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2005/01/31 SECOND MEETING Monday, January 31, 2005 From 4:00 p.m. to 7:00 p.m. City Hall, Committee Room #2A & B Approval of the 2004-01~17 Community Services Minutes. 2) PRESENTATION: STAFF CONTACT: a) Dave Hein - ERES Consultants MW-2005-12 - 2004 Pavement Management Summary 3) REPORTS: a) MW-2005-09 - Kiwanis Bus Bench Program Update Ed Dujlovic b) MW-2005-11 - Site Preparation City Owned Property Northwest Comer McLeod and Montrose Road Ed Dujlovic d) MW-2005-07 - Forsythe Street at Desson Avenue Intersection Control Review Update Ed Dujlovic e) R-2005-06 - Lundy's Lane Battlefield Land Acquisition Ed Dujlovic Deputation by: Mr. Jock Ainslie f) R-2005-10 - Niagara Falls Minor Hockey Association Website Letter Deputation by: Bernadette Secco Ed Dujlovic g) CAO-2005-03 - Service Delivery Review John MacDonald 4) NEW BUSINESS: 5) ADJOURNMENT: MINUTES OF COMMUNITY SERVICES COMMITTEE MEETING Monday, January 17, 2004, City Hall, Room 2 at 4:00 p.m. PRESENT: Chairperson Alderman Selina Volpatti, Mayor Ted Salci, Alderman Wayne Campbell, Alderman Jim Diodati, Alderman Victor Pietrangelo, Alderman Janice Wing, Alderman Ioannoni, Alderman Joyce Morocco, Alderman Vince Ken'Jo. REGRETS: STAFF: John MacDonald, Tony Ravenda, Ed Dujlovic, Ray Kallio, Adele Kon, Dean Iorfida, Karl Dren, Pat Burke, Bob Bolibruck, Marianne Tikky- Steno. PRESS: Corey Larocque, Niagara Falls Review GUESTS: Rob Douglas - 5226 Timothy Court (Trails & Bikeway Committee), Clyde Carmthers - 6681 Dellpark (Trails & Bikeway Committee), Vince Catone - 5128 Bridge Street (Trails & Bikeway Committee), Martin Berzins - 4372 Leader Lane (Trails & Bikeway Committee), Joe Talarico (Trails & Bikeway Committee), Paul Hartman - 6714 Thorold Stone Road, Ron Lefebve & Jim Hess - 6501 Kister Road- Micron, Greg & MaryAnn McRae - 5378 BeaverValley Way. MINUTES It was ORDERED on the motion of Alderman Kerrio and seconded by Mayor Salci, that the minutes of the December 6, 2004 meeting be approved. Motion: Carried Action: Recommendation submitted to Council 2005-01-17. REPORTS a) MW-2005-01 - Oakwood Drive Parking Review It was ORDERED on the motion of Mayor Salci and seconded by Alderman Pietrangelo that parking be restricted at all times on the west side of Oakwood Drive adjacent to the properties of Millennium Trail Manor and Oakwood Park Lodge. Motion: Carried Action: Recommendation submitted to Council 2005 -01 - 17. -2- b) MW-2005-02 - Kister Road Parking Review It was ORDERED on thc motion of Alderman Kerrio and seconded by Alderman Pietrangelo that parking be restricted at all times on east side of Kister Road between Progress Street and Don Murie Street. Motion: Canfied Action: Recommendation submitted to Council 2005-01-17. c) MW-2005-03 - Beaver Valley Way Parking Review It was ORDERED on thc motion of Alderman Campbell and seconded by Alderman Diodati that the existing "no parking" zone on both sides of Beaver Valley Way be removed. Motion: Carried Action: Recommendation submitted to Council 2005-01-17. d) MW-2005-05 - Confederation Avenue Parking Review It was ORDERED on the motion of Alderman Campbell and seconded by Alderman Diodati that the report be deferred and staff review the parking situation in one year. Motion: Carded Action: Recommendation submitted to Council 2005-01-17. e) R-2005-03 - Deferral of Construction of Phase 2 of the Millennium Trail on the West side of the Power Canal. It was ORDERED on the motion of Alderman Diodati and seconded by Alderman Campbell that the Millennium Trail report be deferred and a Public Meeting be held regarding all phases of the Millennium Trail. Further, that staff approach Ontario Reality to discuss the potential purchase or obtaining a recreational licence to use the Mitchell Line. Motion: Carried Action: Recommendation submitted to Council 2005-01-17. 0 R-2005-05 - Staffing Position - Coronation 50 Plus Recreation Centre It was ORDERED on the motion of Alderman Pietrangelo and seconded by Alderman Kerrio that the General Clerk 1 position at the Coronation 50 Plus Recreation Centre be made a full time position. -3- Motion: Carried Action: Recommendation submitted to Council 2005-01-17. ADJOURNMENT It was ORDERED on the motion of Alderman Diodati and seconded by Alderman Morocco that the regular meeting of the Community Services Committee be adjourned at 4:55 p.m. Community Services Department MW-2005-12 The City of Municipal Works Ed Dujlovic Niagara Foils P.O. Box 1023 Canada, Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi@city.niagarafalls.on.ca January 31, 2005 Alden~an Selina Volpatti, Chair and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2005-12 - 2004 Pavement Management Summary RECOMMENDATION: It is recommended that this report be received for information. BACKGROUND: City Engineering Staff in conjunction with David Hein of Applied Research Associates conducted a comprehensive inspection of the City's road network this year to determine the condition of the system as a whole. City Engineering Staff were trained during the inspection process on the correct procedure for inspecting a road and assigning a condition value to it. The attached executive summary from David Hein and his presentation to Community Services January 31st explains the detailed aspects of the inspection program. In staff's opinion the items of interest to Committee are as follows: The City requires approximately $16.5M for the reconstruction of roads that have deteriorated past the point of rehabilitation. The report recommends spending approximately $4 to $5 M in per year to bring the condition of the network up to an appropriate service level. The average condition rating of roads within the City network is 72 out of 100 with 100 being a newly constructed road. The recommended average condition rating is between 73 and 75. Several recommendations regarding quality control issues with respect to construction and materials used are currently being addressed by Engineering Staff. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 31, 2005 - 2 - MW-2005-12 The results of the inspections and subsequent analysis were not available prior to budget deliberations and as a result roads budget figures were not adjusted accordingly. At present the City spends approximately $2.5M per year in reconstruction and rehabilitation of roads. Staff respect fully requests that this report and associated materials be considered in the 2006 budget process. Committee's concurrence with the recommendation is requested. Prepared by: Respectfully submitted: David Watt acDonald Manager of Infrastructure & Environment /// Chief Administrative Officer ~.Eng. Director of Municipal Works S:~REPORTS~2005 Reports\MW-2005-12 - 2004 Pavement Management Summary .wpd EXECUTIVE SUMMARY Applied Research Associates, Inc., (ARA) was retained by The City of Niagara Falls Community Services Department, Municipal Works to update the road surface condition ratings for the entire City Road network in 2004 and to provide a status of the road network report. The pavement pavement condition rating system is consistent with the Ontario Ministry of Transportation Pavement Condition Rating Guidelines for Municipalities. The overall average PCI for the entire network weighted by pavement area was 72 out of a maximum scale of 100. A typically well maintained roadway network like the City of Niagara Falls would have a target network PCI in the order of 73 to 75. While the overall average rating for the City's pavement sections is 72, there are a large percentage of roadways requiring major work such as reconstruction which results in a large backlog of road funding needs. The results of the recent surveys and construction history was used to generate pavement performance prediction models for each pavement surface and construction type and to develop a draft forecast of reconstruction and rehabilitation needs for the next five year period. The PMS program was used to generate a draft work program for the next five years based on the current condition of the roadways and the performance prediction models outlined above. A summary of the reconstruction and rehabilitation needs over the next five years is as follows: Summary