2005/09/19 CORPORATE SERVICES COMMITTEE AGENDA
SIXTH MEETING
Monday, September 19, 2005
Committee Room 2 -4:00 p.m.
Staff Contact
1. Minutes of the August 8, 2005 Meeting
2. Reports
· MW-2005-111 - Paddock Trail Drive Speed Review Ed Dujlovic
· MW-2005-112 - Flooding Event of August 31, 2005 Ed Dujlovic
· IS-2005-02 - New City Website Lynn Molloy
· F-2005-45 - Municipal Performance Measurement Program Ken Burden
· Low-Income Seniors' Water Rebate Program (Verbal Update) Todd Harrison
3. 2006 Bud.qet Discussion: John MacDonald
· F-2005-41 - 2006 Budget Schedule
· F-2005-33 - MPMP and BMA Study Uses for 2006 Budget
4. Deputation:
Winter Festival of Lights - Mr. Dino Fazio, General Manager,
will address the Committee
5. New Business
6. Adjournment
MINUTES
CITY OF NIAGARA FALLS
CORPORATE SERVICES COMMITTEE
FIFTH MEETING
MONDAY, AUGUST 8, 2005
COMMITTEE ROOM 2
5:30 P.M.
PRESENT: Acting MayorVince Kerrio, Alderman Wayne Campbell, Chair; Aldermen
Jim Diodati, Carolynn Ioannoni, Joyce Morocco, Victor Pietrangelo,
Selina Volpatti and Janice Wing.
ABSENT: Mayor Ted Salci
STAFF: Tony Ravenda, Dean Iorfida, Adele Kon, Karen Kelly, Serge Felicetti,
Ken Burden, Alex Herlovitch, Lee Smith, Joanna Daniels
PRESS: Corey Larocque, Niagara Falls Review
1. MINUTES:
MOVED by Alderman Volpatti, seconded by Alderman Morocco, that the minutes of
the May 30, 2005, meeting be adopted as recorded.
Motion Carried Unanimously
2. REPORTS:
Report F-2005-37 - Final Tax Notice Due Dates for Accounts with
Commercial, Industrial and Multi-Residential Assessments
MOVED by Alderman Volpatti, seconded by Alderman Morocco, that the final
property tax bills for the Commercial, Industrial and Multi-Residential Assessment
classes have due dates of August 31 and October 19, 2005 and that the changes
made by the Province to the Education Rate for the Industrial Class be approved.
Motion Carried
Report F-2005-38 - Major Receivables Quarterly Report
MOVED by Alderman Pietrangelo, seconded by Alderman Kerrio, that the Major
Receivables Quarterly Report be received for information.
Motion Carried Unanimously
Community Services Department MW-2005-111
' Municipal Works Ed Dujlovic
The City of 4310 Queen Street Director
Niogoro Foils ~1~' P.O. Box 1023
Cctn~~'Niagara Fails, ON L2E 6X5
web site: www.city.niagarafalls:on.ca
- I - Tel.: (905) 356-7521
Fax: (905) 356-2354
E-mail: edujlovic@city.niagarafalls.on.ca
September 19, 2005
Alderman Wayne Campbell, Chairperson
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-111 -Paddock Trail Drive
Speed Review
RECOMMENDATION:
It is recommended that:
1) the yield sign at the intersection of Paddock Trail Drive and Post Road facing
northbound motorists on Post Road, be replaced with a stop sign, and;
2) the yield sign at the intersection of Paddock Trail Drive and Aintree Drive facing
southbound motorists on Aintree Drive, be replaced with a stop sign.
BACKGROUND:
In reply to a request from an area resident, staff has conducted a speed study on Paddock Trail
Drive and an intersection control review at the intersection of Paddock Trail Drive and Aintree
Drive. The concern at this location stems from motorists driving in excess of the legal speed
limit. A concern with regard to visibility obstruction for northbound motorists on Post Road
caused by buses stopping on Paddock Trail Drive between Post Road and Kalar Road was also
expressed.
Paddock Trail Drive is a minor collector roadway extending to the east from Kalar Road then
curving in the north direction from Preakness Street. The study section of Paddock Trail Drive is
located between Kalar Road and Aintree Drive. The width of Paddock Trail Drive is 8 metres
and parking is currently permitted on both sides of the roadway. A bus stop is present on the
south side between Kalar Road and Post Road. Aintree Drive is a residential type roadway
extending in the north direction from Paddock Trail Drive. The width of Aintree Drive is also 8
metres and parking is currently permitted on both sides of the roadway in the study area. Post
Road is also a residential roadway extending in the south direction from Paddock Trail Drive.
The width of Post Road is 8 metres in the study area with parking permitted on both sides of the
roadway.
