Greater than $11.00)$13.95 Painters – Commercial: Work performed Total Hourly Compensation Journeyman Painter $34.56 5401 - 6000 hours worked $25.92 4501 - 5400 hours worked $24.19 3601 - 4500 hours worked $20.73 1801 - 3600 hours worked $19.01 1001 - 1800 hours worked $17.36 451 - 1000 hours worked $17.36 1 - 450 hours worked $16.12 Apprentice Helper (Unless Minimum Wage is Greater than $11.00)$13.95 PW 22-2019 March 19, 2019 Appendix 3 Page 666 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 20 of 21 Roofers: Work performed Total Hourly Compensation Foreman $44.42 Journeyman $43.96 Material Handler $41.74 Third Year Apprentice $34.22 Second Year Apprentice $30.49 First Year Apprentice $25.59 Pre-apprentice $20.76 Sheet Metal: Work performed Total Hourly Compensation Foreman (3 - 15 men)$47.41 Foreman (16 - 25 men)$48.65 Foreman (Over 25 men)$49.58 Journeyman $43.56 First Year Apprentice $16.37 Second Year Apprentice $22.00 Third Year Apprentice $27.45 Fourth Year Apprentice $32.44 Fifth Year Apprentice $37.88 Sheeter / Decker $43.56 Sheeter / Decker Assistant $40.16 Material Handler $35.10 Probationary Employee $20.60 Drywall Finishers: Work performed Total Hourly Compensation Journeyperson (Drywall Finishers)$43.33 3601 - 5400 hours worked $32.50 2401 - 3600 hours worked $28.16 1201 - 2400 hours worked $23.83 1 - 1200 hours worked $15.13 PW 22-2019 March 19, 2019 Appendix 3 Page 667 of 687 Approved by City Council on: March 9, 2016 Appendix ‘A’ to Report FCS16013/HUR16001 Page 21 of 21 Iron Workers: Bridge, Structural, Ornamental and Reinforcing Iron Workers Work performed Total Hourly Compensation GF Foreman $54.89 Foreman $51.24 Base Wage (Journeyman)$45.74 Apprentice (0-1000hrs)$27.44 Apprentice (1001-2000hrs)$32.02 Apprentice (2001-3000hrs)$34.31 Apprentice (3001-4000hrs)$36.59 Apprentice (4001-5000hrs)$38.89 Apprentice (5001-6000hrs)$41.17 Rodmen: Bridge, Structural, Ornamental and Reinforcing Iron Workers Work performed Total Hourly Compensation Foreman $50.13 Sub-Foreman $47.65 Base Wage (Journeyman)$43.93 Apprentice (0-500hrs)$26.36 Apprentice (501-1000hrs)$30.75 Apprentice (1001-2000hrs)$35.14 Apprentice (2001-3000hrs)$39.54 Apprentice (3001-4000hrs)$41.74 PW 22-2019 March 19, 2019 Appendix 3 Page 668 of 687 April 16, 2019 Below is a copy of a Resolution adopted by Brantford City Council at its meeting held March 26, 2019. In keeping with City Council’s direction, a copy is being distributed to other municipalities in the Province of Ontario. C. Touzel City Clerk RESOLUTION 6.1 Single-Use Plastic Straws WHEREAS section 8(1) of the Municipal Act, 2001 requires that the powers of a municipality are to be interpreted broadly so as to confer broad authority on the municipality to enable the municipality to govern its affairs as it considers appropriate and to enhance the municipality’s ability to respond to municipal issues; and WHEREAS section 8(3) of the Municipal Act, 2001 permits the municipality to pass by-laws under section 10 and 11 which: regulates or prohibits the matter; and to require persons to do things respecting the matter; and WHEREAS section 10(2) of the Municipal Act, 2001 permits single-tier municipalities to pass by-laws respecting the following matters: economic, social and environmental well-being of the municipality, including respecting climate change; and WHEREAS the Council of The Corporation of the City of Brantford wishes to consider regulating or prohibiting the sale and distribution of single-use plastic straws in the municipality in order to reduce: (a) littering; (b) the impact on landfills; (c) the impact on sewers; and (d) the contribution to climate change; NOW THEREFORE BE IT RESOLVED THAT City Staff BE DIRECTED to: 1. Analyze the impacts of single-use plastic straws in the municipality; and how to reduce those impacts through the regulation and prohibition of single-use plastic straws; Page 669 of 687 2 2. Consult with the public and impacted industries, including but not limited to: i. Retail Stores; ii. Restaurants; iii. Manufacturers and Distributors, as applicable; iv. Chamber of Commerce; v. Brantford Accessibility Advisory Committee; and vi. Brantford Environmental Policy Advisory Committee; 3. THAT City Staff REPORT BACK to Council on the results of their analysis and consultation; along with a process, including timelines, to: a. In the first phase, regulate the sale and distribution of single-use plastic straws, taking into account existing inventories and the sourcing of alternate suppliers; and b. In the final phase, prohibit the sale and distribution of single-use plastics straws. 