of Reconstruction and Rehabilitation Needs Year Reconstruction Rehabilitation Yearly Total S-Million S-Million 2005 16.5 4.3 20.8 2006 3.1 1.6 4.7 2007 4.3 1.4 5.7 2008 3.5 2.2 5.7 2009 2.2 2.0 4.2 Total 29.6 11.5 41.1 The overall condition of the City of Niagara Falls road network is considered to be fairly good. However, there is a large backlog of reconstruction needs which will be quite costly. There is a relatively poor balance between reconstruction and rehabilitation with the current city focus on rehabilitation (resurfacing). EXECUTIVE SUMMARY Applied Research Associates, Inc., (ARA) was retained by The City of Niagara Falls Community Services Department, Municipal Works to update the road surface condition ratings for the entire City Road network in 2004 and to provide a status of the road network report. The pavement pavement condition rating system is consistent with the Ontario Ministry of Transportation Pavement Condition Rating Guidelines for Municipalities. The overall average PCI for the entire network weighted by pavement area was 72 out of a maximum scale of 100. A typically well maintained roadway network like the City of Niagara Falls would have a target network PCI in the order of 73 to 75. While the overall average rating for the City's pavement sections is 72, there are a large percentage of roadways requiring major work such as reconstruction which results in a large backlog of road funding needs. The results of the recent surveys and construction history was used to generate pavement performance prediction models for each pavement surface and construction type and to develop a draft forecast of reconstruction and rehabilitation needs for the next five year period. The PMS program was used to generate a draft work program for the next five years based on the current condition of the roadways and the performance prediction models outlined above. A summary of the reconstruction and rehabilitation needs over the next five years is as follows: Summary of Reconstruction and Rehabilitation Needs Year Reconstruction Rehabilitation Yearly Total S-Million S-Million 2005 16.5 4.3 20.8 2006 3.1 1.6 4.7 2007 4.3 1.4 5.7 2008 3.5 2.2 5.7 2009 2.2 2.0 4.2 Total 29.6 11.5 41.1 The overall condition of the City of Niagara Falls road network is considered to be fairly good. However, there is a large backlog of reconstruction needs which will be quite costly. There is a relatively poor balance between reconstruction and rehabilitation with the current city focus on rehabilitation (resurfacing). Community Services Department MW-2005-09 Municipal Works Ed Dujlovic The City ut 4310 Queen Street Director Niagara Falls P.o. Box 1023 Niagara Falls, ON L2E 6X5 C©iqQdQ , web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovic@city.niagarafalls.on.ca January 31, 2005 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2005-09 Kiwanis Bus Bench Program Update RECOMMENDATION: It is recommended that: 1) the City does not renew the option to cover the cost orS 10,000.00, on a yearly basis, for the installation of concrete pads, for the placement of Kiwanis Benches. 2) due to the streetscaping requirements in the BIA/Tourist areas, future installation of benches located inside the BIA/Tourist areas, will only be installed, if supported by the particular BIA/Tourist Area; 3) the Kiwanis group provide the City with a five year plan for changing out the existing benches with the new style benches; 4) the Regional Municipality of Niagara and the Kiwanis Club of Stamford Ontario Limited enter into a 5-year (with five year renewal option) tri-party agreement with the City for the placement of the newly designed and approved advertising benches along Regional and City road allowances in the City of Niagara Falls, and; 5) the Mayor and Clerk be authorized to execute the said agreement. BACKGROUND: The Community Services Committee at it's meeting of May 3 l, 2004 deferred report MW-2004-65 (attached) in order that the Kiwanis Group could provide detailed information on final bench designs, as well as, City Staff provide information regarding bench installation costs back to the Committee. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 31, 2005 - 2 - MW-2005-09 The bench illustration shown is the new design being proposed by the Kiwanis organization. This bench design is currently being used in the Fallsview area. The cost to the Kiwanis organization for the new style benches is approximately $1,600.00 per bench. A review of the City's cost to construct the concrete pads indicates that it would cost approximately $1,500.00 per pad, therefore, if approved, six to seven pads could be installed for the $10,000. Alternatively, this item could go to tender, to determine if it could be undertaken at a lesser cost by a contractor, thus, more pads can be constructed. It is the intention of the Kiwanis organization to install eight to 10 new bench locations, per year, over the next five years, with the majority of these being installed in the Fallsview area. In addition, they would also like to change out the existing benches, located throughout the City, with the newly designed benches. This change out will be undertaken upon expiration of the individual contracts with ' ';7 each advertiser which typically run two to three years in duration. The Comm'ttee's concurrence w'th the recommendation outlined in tNs report would be appreciated. Prepared by: /,)Res,p/Ttfully submilted/}~ Karl Dren, C.E.T. / / John MacDonald Manager of Traffic & Parking Services /// Chief Administrative Officer Ed Dujlovic, P.Eng. Director of Municipal Work attach. Community Services Department MW-2004-65 Municipal Works Ed Dujlovic 'J'.h.e CiJ'y OJ ~j& 4310 O.een Streat Director i:allsaa~ P.O. BOX 1023 Niagara .Niagsr8 Falls, ON L2E 8X5 web site: www.cily, niagarafalrs.on.ca [-mis I4AI-I'ER DEF£REED BY COUNCIL ] Fax: (905) .3~6-2854 E-mail: edujlovic@city.niagarafalls .on.ca May 31, 2004 Alderman Victor Pietrangelo, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2004-65 Kiwanis Bus Bench Program RECOMMENDATION: It is recommended that: 1 ) the City not renew the option to cover the cost of $10,000.00, on a yearly basis, for the installation of concrete pads, for the placement of Kiwanis Benches, in exchange for 10 advertising spaces; 2) due to the streetseaping requirements in the BIMTourist areas, future installation of benches located inside the BLadTourist areas, will only be installed, if supported by the particular BIA/rourist Area; 3) the Kiwanis group work with the Parks and Recreation Landscape Design Office to develop a redesigned bench that conforms to the streetscaping theme oflhe particular area, as well as, a new design for outside the BIA/Tourist areas; 4) the Regional Municipality of Niagara and the Kiwanis Club of Stamford Ontario Limited enter into a 5-year (with five year renewal option) tri-party agreement with the City for the placement of the newly designed and approved advertising benches along Regional and City road allowances in the City of Niagara Falls, and; 5) the Mayor and Clerk be authorized to execute the said agreement. }Forking Together to Serve Our Communi(y Municipal Works · Fire Services · Parks, Rec,'eation & Culture · Business Development · Building & By-Law Services May 31, 2004 - 2 - MW-2004-65 BACKGROUND: A tri-party agreement for the Kiwanis Bus Bench Advertising Program between the City, Region of Niagara and Kiwanis has been in place since 1997. This program has allowed the Kiwanis Group to place benches at various bus stops throughout the City on municipal and Regional road allowances. These benches are placed in approved locations and provide advertising revenue to the Kiwanis Group. The City has assisted in the past by way of waiving fees to place the benches, and by also providing up to $10,000.00 per year in poured concrete pads for those benches requiring bases. The Kiwanis Group provided 10 free advertising benches to the City to help offset these costs. Staffhas indicated that them is no need to advertise on the benches, however, it is suggested that the City still waive the fees for processing and technical commenting on the placement of the benches. In May 2002, staff met with representatives of