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September 19, 2005 - 2 - MW-2005-111
In order to determine whether the all-way stop control is warranted at the study location, The City
of Niagara Falls Residential All-way Stop Warrant was completed. As part of the warrant the
following studies were conducted:
· turning movement count
· review of collision files
· visibility studies
· technical observations
· residential petition form
The results obtained from the turning movement count reveal that vehicular traffic volumes at the
study intersection are low. A total of 328 vehicles were counted travelling in the eastbound and
westbound directions on Paddock Trail Drive compared to a total of 84 vehicles travelling in the
southbound direction on Aintree Drive during a five-hour period. The amount of vehicles
utilizing Paddock Trail Drive far exceeds the number of vehicles on Aintree Drive, therefore the
warrant for the all-way stop control is not satisfied as the minimum volume split of 70/30 (major
road/minor road) was not achieved. An all-way stop control would force all motorists on
Paddock Trail Drive to stop although unnecessary as crossing traffic rarely comes into conflict
with motorists on the major roadway. A collision review was conducted for the previous three
year period which reveals that no collisions have been reported during this time frame at the
intersection of Paddock Trail Drive and Aintree Drive, nor on Paddock Trail Drive between
Kalar Road and Epsom Court, therefore a collision problem in these areas was not identified.
A visibility study conducted at the intersection of Aintree Drive at Paddock Trail Drive reveals
that adequate visibility is available for motorists attempting to enter Paddock Trail Drive from
Aintree Drive. No obstructions exist on the northeast and northwest comers of the intersection
which inhibit visibility to the east or west directions. Questionnaires were also delivered to
residents who reside within 75 metres of the intersection. The response rate of these
questionnaires was significantly below minimum required criteria, therefore no consensus was
established. Of the 22 questionnaires delivered seven (32%) were returned, of which two (29%)
were in favour of an all-way stop control.
The visibility issue on Post Road was also addressed to determine whether motorists experience
difficulties viewing traffic to the east and west on Paddock Trail Drive when a bus is present at
the bus stop located on the southwest comer of the intersection. A traffic count was conducted
on Post Road to determine the volume of vehicles accessing Paddock Trail Drive via Post Road.
The traffic count reveals that the number of vehicles from Post Road onto Paddock Trail Drive is
low with a total of 83 vehicles in a five-hour period. In addition, buses on Paddock Trail Drive
arrive once every hour between the hours of 6:35 a.m. and 6:35 p.m.. During the 5-hour count
period only two buses were noted to stop to allow passengers to board or disembark. During this
period no conflicts between buses on Paddock Trail Drive and motor vehicles on Post Road were
observed. A collision review was also conducted at this intersection which reveals that no
collisions have been reported during the previous three year period.
A speed study conducted on Paddock Trail Drive, between Aintree Drive agd Post Road,
revealed that the 85th percentile speed, or the speed at which the majority of motorists travel is 52
km/h. A speeding problem occurs when the majority of motorists travel in excess of 10 km/h
over the speed limit of a particular roadway. As the speed limit of Paddock Trail Drive is 50
km/h, a speeding problem is not evident on the study roadway.
Based on the above information an all-way stop control is not recommended at the intersection of
September 19, 2005 - 3 - MW-2005-111
Paddock Trail Drive and Aintree Drive. However, as both the intersections of Paddock Trail
Drive at Aintree Drive and Paddock Trail Drive at Post Road are controlled by a yield sign, it is
recommended that the yield signs at both locations be replaced with stop signs. This traffic
control device will ensure motorists travelling in the southbound direction on Aintree Drive, and
the northbound direction on Post Road, make a complete stop prior to entering Paddock Trail
Drive. In addition, observations determined that the relocation of the bus boarding area on the
southwest comer of Paddock Trail Drive at Aintree Drive is not necessary as the buses seldom
stop at this location, and periods of time when buses are present are short, hence few conflicts
exist between buses stopped on Paddock Trail Drive and motor vehicles accessing Paddock Trail
Drive from Post Road.
Committee's concurrence with the recommendation outlined in this report would be appreciated.
Prepared by: Respectfully submitted:/
Karl Dren, C.E.T.
Manager of Traffic & Parking Services // Chief Administrative Officer
Approve~by:
Director of Municipal Work
Bart Skiba
S:\TPS\TPS 1.00 Administration\TPS 1.06 ReportsX2005 Community Services\Sept. 19\MW-2005-11 l-Paddock Trail Drive~Aintree Drive -
Intersection Control Review.wpd
· Community Services Department MW-2005-112
The, City ~f jl~l( Municipal Works Ed Dujlovic
Niagara Falls lJl~l( 4310 Queen Street Director
Box o2a
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
September 19, 2005
Alderman Wayne Campbell, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members:
Re: MW-2005-112 - Flooding Event of August 31, 2005
RECOMMENDATION:
That this report be received and filed for the information of Council.