4. THAT a copy of this resolution BE FORWARDED to the MP and MPP Brantford-Brant, the Association of Municipalities of Ontario (AMO), the Federation of Canadian Municipalities (FCM) and other municipalities in the Province of Ontario. Page 670 of 687 1 Bill Matson From:Gerald Spencer Sent:Wednesday, April 3, 2019 1:58 PM To:Bill Matson Subject:FW: Cowboy mounted shooting James Davidson I recall mentioning you. I did suggest I would flip to you. Here it is From: James Davidson [mailto:jamesjohndavidson@gmail.com] Sent: March 18, 2019 8:34 PM To: Gerald Spencer Subject: Cowboy mounted shooting James Davidson Hello Gerald, Here is the email regarding my request for a letter of no objection from the city of Niagara Falls. My plan is to have the indoor riding arena at the farm located at 5812 Bossert Rd. as a sanctioned cowboy mounted shooting range. Upon obtaining a letter of no objection, I would submit it to the Chief Firearms Inspector/OPP for approval of the designated arena (for the purpose to train horses and riders belonging to the OCMSA for mounted shooting competition) and only for the use of blank ammunition to be discharged. The insurance for this training is covered by the Ontario Cowboy Mounted Shooting Association, where I currently sit on the board of directors. I have attached some pictures and in-depth information on this fast growing Equine sport below. If you or a member of the council have any questions or concerns, I would be happy to come before the city council. Please do not hesitate to call or email me. James Davidson OCMSA 9053210419 What is CMSA? Cowboy Mounted Shooting Association® is the Fastest Growing Equestrian Sport in the Nation. Mounted contestants compete in this fast action timed event using two .45 caliber single action revolvers each loaded with five rounds of specially prepared blank ammunition. The Cowboy Mounted Shooting Association "C.M.S.A." has a variety of levels of competition for everyone, ranging from novice levels to the seasoned professional. CMSA Requirements Page 671 of 687 2 Are there clothing requirements? Yes. It is required that you dress western. You may either dress in traditional western style or you can dress in the old time style of the late 1800's. Traditional style includes a long sleeve western shirt, 5 pocket blue jeans covered by chinks or chaps, western boots, and a cowboy hat. If you prefer 'rolling back the clock ' to the late 1800's try to look as authentic to the period as possible, by wearing shirts without collars, and high-waisted pants with buttons, not zippers, and an old style cowboy hat, for example. Are there horse requirements like breed, or registration? No. You can use any horse or mule that you want. Some horses take to this sport easily, others do not. It is up to your horse's temperament and your desire to train him or her to get used to shooting, turning, and going fast. Some riders will use earplugs for themselves and their horses. CMSA Guns & Blanks What type of guns are used? Mounted Shooters use .45 caliber single action revolvers like those used in the late 1800's. Single action revolvers must be cocked each time before firing by drawing the hammer back. A double action revolver can be fired by simply pulling the trigger, without cocking the hammer. Despite the use of double action revolvers in the Old West, the CMSA limits our competitions to single action revolvers. Only fixed sight single action revolvers of .45 Colt caliber, designed prior to 1898, or reproductions thereof, shall be allowed in CMSA competitions. Examples are: Colt Single Action Army or Bisley Model, Smith & Wesson Schofield, Russian, or Remington Models 1875 & 1890, their reproductions and Ruger Vaqueros, Bisleys or Montados. What about gun leather? Riders can buy 'off-the-shelf replicas' of the old time gun belts and holsters. Or, you can have custom-made gun belts and holsters to suit your wishes. There are several custom 'makers' that you can find in 'old west' magazines. Do you use live ammunition (lead bullets) or bird shot? No. The cartridges fired are called .45 caliber Long Colts. The brass cartridge is loaded with black powder (like that used in the 1800's). This load will break a balloon up to about 15 feet. Live rounds are strictly prohibited at competitions. CMSA Skills & Safety Are there levels of skill? Yes. There is a Men's Division, a Women's Division, and a Senior's Division, with Classes 1-6 in each of those divisions. There is also a