the Kiwanis Bus Bench Program to discuss the renewal of their agreement with the City and the Region. In September of that same year, Council adopted the recommendation in a report to enter into an agreement with Kiwanis and the Region. In November 2002, following this report, the Kiwanis Group verbally indicated to staffthat they wished to re-negotiate the proposed agreement to reflect additional changes the Group wished to have implemented, as follows; extend the agreement longer than the five-year renewal period, permit the group to have their name and phone number placed on the back of the seat rests. Staffadvised 'the Kiwanis Group to forward their request so that staffcould re-submit the report to Council to receive direction on these items, and subsequently, if approved, re-write the agreement. Prior to the receipt o fthis request from Kiwanis however, correspondence was received by stafffrom the Regional Municipality of Niagara, noting that; "The Region is not prepared to enter into any agreements at this time relative to revenue generators and opportunities within Regional road allowances. "(See attached correspondence). The Region, has since forwarded correspondence to the City (attached) indicating that they are now willing to enter into a tri-party agreement with Kiwanis and the City, for a five-year period. No new bench locations have be~n approved since this time, however, the Kiwanis Group is anxious to have new benches installed. The Region of Niagara, prior to their April 7, 2004 correspondence, was willing to have this group place benches on their road allowance on an ad-hoc basis by way o f a Road Occupancy Permit. They have since approved a report to once again formally enter into an agreement with the Kiwanis Group. Planning staff has indicated that the Sign By-Law Review Study examined the current state of signs in the city, including bench signs. The study found that benches, with their entire backs devoted to advertising space, are of a design that does not improve upon the aesthetics of the street. They further note that benches should be designed in accordance with the Streetscape Master Plan. (See attached examples of recently submitted request for Kiwanis Bus Bench backs as compared to examples submitted for the Fallsview District according to the Streetscape Master Plan). May $1,2004 - 3 - MW.2004-65 The Committee's concurrence with the recommendations outlined in this report would be appreciated. .~./Jo .Ip?a.c~on. ald, Manager of Traffic & Parking ServicesI t2 Chief Administrative Officer App(o~ Ed Dujlovic, P.Eng. Director of Municipal Work attach. S. Wheeler NIA~ PUBLIC WORKS DEPARTI[ ~IT OPERATIONAL SUPPORT SERVICES The Regional Municipality of Niagara 2201 St. David's Road, P.O. Box 1042 TRAFFIG/PARKI~r~ Thorold, Onta;io L2V 41'7 1 i 003 M~rch 4, 2003 RECEIVED Mr. Ron Saks, Chairman Bus Bench Comnfittee Kiwanis Club lidwanis Club of Stamford Inc. ' P. O. Box 784 NIAGARA FALLS; Ontario L2E 6V6 ~' Dear Mr. Saks: With respect to the renewal of the agreement between your organization, the City of Niagara Falls and Niagara Region dated September 19, 1997, the Region is reviewing its current poi icy. As a result of light budget restraints set out by Regional Council, the Region is exantining all revenue generators and opportunities within the Regional road allowances. This includes such appurtenances as newspaper boxes, bus shelters, bus benches, directional signs, etc. Until Regional staff has an opportunity to complete its review and report to Council, the Region is not prepared to enter into any agreements at this time. Until this process is completed, the Region will maintain the status quo regarding bus benches placed by your organi?.ation for the purposes of advertising and promotion within the Regional road allowance. If you require further information or have other concerns, I am available at (905) 685-1571, extension 3236 during the hours of 8:00 a.m. and 4:30 p.m. Monday through Friday. Supervisor of Permits BMr. l:gph (L:'engineedng planning &develo pment%g phVnctnn~kvJwa his ~lubo~ta mford ) CC. S. Wheeler, City of Niagara Falls Phon= (905) 685-1571 Fax: (905) 687-6055 1-800-263-7215 Website: wvnv. mgional.niagara.on.ca After some delll~eratlon it was Oecloe(l mat there 1s no anvanmge to Ina Kegqon io aeny yo... rage t or i Sue Wheeler - RE: kiwanis bus benches From: "Mclnnis, Bryan" <bryan.mcinnis~regional.niagara.on. ca> To: "ronsaks" <ronsaks~niagara.com> Date: 4/7/2004 2:47 PM Subject: RE: kiwanis bus benches CC: "Sidawi, Sam" <sam.sidawi~regional.niagara.on.ca>, "Zeoli, Jim" <jim.zeoli(~regional.niagara. on.ca>, <swheeler~city.niagarafalls.on. ca> After some deliberation it was decided that there is no advantage to the Region to turn down your organization request to carrying on its good work in Niagara Falls. Although there may be some merit in the Region dealing directly with bench companies or advertisers the amount of money generated is small in comparison to the administration and inspection costs. Staff will be recommending that the Kiwanis Club of Stamford be given permission to place benches with advertising on Regional Roads in Niagara Falls in the form of a tri-party agreement with the City of Niagara Falls, the Region and the Kiwanis CJub of Stamford. The agreement will have essentially the same language as the previous agreement. The contract would be valid for five years with another five year renewal option. Regards [ rq / c[ml5 Supervisor of Permits ----Original Message ..... From: ronsaks [mailto:ronsaks@niagara.com] ~ent:-' Friday, April 02~ 2004 10:56 AH To= ~Iclnnis, Bryan Cc'- SUF WHEELER Subject: kiwanis bus benches Dear Bryan, Thank you for thc good news call fids morning. The Kiwanis Club of Stamford thanks you for all your efforts for supporting our organization an especially the Bus Bench Project. We look forward for the Region's signature on the contract and look forward to this parmership during the next ten years. I will contact Sue Wheeler that we are now ready to take our next step. Regards, Ron Saks The Regional Municipality of Niagara Confidentiality Notice The information contained in this communication including any attachments may be confidential, is intended only for the use of the recipient(s) named above, and may be legally privileged. If the reader of this message is not the intended recipient, you are hereby notified that any dissemination, distribution, disclosure, or copying of this communication, or any of its contents, is strictly prohibited. If you have received this communication in error, please re-send this communication to the sender and permanently delete the original and any copy of it from your computer system. Thank you. file://C:\I)ocuments%20and% 20 S ettings~Adminislxator'~Local %20Settings\Temp\GW } 0000... 4/7/2004 Corporate Services Department The C~h/of Planning and Development Niagara I nt?r-Department Memorandum ~J~ TO: Susan Wheeler DATE: March 30, 2004 First Attendance Supervisor FROM: John Barnsley Plarmer 2 Ext. 4247 Kiwanis Bench Signs Further to our recent discussion regarding the above, please be advised of the following. The Sign By-law Review Study reviewed the current state of signage in the city, including bench signs. The study found that the benches, with their entire backs devoted to advertising space, are ora design that does not impmYe upon the aesthetics of the street. As a result, this office cannot support the proposed design that you presented during our discussion. Benches should be designed in accordance with the Streetscape Master PI an (see attached for an example for the F allsview Di strict). A small advertising space, viewable to users of the bench, could be incorporated if appropriately designed. I trust these comments are satisfactory. Should you have any questions, please call me. IB:gd Attach. WorMng Together to Serve Our Community Clerks Finance Human Resources · Information Systems . Legal Planning & Development ,F- -1 BENCH SHALL BEAR. THE NAME 'NTAGA,RA FALLS'~ CAST ZNTO THE END PANEI.~;. BENCH SHALL BE NANUFACTURED BY DuMor [NC, OP. APPROVED E.~UAI._ BENCH TO BE BOLYED TO CONC~'I"E PAD BELOW PAVERS. COLOUR: 5LAO( Community Services Department MW-2005-11 The City of ~ Municipal Works Ed Dujlovic · 4310 Queen Street Director N~agara Falls jj~l',~ ~ ~ ~ 1~23 y~,.-~.u, mox u Co.D~~Niagara~~ Falls, ON L2E 6X5 ~'--"~'-r'~J ~ web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-mail: edujlovi@city.niagarafalls.on.ca January 31, 2005 Alderman Selina Volpatti, Chair and Members of the Community Services Committee City of Niagara Falls, Ontario Members: re: MW-2005-11 - Site Preparation City Owned Property Northwest Corner McLeod and Montrose Road RECOMMENDATION: That Council consider the proposal put forward by Integrated Municipal Services (IMS) to regrade the property owned by the City at the northwest coruer of McLeod Road and Montrose Road at a cost of $2,107,500 plus GST. BACKGROUND: On February 17, 2003, Council ratified report MW-2003-40 which approved the retention of Integrated Municipal Services (IMS) to carry out site preparation on the above property as well as the property that contains the City's new "MacBain Community Centre". During the preparation of the partnership agreement with IMS to complete the site enhancements on both properties, it was decided that work on the west property would be minimized pending a number of issues that had arisen. Accordingly, the agreement that was entered into with IMS in regards to the west side did not include the earth moving component. To date the City has expended $370,500.00 plus GST on the west site for site clearing works, silt fencing and capping of the old landfill. As a result of ongoing negotiations with IMS with respect to the west side, they have submitted a new proposal to the City to complete the works. Of note in the proposal is a reduction in the unit cost for earth moving from $3.20 a cubic metre to $2.80 a cubic metre and that IMS would carry the cost of the work until June 30, 2006 at no cost to the City. The cost for the work would be paid after the sale of the property. The City would be responsible for a nominal financing charge for a maximum of two years, if the property did not sell prior to 2009. Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 31, 2005 - 2 - MW-2005-11 On February 2, 2004, Council approved PD-2004-10 which authorized staff to proceed with a rezoning of the lands in question in order to increase its value for its eventual sale. The market study carried out by the City's consultant had confirmed the feasibility of rezoning the property for commercial uses. The rezoning application is to be before Council in February of this year. Staff has had an appraisal done on the property based on the lands being rezoned, as well as cleared of the earth and rock spoil. The appraisal suggests that the lands fronting McLeod Road are valued at $225,000.00 - $275,000.00 per acre and the land to the rear and fronting Montrose Road would be valued at $150,000.00 - $225,000.00 per acre. Based on the above figures and an estimate of potentially recovering 25 acres, the sale of the lands could be in the order of $4.5 to $6.125 million. Taking into account the costs should the City proceed with the earth moving works, the City could net $1.65 to $3.275 million. The other option available i s t o s ell t he a rea outside o f t he old 1 andfill "as i s" following t he completion of the rezoning process. By selling the property "as is", the City would simply transfer the risk as to the mount of land that could be recovered and the costs for the earth moving to a potential buyer. Offers that have been made based on the land "as is", before the rezoning and the clearing of the trees, have been in the $100,000.00 - $400,000.00 range for the entire parcel. The advantage of having the work done prior to offering it for sale is that it would attract more interest as potential purchasers would be relieved of the unknown element of having to properly prepare the site for development. In addition, an educated pumhaser would attempt to discount the property in order to ensure some certainty with their overall net cost. It is staff's opinion that this discount would be in excess of the $2 million mentioned in this report and would reduce the net benefit to the City. The question that is being put forth by staff to Committee is, "should the City take on the risk of regrading the property to generate higher land values" or "sell the property 'as is' and thereby transferring the risk to the private sector." As indicated, IMS has agreed to carry the cost at no charge to the City until June 30, 2006. This would allow the City approximately one year to sell the lands after the property is cleared and the rezoning carried out. The risk that the City is taking on is that the lands may not sell, they may not sell at the prices indicated in the appraisal, and there could be opposition to the rezoning of the property which would greatly affect its value. If the lands could not be sold by June 30, 2006, the City would then have to incur financing costs on the total expense. However, the financing costs would be limited to two years. Another risk that would be encountered is the amount of land that would be available for sale. Based on reviews of old air photos of the site, numerous test holes that have been dug and some of the work carded out by IMS to determine the viability of mining the rock spoil, staff and IMS is quite confident that approximately 25 -30 acres can be reclaimed to for development purposes. The actual acreage cannot be determined until the regrading of the site is carried out. : January31, 2005 - 3 - MW-2005-11 Committee's direction of this matter would be appreciated. Prepared by: Respectfully submitted: Ed Duj lov~m~ ~) Director of Municipal Works fi' Chief Administrative Officer .~ Community Services Department MW-2005-07 Municipal Works Ed Dujlovic Tl* e City of 4310 Queen Street Director Niagoro r-o!l$ P.O. Box 1023 Niagara Falls, ON L2E 6X5 C;c~r~odo, web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-2354 E-maih edujlovic@city.niagarafalls.on.ca January 31, 2005 Alderman Selina Volpatti, Chairperson and Members of the Community Services Committee City of Niagara Falls, Ontario Members: Re: MW-2005-07- Forsythe Street at Oesson Avenue Intersection Control Review Update RECOMMENDATIONS: It is recommended that this report be received for thc information of the Committee. BACKGROUND: At the October 14, 2003 Council meeting, it was moved that the stop signs at the intersection of Desson Avenue and Forsythe Street be reversed in response to staffs' report MW-2003-179. Furthermore, staff was directed to report back to council after a six-month period following the reversal of the signs. The intersection operations were investigated in December 2004 and January 2005. Staff conducted observations to determine whether drivers experienced conflicts related to the reversal of the stop signs. Observations revealed that motorists experienced no difficulties at the intersection, with the majority of motorists traveling at a reduced speed due to the curve on the east approach of the intersection. Additionally, collision records were reviewed for the previous year and it was noted that no collisions have occurred at the intersection since the signs were reversed. The turning movement count conducted on September 21, 2003, indicated that Forsythe Street experiences a higher volume of traffic as opposed to Desson Avenue. In fact 74% of the traffic was observed on Forsythe Street compared to 26% on Desson Avenue. Typically, stop signs are installed on the minor street. This configuration ensures that the intersection operates at the most effective level of service with minimal delays. The reversal of the stop signs from Desson Avenue to Forsythe Street now requires motorists on the main street to yield the right-of-way to motorists on the minor street. Although the intersection operates at an acceptable level of Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 31, 2005 - 2 - MW-2005-07 service, due to the low traffic volumes, this stop sign configuration results in increased fuel consumption, noise and additional air pollution. The Committee's concurrence with the recommendations outlined in this report would be appreciated. Prepared by: Respectfully submitted: Karl Dren, C.E.T. {,// ChiefAdministra°hn MacDonaldtive Officer