Wrangler Class for those 11 and under. All riders start at Class 1. When a rider gets a qualified win as a Class 1 four times, they advance to Class 2, and when they get a qualified win in Class 2 four times, they advance to Class 3. Four wins at Class 3 and on to Class 4, 5 wins at Class 4, etc. Page 672 of 687 3 Kids? Do the kids ride and shoot? Yes... and no. The riders in the Wrangler class ride the same pattern that the grown-ups do, but they may shoot Hollywood cap pistols, engaging each target as if they were shooting real blanks. They then shoot the real McCoy (.45's with blanks) at balloons, from the ground while standing stationary with mom or dad at their side. How about scoring? The riders are scored on time and accuracy. There is a 5 second penalty for each missed balloon, a 5 second penalty for dropping a gun, a 10 second penalty for not running the course correctly and a 60 second penalty for falling off your horse. Speed is important, however, accuracy is usually more important than speed. A typical pattern can be run in 15-35 seconds, so penalties can really hurt. What about safety? Safety in horse training and firearm handling are emphasized at all times. Many clubs sponsor clinics to assist new shooters in starting their horses and learn the basics of safe firearm handling. Range masters are in the arena at all times during competitions to insure safe riding and shooting is exercised. New shooters are usually required to demonstrate that they have achieved minimum acceptable levels of riding and shooting skills. Is there a pattern to ride? Yes. There are 50+ possible patterns. The patterns everyone will ride can be pre-determined or can be drawn out of a hat on the day of the competition. A competition may consist of 3 to 6 patterns a day. Each pattern consists of 10 balloons. To give you an idea of riding a pattern, let's say that there are 5 white balloons and 5 red balloons. The 5 white balloons may be grouped together in one place or spread out over the entire arena. The rider shoots all 5 white balloons first. Then, the rider holsters the first gun while riding to the far end of the arena, draws the second gun, and shoots the 5 red balloons, which are usually 5 in a row straight towards the finish line. This is called 'the Rundown'. Page 673 of 687 Page 674 of 687 Page 675 of 687 The City of Niagara Falls, Ontario Resolution Moved by: Seconded by WHEREAS the Planning Act, 1990 R.S.O requires a written notice for the change of conditions and modification made to a draft plan of vacant land condominium; WHEREAS notwithstanding the requirement for the written notice for the change of condition and modification to the draft plan of vacant land condominium, subsection 45(47) of the Planning Act, 1990 R.S.O allows a municipality to deem the change to remove the requirement for the installation of a fire sprinkler system to Units 1 and 2 in the draft plan to be minor by passing a resolution; WHEREAS Bruno Galante. requested Council to consider passing a resolution that would deem the change of condition to the draft plan for vacant land condominium for 8196 McLeod Road minor and not require circulation of a written notice; and WHEREAS Council determined that the proposed change to Condition No. 18 of the Approved Draft Plan for Vacant Land Condominium for 8196 McLeod Road is minor and would require Bruno Galante to install automatic sprinkler systems only in 5 units of the proposed development, Units 3 to 7 (inclusive) instead of all the units, Units 1 to 7 (inclusive), as per the approved Draft Plan dated March 19, 2019. THEREFORE BE IT RESOLVED that subject to subsection 45(47) of the Planning Act, 1990 R.S.O Council deems the modification to the conditions of Draft Plan of Vacant Land Condominium to be minor and exempt from the requirement for a written notice. AND The Seal of the Corporation be hereto affixed. WILLIAM G. MATSON JAMES M. DIODATI CITY CLERK MAYOR Page 676 of 687 CITY OF NIAGARA FALLS By-law No. 2019 - A by-law to authorize the payment of $49,745,743.21 for General Purposes. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: That the City Treasurer is hereby authorized and directed to pay the attached list of disbursements for the period from February 28 to April 10, 2019. Passed this thirtieth day of April, 2019 ..................................................... .......................................................... WILLIAM G. MATSON, JAMES M. DIODATI, CITY CLERK MAYOR First Reading: April 30, 2019 Second Reading: April 30, 2019 Third Reading: April 30, 2019 Page 677 of 687 CITY OF NIAGARA FALLS By-law No. 2019- A by-law to amend By-law No. 79-200, to permit the development of an apartment building on part of the Lands, and to protect the Provincially Significant Wetlands (PSW) on the balance of the Lands (AM-2018-009). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The Lands that are the subject of and affected by the provisions of this by-law are described in Schedule 1 of this by-law and shall be referred to in this by-law as the “Lands”. Schedule 1 is a part of this by-law. 2. The Lands shall be identified as two parcels, known as Parcels R5B-1093 and EPA. 3. The purpose of this by-law is to amend the provisions of By-law No. 79-200, to permit the use of the Lands in a manner that would otherwise be prohibited by that by-law. In the case of any conflict between a specific provision of this by-law and any existing provision of By-law No. 79-200, the provisions of this by-law are to prevail. 4. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following uses and regulations shall be the permitted uses and regulations governing the permitted uses on and of the Lands. 5. The permitted uses shall be: (a) For Parcel R5B-1093, the uses permitted in a R5B zone (b) For Parcel EPA, the uses permitted in an EPA zone 6. The regulations governing the permitted uses on Parcel R5B-1093 shall be: (a) Minimum lot area 125 square metres for each dwelling unit (b) Minimum front yard depth 7 metres (c) Maximum height of building or structure 23 metres subject to section 4.7 of By-law No. 79-200 (d) Minimum landscaped open space 28% of the lot area (e) Minimum setback of buildings and structures from the boundary of an EPA zone 6 metres (f) The balance of regulations specified for a R5B use 7. The regulations governing the permitted uses on Parcel EPA shall be the regulations specified for an EPA use. 8. All other applicable regulations set out in By-law No. 79-200 shall continue to apply to govern the permitted uses on the Lands, with all necessary changes in detail. 9. No person shall use the Lands for a use that is not a permitted use. 10. No person shall use the Lands in a manner that is contrary to the regulations. Page 678 of 687 2 11. The provisions of this by-law shall be shown on Sheets B5 and B6 of Schedule “A” of By- law No. 79-200 by redesignating the Lands from LI to R5B and numbered 1093, in part, and EPA, in part. 12. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1093 Refer to By-law No. 2019-___. Read a First, Second and Third time; passed, signed and sealed in open Council this 30th day of April, 2019. ........................................................................... ................................................................ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2018\By-laws\Byam009.docx Page 679 of 687 12 5 .2m 1 25 .2 m 190.8m190.9mKALAR RDMC L E O D R D ELDE RB E RRY D RKELLY DRPIN OAK DRSchedule 1 to By-law No. 2019- Subject Land: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2018\Schedule\Zoning\09\bylaw_AM2018_009.mxd Lally Home Ltd. (John Lally) 272511000206600 AM-2018-009 ¹ 4/9/2019 Description:Pt Twp Lot 179 Stamford as in RO11246 Save and Except Pt 1 59R14795;City of Niagara Falls EPA NTS R5B 1093 Page 680 of 687 CITY OF NIAGARA FALLS By-law 2019 - ## A by-law to authorize the execution of the 2018-2023 Collective Agreement with the Niagara Falls Professional Fire Fighters Association. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. A Collective Agreement between The Corporation of the City of Niagara Falls and the Niagara Falls Professional Fire Fighters Association respecting remuneration, benefits and working conditions for the period J anuary 1, 2018 to December 31, 2023, is hereby approved and authorized. 2. The Mayor and Clerk are hereby authorized to execute the said Agreement and the Clerk is hereby authorized to affix the corporate seal thereto and to deliver the said Agreement. Read a First, Second and Third time; passed, signed and sealed in open Council this 30th day of April, 2019. ________ _________________________ WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 681 of 687 CITY OF NIAGARA FALLS By-law No. 2019- A by-law to amend By-law No. 79-200 to regulate the development of the Beaver Valley Corridor plan of subdivision on the Lands (AM-2017-020). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The Lands that are the subject of and affected by the provisions of this by-law are described in Schedule 1 of this by-law and shall be referred to in this by-law as the “Lands”. Schedule 1 is a part of this by-law. 2. The Lands shall be identified as two parcels, known as Parcels R1E-1094 and EPA-1095. 