Manager of Traffic & Parking Services Ed Dujlovic, P.Eng. Director of Municipal Work Bari Skiba S:VFPS\TPS 1.00 AdmJnistration\TPS 1.06 ReporisL?.005 Community ScrviceLlanuary 31\MW-2005-07 Forsythe at Dcsson2.wpd HIGHWAY #420 I K1TCHENER ST-~~1~ KITCHENER ST. __ ~ -----'----~ NORTH ST. m Area LEGEND: q StopSign VYield Sign ~ ~l All-Way Stop I Traffic Signal r The City of Niagara Falls MUNICIPAL WORKS  Canada TRAFFIC &PARKING SERVICES Desson Avenue At Forsythe Street Intersection Control eview NORTH NOT TO SCALE January 31, 2005 Bart Skiba Community Services Department R-2005-06 ]'he City ©f Parks, Recreation & Culture Adele Ken 4310 Queen Street Director NJoc:jorc] FQIIs P.O. Box 1023 CQthQC~Q ' Niagara Falls, ON L2E 6X5 web site: www.city.niagarafalls.on.ca Tel.: (905) 356-7521 Fax: (905) 356-7404 E-mail: akon@city.niagarafalls.on.ca January31,2005 Alderman Selina Volpatti, Chairperson and Members of Community Services Committee City of Niagara Falls, Ontario Members: Re: R-2005-06 -Potential Land Acquisition Lundy's Lane Battlefield RECOMMENDATION: That Council be advised at the time that property within the vicinity of the Lundy's Lane Battlefield is placed on the market for sale. BACKGROUND: In the past few years, a number of properties abutting the Lundy's Lane Battlefield have come on the market for sale. Due to lack of funds, staff has not in all cases so advised Council. In the opinion of Carl Bray, who was the lead consultant on the Lundy's Lane Battlefield Master Plan, the City should acquire properties abutting the battlefield, especially those on both sides of Lundy's Lane. For this reason, staff is recommending that Council be advised in the event that property in the vicinity of the battlefield is available for sale. Along with the Drummond Hill Cemetery and Coronation Park, the Battlefield lands include the property donated by the late Miss Ruth Redmond. The Battle of Lundy's Lane was one of the bloodiest battles of the War of 1812 and this battle was a turning point, since it stopped the American advance into Canada. A Master Plan was adopted in principal by City Council in 1998 and it continues to serve as a guide to develop the property. Through the Millennium Grant obtained by the Friends o f Lundy's Lane Battlefield, the Battle Ground Hotel was restored (Fralick's Tavern) and is now operated by the Board of Museums. Numerous improvements have also been made at the Drummond Hill Cemetery, including the sculptures installed on the wall which were one of our City's Centennial Projects. However, there is still much to be done to develop this important Working Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 17, 2005 - 2 - R-2005-06 heritage resource. Acquiring additional property Mil increase the Battlefield's visibility m~d prominence. Recornmende.d~by: ~ Respectfully submitted: Donald Director of Parks, Recreation & Culture ~/ Chief Administrative Officer AK/das Attachments ADDRESS TO COUNCIL REGARDING THE BATTLE OF LUNDY'S LANE NATIONAL PARK Mayor Salci, Members of Council, and City Officials: One hundred and ninety years ago, the bloodiest battle of the War of 1812-14 took place on Drummond Hill, not far f~om here. The result of that baffle was the withdrawal of the invading American forces.and the saving of Canada for Canadians. For the first 100 years, the battlefield was visited by countless tourists, with, in the early years, veterans of the baffle serving as tour guides. The site is commemorated by the Historic Sites and Monuments Board of Canada as a 'Nationally Significant Battlefield'. As the 20th Century unfolded, the memories of the baffle faded and houses and commercial developments started to eat away at the edge of the battle site. In 1964, our Federal Health Minister and local Member of parliament, Judy LaMarskL had the vision to propose the development of an heritage site on the 30 acres of land around Drummond Hill. Unfortunately, her plan was too ambitious, and included the removal of all the houses, stores, schools and churches on the Hill and on the west side of Main Street, and the proposal was quickly shot down. Even a modified proposal, leaving most of the businesses intact, but still requiting the demohtion of the old Barker Street School on the south-east comer, was vetoed by the Board of Education, thus ending aH hope of her/rage development. The school, one of the oldest in the city, was later replaced by a newer one, Battlefield School. If this school were ever to become redundant, its many acres would present a golden opportunity to si,%mificantly expand the site of the proposed National Park; it is the only large site left that is not already owned by the City. It would be hoped that the present Board of Education would be receptive to such plans, and indeed be a prime user of it in their teaching programmes. One difficnlty arises with that idea. Under present Provincial legislation, if the school were declared surplus to the Board's needs, it has to be offered first to the other Boards in a certain order until a buyer is found. This happened to Lord Elgin School a few years ago and it was sold for $1.00 to the Separate Board. When they built their new school, they sold it to private interests just a month or so ago. With such legislation in place, the Battlefield School property would never be available for acquisition for the Battlefield Park. I have already contacted the Provincial government in hopes of chan~ng this unfo~mate legislation for this particular case. It would obviously carry more weight ff the request came fi.om the City. As most of you know, Miss Ruth Redmond, one of the teachers in my old High School, Stamford Collegiate, began many years ago to quietly buy up land and houses in the northern section of the Battlefield for the express purpose of creating such an heritage park in commemoration of the battle. Before she died, she left these lands to the City. Two years ago, at the opening of the Battle Ground Hotel, one of her properties, officials fi.om all levels of government praised her vision and spoke in glowing terms of developing just such a Park. Two years later, For Sale signs have blossomed in the very middle of the proposed Park. The house at the comer of Lundy's Lane and Hanan sold just recently. Somehow, it will have to be re-acquired, and, of course, it will cost more. Expropriation is a last resort, and an expensive one, as the City of Windsor found out when they did just that to one of the lands needed for their waterfront park. Their City Solicitor told me they have now spent several hundred thousand dollars on defending the process, aside fxom having to pay market value for the land! Surely there must be some better process whereby suitable legislation could be passed to protect all lands within the Battlefield Park site. We do not know how many years in the future it will be before the Federal Government gets behind this proposal, (it may take a change in government), but in the meantime, action must be taken now, by the City, to preserve the lands for such a development later. The present government in Ottawa puts no value whatsoever on anything to do with our country's heritage. I have been advised by them that, and I quote, "Parks Canada's involvement is generally to install a bilingual plaque". A National Park is not made by the placement of a plaque, bronze or otherwise! This shocking disregard for the value of our country's history is in marked contrast to that of our neighbours to the south. They would never dream of allowing commercial development in the midst of their national battlefields. As one U.S. official put it, "It's taken a while, but local and state officials have come to real/ze that battlefields and battlefield preservation can mean big bucks for their community". At seven battlefields in the U.S. last year, $157,000,000 was spent by visitors. To make them compete with alternative attractions, it has been proposed to offer wireless Intemet access on balliefields where visitom can download and view imagery and information onto their laptop computers while they stand where troops once clashed. High tech is the way togo. When you consider the plan of our former Prime Minister to spend $100,000,000 on a new museum in Ottawa, which, among other things, was going to showcase former Prime Ministers; or the recent proposal of the Niagara Parks Commission to spend $23,000,000 on a Gondola Ride, our little project of the Balllefield Park costing between 2 and 3 million dollars, seems a steal. (These figures were current when the firm of 'Commonwealth Historic Management Limited' did their exhaustive and thorough study for the City just a couple of years or so ago.) Obviously these figures will rise somewhat, especially with the use oftbe all important modem technology to make the battle scenes come alive for the visitors. Perhaps if Ottawa drags its tail on thi.q project, the Provincial or Niagara Parks could take it on. In either case, it is in the City's court now and some concrete policy or protective legislation must be enacted now, or the future Battlefield parkland will be stolen, piece by piece, and our City, Province and Country will be the poorer for it. I would plead with all levels of government to set aside their jurisdictional differences and co-operate to preserve our Battlefield Park, just as the soldiers, militia and native warriors worked together so many years ago, to preserve this land of ours, Canada. John Ainslie Can~a Parks, Recreation ~~E --& Culture gel' Community Services Department R-2005-10 ~ Parks, Recreation & Culture Adele Kan The C~t¥ of 4310 Queen Street Director Niagara FalJsJJl P.O. Box 1023 Canada ' JJ' Niagara Falls, ON L2E GX5 web site: wv~v city niaqarafall$.on.ca Tel.: (905) 356-7521 Fax: (g05) 356-7404 E-maih akon@city.niagarafalls.on.ca Jm~uary 31, 2005 Alderman Selina Volpatti, Chairperson and Members of Community Services Committee City of Niagara Falls, Ontario Members: Re: R-2005-10 - Niagara Falls Minor Hockey Association (NFMHA) Website Letter RECOMMENDATION For the information of the Members of City Council BACKGROUND: At the December 6, 2004, Council meeting, staffwas directed to investigate and prepare a report on thecontentsoftheNFMHA websiteletter. The prime issue that Council wanted addressed was the statement that the City does not support Minor Hockey. This statement is of course incorrect. All our ice users are subsidized. The cost per hour to operate our arenas is approximately $184.00 per hour (20025). The cun'ent adult prime time ice rental rate without GST is $153.60, whereas the youth rate is $99.28. Clearly, all our youth groups, which include Minor Hockey, do receive a significant subsidy. All sports groups also benefit from an annual City subsidy to help offset the cost of the various required coaching clinics. Council should be aware that there are two (2) other significm~t benefits provided solely to NFMHA. Exclusive space is provided at Jack Bell Memorial Arena which contains the following: a lobby area, two (2) offices, a board room and storage space. This area is provided at no additional cost and if repairs are required, these are also provided at no cost to the orgmfization. A survey of surrounding municipalities indicates that many do provide exclusive space to their respective Minor Hockey Associations. In 2004, the Association begm~ generating revenue from the rink board advertising at Stint, ford Memorial Arena. A survey of surrounding municipalities indicates that we are the WorMng Together to Serve Our Community Municipal Works · Fire Services · Parks, Recreation & Culture · Business Development · Building & By-Law Services January 31, 2005 - 2 - R-2005-10 only City that provides the exclusive rights for rink board advertising to community groups. Thorold however, does provide 5% of their rink board advertising revenue to their Minor Hockey Association. The NFMHA website letter stated that the Fort Erie Minor Hockey Association received a per player subsidy in excess of $300 from their Town. Staff investigated this statement and discovered that the additional funds did not come from the Town, but were generated by bingo. From a bingo perspective, Fort Erie is in the enviable position because they are able to capture the American market. They have three (3) bingo halls compared to our one and therefore their groups derive a greater financial benefit. However, it needs to be clarified that these funds do not come from the tax base. According to Fort Erie staff, a municipal subsidy is not provided to their Minor Hockey Association. A meeting with the Mayor and Mr. Sacco took place this past spring. During the meeting, NFMHA shared three (3) suggestions for possible ways that the City could provide financial relief: 1. a reduction in the ice rental rate to $85.00; 2. a waiver of ice rental rates for one of their existing three tournaments; and/or 3. a percentage of the proceeds from the Stamford Memorial Arena Concession operation. The Mayor advised him that in his opinion, Members of Council would probably not be receptive to the NFMHA suggestions. Staff recently met with Mr. Sacco to further discuss his website letter and to share with him the items contained in this report. Mr. Sacco stated that it was not his intention to attack the City, in fact he did admit that the City provides assistance to his and other youth organizations. He also expressed appreciation for the help provided by our arena staff. However, he further explained that his Association incurred significant legal expense as a result of the City's past investigation of their Association. Unfortunately, he made his rash comments out of frustration over the loss of the concession operation and the apparent lack of support for his suggestions. However, he does feel that his comments have been exaggerated and that he was merely trying to draw a comparison with the support provided by another municipality. As the attached letter indicates, Mr. Sacco is apologizing for the misunderstanding that has occurred as a result of his website letter. Mr. Sacco further explained to staff, that he wanted to request that the ice rental rates be waived for the OMHA tournament this coming Easter weekend. He was aware that Council had granted a similar waiver to the organizers of the Postal Tournament. h~ the years 1993 and 2000, Council did waive all the ice rental rates for this major national tournament. Their decision was based on the following factors: · the economic impact generated by the Postal Tournament; · the fact that other municipalities in Canada also waived their ice rental fees; and that the Easter Weekend tends to have fewer bookings. In the spring of 2004, Council again received an expression of interest from the organizers of the Postal Tournament to host their tournament in Niagara Falls in the year 2006. Councils' decision was to waive the existing ice rental fees and to only charge the tournament organizers the City's January 31, 2005 - 3 - R-2005-10 incremental operating costs. If Council wishes to financially support NFMHA, a waiver of the existing ice rental rates could be provided for their OMHA tournament this coming Easter Weekend. Staff would however, recommend that the orgm~ization be charged the City's incremental operating cost which is in keeping with the offer made to the organizers of the Postal Tournament Recommended~by: ~ ~,~!/'~'?