3. The purpose of this by-law is to amend the provisions of By-law No. 79-200 to permit the use of the Lands in a manner that would otherwise be prohibited by that by-law. In the case of any conflict between a specific provision of this by-law and any existing provision of By-law No. 79-200, the provisions of this by-law are to prevail. 4. Notwithstanding any provision of By-law No. 79-200 to the contrary, the following uses and regulations shall be the permitted uses and regulations governing the permitted uses on and of the Lands. 5. The permitted uses shall be: (a) For Parcel R1E-1094, the uses permitted in a R1E zone (b) For Parcel EPA-1095: (i) the uses permitted in an EPA zone (ii) stormwater management facilities approved by the Niagara Peninsula Conservation Authority and the City of Niagara Falls 6. The regulations governing the permitted uses on Parcel R1E-1094 shall be: (a) Minimum rear yard depth for a detached dwelling and an accessory building containing a second unit on a lot when the rear lot line abuts a railway 30 metres (b) The balance of regulations specified for a R1E use 7. The regulations governing the permitted uses on Parcel EPA-1095 shall be the regulations for an EPA use. 8. All other applicable regulations set out in By-law No. 79-200 shall continue to apply to govern the permitted uses on the Lands, with all necessary changes in detail. 9. No person shall use the Lands for a use that is not a permitted use. Page 682 of 687 2 10. No person shall use the Lands in a manner that is contrary to the regulations. 11. The provisions of this by-law shall be shown on Sheet B4 of Schedule “A” of By-law No. 79-200 by redesignating the Lands from DH, in part, and I, in part, to R1E and numbered 1094, in part, and EPA and numbered 1095, in part. 12. Section 19 of By-law No. 79-200 is amended by adding thereto: 19.1.1094 Refer to By-law No. 2019-___ 19.1.1095 Refer to By-law No. 2019-___ Read a First, Second and Third time; passed, signed and sealed in open Council this 30th day of April, 2019. ......................................................................... ....................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\ZONING\AMS\2017\By-laws\Byam020.docx Page 683 of 687 6.7 m 16.6m 28.3m3 0.5m 15.5m36.6m 4 7 .1 m53.4m62.5mC=66.4m 80.2m 95.8mC=132.8m 134.1m147.5m C=166.1m 191.9m 270.5mC=321.9m C =3 4 8 .5 m BEAVER TO N BVB R O OKSIDE DR C I TA T I O N R D TARAAVEPSOMCTBEAVER GLEN DRAINTREEDR P REAKNESSST WHITE DOVE PYBEAVERDAMS RD PARKVIEWCR ASCOT CL PA D D O C K TR A I L D R BEAVER VALLEY WYPO S T R D GR E E N A V W ATSO N STWINDSONG DR SABINE DR KALAR RDSCHEDULE 1 TO BY-LAW NO. 2019- Subject Lands: Amending Zoning By-law No. 79-200 Applicant: Assessment #: K:\GIS_Requests\2017\Schedule\Zoning\20\bylaw_AM2017_020.mxd Domenic Dilalla 272509000104505 AM-2017-20 ¹ 4/3/2019 Dimensions Description:Plan 59M224 Block 37, 59M241 Blocks 46, 47, 59M257 Block 30 R1E NTS 1094 EPA 1095 Page 684 of 687 CITY OF NIAGARA FALLS By-law No. 2019 - A by-law to designate Lot 42, Part of Lot 43 and Part of Duncan Avenue (Closed), Plan 67 and Part of Lot 21, Plan 246, to be deemed not to be within a registered plan of subdivision (DB-2019-001). WHEREAS subsection 50(4) of the Planning Act, R.S.O.1990, provides that the council of a local municipality may by by-law, designate any plan of subdivision, or part thereof, that has been registered for eight years or more, to be deemed not to be a registered plan of subdivision for the purpose of subsection 50(3) of the Planning Act, R.S.O.1990; AND WHEREAS the said land is within plans of subdivision registered in 1931 and 1969; AND WHEREAS to facilitate the legal merger of the said land to allow it to be developed as one parcel, the passing of a by-law as provided in subsection 50(4) is necessary; AND WHEREAS the Council of the Corporation of the City of Niagara Falls, in the Regional Municipality of Niagara deems it expedient to designate the said land to be deemed not to be within a registered plan of subdivision as provided in said subsection 50(4). THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACT AS FOLLOWS: 1. Lot 42, Part of Lot 43 and Part of Duncan Avenue (Closed by Orde r RO279159), Plan 67 and Part of Lot 21, Plan 246, in the City of Niagara Falls, in the Regional Municipality of Niagara, shall be deemed not to be within a registered plan of subdivision for the purpose of subsection 50(3) of the Planning Act, R.S.O.1990. Read a First, Second and Third time; passed, signed and sealed in open Council this 30th day of April, 2019. ......................................................................... ....................