//~/~ oRespectfully~ S U b m i t t e dtcJ'r'~r~-,~ Adele Kon //John MacDonald Director of Parks, Recreation & Culture ~5/ Chief Administrative Officer AK/das Attachment NIAGARA FALLS MINOR HOCKEY ASSOCIATION January 21, 2005 Mayor Ted Salci and City Council City Hall, P.O. Box 1023 4310 Queen Street Niagara Falls, ON L2E 6X5 Dear Mayor Salci and City Council: Please accept my apology for the harshness of my President's Message in the NFMHA Infcrmatioq Bulletin. I can only blame my growing frustration, Trying to raise money for an Association in a deficit is not an easy task. We lost the reverhue generated by the concession stand, we aren't permitted to have a mandatory fundraiser like other Minor Hockey Associations and then having an unsuccessful meeting with the Mayor compounded th=. frustration l was already feeling. Please know we are very appreciative of,what the City of Niagara Falls does for us. ',Ne are provided with subsidized ice, the office space in Jack Bell Arena, and the arena staff treats us very we;I. We are very thankful. It was unfair of me not to provide more detail in the subsidy provided to Fort Erie Minor Hockey in the Information Bulletin. The money does not come directly from the City of Fort Erie, but by Bir~9a allocation from the City. Fort Erie Minor Hockey does receive approximately 80 Birqgos per year, which financially supplements their Association. We should be able to generate revenue from other sources than just registration fees Wr~aa the NFMHA approached the Mayor, we were simply looking'for financial assistance. We do not wart to be forced to raise registration costs every year, It is unfair to the members of our Associat;on. Mayor Salci and City Council, I am sorry for the animosity the Information Buliet'.n h~s createJ between our Association and the City of Niagara Fails. I certainly hope we can move forwa-d and work together to help keep costs down so more children can afford to play for the Nia(jara Fals Thunder. Yours in Hockey, Butch Sacco President Niagara Falls Minor Hockey Association 6570 Frederica Street, Niagara Falls, ON L2G lC9 · Phone - 905-374-2613 · Fax - 905-354-282r~ nfmha@bellnet.ca · www. hockeyniagara.com ~"l~ean Iorflda - request to g~ve a deputation .......... ........................................ Pa el From: "be se" <starlogg@hotmail.com> To: <diodida@city.niagarafalls.on.ca> Date: 12/20/2004 2:49:37 PM Subject: request to give a deputation Dean: This will confirm my voice message to you of today requesting to give a deputation to council when the staff report on NFMHA comes to council. Also, please inform me, and permit me the option to give a deputation on NFMHA, whenever the topic is put on the agenda. Thank you, Bernadette Secco 905-371-1807 From: "be se" <stadogg@hotmail.com> To: <diodida@city.niagarafalls.on.ca> Date: 1/20/2005 3:57:31 PM Subject: RE: Minor Hockey Matter Dean, Once again, great minds thinking alike. Once I have have read the report, I will decide whether or not to exercise my right to the deputation and I will only address the matters in the report. Thank you, Bernadette Secco · From: "Dean Iorfida" <diorfida@city.niagarafalls.on.ca> >To: <stadogg@hotmaii.com> >CC: "Marianne Tikky" <mtikky@city.niagarafalls.on.ca> >Subject: Minor Hockey Matter · Date: Thu, 20 Jan 2005 15:24:24 -0500 > >Bernadette: >(I had this e-mail ready to go when I received your e-mail. Rest >assured I had not forgotten your request!) > >As per your request at the beginning of the year, I am informing you >that there will be a matter on the Monday, January 31st Community >Services Agenda pertaining to Minor Hockey. >The report is entitled Niagara Falls Minor Hockey Association Website >Letter. The report is specific and responds to a letter by Niagara · Falls Minor Hockey that was brought up by Council and referred to staff. > The report does not deal with any past issues related to Minor ·Hockey. >When the report is available to the public, I will send you a copy. We >will list you on our agenda but we respectfully request that you limit >your comments to the contents or matters contained in the report. > >The start time for Community Services will be 4:00 p.m. in Committee >Room 2A&2B. >Thanks >Dean CAO-2005-03 City Hall ' ii ?~- 4310 Queen Street ~"~ P.O. Box 1023 Chief Administrative Officer Niagara Falls, ON L2E 6X5 web site: www.city, niagarafalls.on.ca ~ ~ . (905) 356-7521 Ext. 5100 Fax: (905) 374-3557 jmacdona(~city.niagarafalls.on.ca January 31, 2005 Alderman Selina Volpatti, Chair and Members of the Community Services Committee City of Niagara Falls, Ontario Members: re: CAO-2005-03 - Service Delivery Review RECOMMENDATION: That Council accept the attached Terms of Reference for a Service Delivery Review. BACKGROUND: Niagara Falls City Council has advocated the implementation of a process within the City that would ensure most efficient and effective use of the taxpayer's money in the provision of programs and services. At an "In Camera" session on October 4, 2004 Council directed staff to revise the Terms of Reference for a Service Delivery Review to describe a staff-driven process, including more information regarding the proposed reporting structure and Council's role. Staff has also researched the approaches that other municipalities have taken in providing for a review of services. The Ministry of Municipal Affairs recently produced a document that supports this objective. The August 2004 "A Guide to Service Delivery Review for Municipal Managers" was created to help municipalities improve: a) service delivery by providing better customer service and operating more efficiently, and b) expenditure management by setting goals and priorities, managing demand and evaluating performance. January 31, 2005 - 2 - CAO-2005-03 The document was developed drawing on the best practices and processes in service delivery review from across the province and around the world. "A Guide to Service Delivery Review for Municipal Managers" is referenced throughout the attached Terms of Reference, and will form the basis for our review. )~e~pect fully submitted: ~J{)hn MacDonald x, JM:dm ~//Chief Administrative Officer Attachment The Cily of Niagara Canada Terms of Reference Service Delivery Review for the City of Niagara Falls Table of Contents 1.0 Introduction ...2 2.0 Background ...3 3.0 Rationale for Project ...3 4.0 Purpose ...3 5.0 Tasks and Requirements ...4 6.0 Role of Council ...5 7.0 Staffing ...5 8.0 Deliverables ...6 9.0 Budget and Timing ...6 City of Niagara Falls Service Delivery Review Terms of Reference 1.0 Introduction A recent national citizen survey concluded that, "the federal deficit, the 1993 recession, the downloading, the who does what...have created active, engaged citizens who demand not just that their money is managed wisely, but that choices government and its public servants make are based on best case ~nformatlon and evaluatmn .... It is clear what citizens expect. Municipal council and senior staff must respond to this expectation through: · improved services · meeting new or increased demand from customers for service · maintaining existing service levels in the face of competing priorities or decreasing revenues · reducing costs and · improving revenues Traditional budgeting involved managing spending thrOugh across-the-board cuts to all services, "chen3rpicking" particular services tO cut, deferring capital projects, increasing user fees, or dipping into reserves. More0yer; it was generaliY assumed that reduction in the budget of a service would result in a comparable reduction in services or service levels. The service delivery review Process takes a different tack. It focuses on setting priorities and, where possible, reducing the cost of delivery while maintaining or improving services and service levels. It is an evaluation process in which a specific municipal service is systematically reviewed to determine the most appropriate way to provide it. Ministry of Municipal Affairs, 2004 Throughout the service delivery review process, citizens, and other stakeholders including Council and Municipal staff are engaged to ensure that the choices made are informed by the goals and values that are important to them. Niagara Falls City Council is charged with the responsibility to determine which services the municipality provides, while maintaining the financial integrity of the City. The opportunity presents itself for the City to not only bring an aspect of accountability to their financial and budgetary responsibilities, but also set in place a framework for measured results and potential improvements in the way City departments deliver their services to customers. 2 2.0 Background Niagara Falls City Council has advocated the implementation of a process within the City that would ensure that taxpayers' money is being used efficiently in the provision of services. Council's desire is to focus on setting priorities for our municipality that would enable us to make informed strategic choices about how services are delivered and, where possible, to reduce the cost of delivery while maintaining or improving services and service levels. The Ministry of Municipal Affairs recently produced a document that supports this objective. The August 2004 "A Guide to Service Delivery Review for Municipal Managers" was created to help municipalities improve a) service delivery by providing better customer service and operating more efficiently, and b) expenditure management by setting goals and priorities, managing demand and evaluating performance. The document was developed drawing on the best practices and processes in service delivery review from across the province and around the world. "A Guide to Service Delivery Review for Municipal Managers" is referenced throughout the Terms of Reference, and will form the basis for our review. 3.0 Rationale for the Project We intend to conduct a service delivery review because we understand: to ensure the necessary or required services are delivered in an efficient, cost- effective manner · the need to find more sustainable approaches to managing expenditures and delivering services · the public is looking for government to make choices about how and what services are delivered based on good information and solid evaluation. the public will be more likely to support tax increases and user fees if they can see that the municipality is providing services in a competitive manner. 4.0 Purpose The purpose for undertaking a service delivery review is to find long-term sustainable solutions to ongoing budget challenges and to ensure municipal programs and services are provided in the most efficient, effective manner to best meet the needs of the community. The benefits of the service delivery review are to: · assist management and Council in strategic planning and budgetary decisions. increase transparency and effectiveness of financial reporting. assist in practical goal setting. build accountability into the system. assist in evaluating the programs and services the City delivers. foster continuous improvement. ensure value for money 3 5.0 Tasks and Requirements The Service Delivery Review would focus on the following tasks: · Establish a formal Council policy that sets the parameters for the review and articulates a clear set of principles to guide the review process. · Determine municipal staffing capacity. Staff involvement (review team involvement, interviews, focus groups) at all stages is crucial to the success of the review. · Develop a communications plan for staff and stakeholders. Council's ability to provide an open and transparent review process, anticipate the issues that will arise and provide accurate information and clear messages are very important. · Select area(s) for review. Undertake a pilot project · Identify relevant bench marking or best practices through the Ministry of Municipal Affairs and Housing and associations such as the Municipal Performance Measurement Program, Ontario's Municipal CAO's Benchmarking Initiative, and The Ontario Centre for Municipal Best Practices. · Review of the existing operational documents, performance goals and current measurement practices. · Obtain clear and meaningful customer input. CoUnCil will get the best value for its investment by focussing on services that are important to citizens and that fail to meet their expectations. Develop performance measures - define the purpoSe of the service or program, determine outcomes and select performance measures for Outcomes. · Set service standards and target levels. · Compare current performance to target levels. Assess findings and make recommendations for improvement. · Assess information m~agement requirements. · Develop a training component to enable staff to fully understand and participate in the review process. · Create a continuous improvement implementation plan. The following questions are answered through the Service Delivery Review process: · Do we really need to continue to be in this business/service? · What do citizens expect of this service and what outcomes does Council want for the service? · How does the current performance compare to expected performance? · Do the activities logically lead to the expected outcomes? · How is demand for the service being managed? · What are the full costs and benefits of the service? · How can benefits and outputs of the service be increased? · How can the number and cost of inputs be decreased? · What are the alternative ways of delivering the service? · How can a service change best be implemented and communicated? 6.0 Role of Council Council has a critical role to play in reviewing services. Council must help set the parameters for the Review by: developing the ground roles, principles and processes governing the review in a way that supports the priorities established by Council · determining how to select candidate services and programs for review, using common, strategic and community considerations · ensuring the review process is informed by citizen demands, expectations and concerns Throughout the review process Council will be making choices: what services to deliver; what outcomes it wants from the service; who should pay for the service; what is Council prepared to ask their citizens to pay for the service; whether the service could be delivered at less cost; whether all that goes into delivering the service are really necessary, and who should deliver the service. Even a decision not to review a service represents a choice. In making these choices, Council will be supported by staff in the form of a Service Delivery Review Steering Committee. 7.0 Staffmg The Ministry of Municipal Affairs and Housing states that municipal experience demonstrates that reviews are most successful when they are led by someone who is familiar with the operations of the municipality and its services and programs. We have selected Chief Patrick Burke to lead this review. A Service Delivery Review Steering Committee will be formed, led by Chief Burke and comprising the Chief Administrative Officer, the Executive Director of Corporate Services, and representation from Municipal Works and Finance. This Committee will be responsible for developing the framework for and overseeing the review and its implementation and will report directly to Council on a regular basis. Equally important is the involvement of staff from divisions that affect or are affected by the service or program under review. Under the leadership of Chief Burke, Service Dellvery Review Teams will be formed in response to the service being reviewed. For example, since the provision of parking services is linked to the work of by-law enforcement, finance, planning, and traffic and parking services, it is important to involve staff from these areas in a review of parking services. It is recognized that Council directed staff not to use consultants to coordinate this study. The Ministry's experience suggests that successful reviews are assisted by someone external to the municipality's administration who can help bring new management approaches proven elsewhere and who can serve, not as the lead, but as the "honest broker". In this capacity, we would like to have the latitude to retain a consultant on an as needed basis to work with City staff to assist with process review. 5 8.0 Deliverables The deliverables listed below are those which are to be addressed within this statement of work: · develop a framework or template to guide the City through the process of reviewing service delivery · conduct a pilot review of a key service area · create a communications protocol and plan that provide staff and stakeholder groups timely information on the service delivery review process and its results · develop and deliver a training module which enables people to undertake their roles and responsibilities within the ongoing service delivery review process conduct the review of services and programs 9.0 Budget and Timing The proposal Council received fi.om Deloitte cited a cost of $50,000 for three months work to develop just the framework for a service delivery review. A budget of $35,000 is proposed in the 2005 Budget to undertake the planning, training and implementation during 2005. Implementation of the Service Delivery Review will begin immediately upon approval of the Terms of Reference. The process will be established and a pilot project completed by July 1, 2005, after which a review of service areas selected for the process will begin and continue into future years.