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\DEEMING BY-LAW\DB-2019-001, 6055, 6063 and 6091 McLeod Rd\Deeming By-law.docx Page 685 of 687 CITY OF NIAGARA FALLS By-law No. 2019 - A by-law to designate Blocks 291-293 (inclusive), 295, 296 and 298, Registered Plan 59M-463, not be subject to part-lot control (PLC-2019-001 and 002). WHEREAS subsection 50(7) of the Planning Act, R.S.O. 1990, provides, in part, that the council of a local municipality may by by-law designate lands that would otherwise be subject to part-lot control, not be subject to such part-lot control; AND WHEREAS such by-laws are required under subsection 50(7.1) of the Planning Act to be approved by the appropriate approval authority, that being the Regional Municipality of Niagara as per subsection 51(5) of the Planning Act, subsequently delegated to the City of Niagara Falls by Regional Municipality of Niagara By-law No. 8819-97; AND WHEREAS the said lands are zoned by By-law No. 79-200, as amended by By-law No. 2017-44 to permit on-street townhouse dwelling units; AND WHEREAS the owner of the said lands proposes to divide Blocks 291-293 (inclusive), 295, 296 and 298 into 27 parcels to be sold separately; AND WHEREAS the Council of The Corporation of the City of Niagara Falls deems it expedient to designate that the said lands not be subject to part-lot control. THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. That subsection 50(5) of the Planning Act, R.S.O. 1990, not apply to Blocks 291- 293 (inclusive), 295, 296 and 298, Registered Plan 59M-463, in the City of Niagara Falls, in the Regional Municipality of Niagara. 2. This by-law shall remain in full force and effect for two years from the date of passage of this by-law, after which time this by-law shall expire and be deemed to be repealed and of no effect. Read a First, Second and Third time; passed, signed and sealed in open Council this 30th day of April, 2019. .......................................................................... ................................................... WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR S:\PART LOT CONTROL\2019\PLC-001\PLC-2019-001 By-law.docx Page 686 of 687 CITY OF NIAGARA FALLS By-law No. 2019 - A by-law to adopt, ratify and confirm the actions of City Council at its meeting held on the 30th day of April, 2019. WHEREAS it is deemed desirable and expedient that the actions and proceedings of Council as herein set forth be adopted, ratified and confirmed by by-law. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE CITY OF NIAGARA FALLS ENACTS AS FOLLOWS: 1. The actions of the Council at its meeting held on the 30th day of April, 2019 including all motions, resolutions and other actions taken by the Council at its said meeting, are hereby adopted, ratified and confirmed as if they were expressly embodied in this by-law, except where the prior approval of the Ontario Municipal Board or other authority is by law required or any action required by law to be taken by resolution. 2. Where no individual by-law has been or is passed with respect to the taking of any action authorized in or with respect to the exercise of any powers by the Council, then this by-law shall be deemed for all purposes to be the by-law required for approving, authorizing and taking of any action authorized therein or thereby, or required for the exercise of any powers thereon by the Council. 3. The Mayor and the proper officers of the Corporation of the City of Niagara Falls are hereby authorized and directed to do all things necessary to give effect to the said actions of the Council or to obtain approvals where required, and, except where otherwise provided, the Mayor and the Clerk are hereby authorized and directed to execute all documents arising therefrom and necessary on behalf of the Corporation of the City of Niagara Falls and to affix thereto the corporate seal of the Corporation of the City of Niagara Falls. Read a first, second, third time and passed. Signed and sealed in open Council this 30th day of April, 2019. .............................................................. ............................................................. WILLIAM G. MATSON, CITY CLERK JAMES M. DIODATI, MAYOR Page 687 of 687