BACKGROUND:
The City of Niagara Falls experienced a severe storm event as a result of the aftermath of Hurricane
Katrina on the early morning of August 31,2005. The respective measured rainfall amounts for that
storm until 7:30 a.m. that morning are as follows:
Measured Rainfall*
Weather Station (mm) Inches
McLeod Road High Lift Pump Station Non functional
Stanley Avenue Pollution Control Plant 120.75 4.75
Chippawa Water Treatment Plant 89.25 3.50
Kalar Road Pump Station 103.75 4.00
* Local rainfall amounts may have been higher
City of Niagara Falls Pump crews were dispatched in the early morning hours of August 31, 2005
to provide relief to the sanitary sewers in the Kalar Road area and other areas experiencing
difficulties due to the rainfall. Pump crews relived the sanitary sewer in the Lexington Court area
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September 19, 2005 -2 - MW-2005-112
by pumping excess sanitary sewer flow to the local storm sewer.
The rainfall amounts measured are the highest recorded maximum rainfalls for the three sites since
their installation approximately ten years ago. This is of course little or no consolation to those
affected by the rainfall event. A total of approximately 45 homes were flooded as a result of the
August 31, 2005-storm. See attached figure 1.0 for the approximate location of the flooding.
Approximately 150 homes were flooded as a result of the storm of the lesser storm of
September 9, 2004 which measured 72.5 mm. Remedial efforts to date have clearly been effective
however a more permanent and in system solution is required.
A number of recommendations were offered in the report from the September 9, 2005-storm to
alleviate the flooding in the Kalar Road area. They are as follows:
1) Reinstatement of the Residential Food Relief Program.
Progress: To date approximately 120 of the 150 homes identified in the report as
being flooded as a result of the September 9, 2004-storm has been retrofitted at a cost
approaching $ 250,000. Of the homes retrofitted, one experienced a failure of the
back water valve which resulted in a approximately 18 inches of flooding in their
basement. Approximately five other residences experienced some form of clear water
back up due to high ground water levels. Staffis investigating how to prevent this in
the furore.
2) T.V. Inspection of all sewers downstream of the Kalar Road Pump Station
Progress: To date approximately 20% of the Kalar Road sanitary sewer system has
been inspected. T.V. inspection efforts to date have been concentrated on pending
capital works projects due to their time constraints with respect to construction. T.V.
inspection in the Kalar Road area will resume when the maintenance and
construction backlog of inspection clears.
3) Formulation of a draft emergency plan for relief of surcharged sewers.
Progress: An emergency plan was completed two weeks after the previous storm
event and adopted by operations Staff at City and Region facilities. The emergency
plan was employed by staff on the morning of August 31, 2005.
4) Comprehensive inspection of possible sources of inflow and infiltration in the
Kalar Road area.
Progress: A cursory inspection has been completed by a seasonal student. Lack of
staff resources has prevented the completion of a full scale inspection.
5) Analysis of Regional data sets from pump facilities.
A review of several documents produced by the Region and City has revealed some
anomalies with respect to the capacity of the Kalar Road Pump Station in view of the
September 19, 2005 - 3 - MW-2005-112
recent redirection of the Taro North Pump Station sanitary flows. These data are
. currently being reviewed by staff at CH2MHILL the retained consulting engineer for
this project. City Staffhas had two meetings with Regional Staffon the issue of the
pump station redirection and its impact upon the Kalar Road area. Please be aware
that during peak dry weather conditions, the Kalar Road Pump Station operates at
less than 40% of its available capacity.
A total of five flow monitors have been collecting information for a six-month period
in the Kalar Road area. This data will be fed into the City's sewer model to determine
the best available method of mitigating the risk for furore basement flooding. Flow
data collected to date indicates that the Kalar Road System, although separated,
experiences high levels of inflow and infiltration during extreme storm events.
City and CH2MHILL Staffhave identified several options for controlling the risk of flooding in the
Kalar Road area. In general they are limited to the following:
Construction of Storage
Storage tanks reduce basement flooding by allowing for the storage of excess flows during a rainfall
event. The storing of flows decreases the elevation to which the system fills when a pump station
is at peak operating capacity but cannot adequately convey the flows being sent to it. There are
several existing storage facilities throughout Niagara Falls designed for basement flooding reduction.
Construction of storage is considered to be an expensive option at an average cost of between $ 500
to $1000 per cubic metre / 1000L. The cost for storage for this area could easily approach $ 5M.
CH2MHILL will provide the sizing and cost of the required storage in a future report. An absolute
minimum of a year would be required to garner the necessary approvals, design and construct the
storage facilities.
Installation of an Overflow
The installation of an overflow between either the Kalar Road Pump Station or the city owned
sanitary sewers in the area and Shriner's Creek would allow for relief of the system in extreme
events. City Engineering Staff is in the process of eliminating overflows to the environment and as
such this option is not considered to be worthy of future consideration. The installation of an
appropriately sized overflow would provide immediate relief to this area, however the approval
process with the Ministry of the Environment would likely be lengthy and may not necessarily result
in a favourable response given the sensitivity of Shriner's Creek to the discharge of untreated
sewage. The installation of an appropriately monitored overflow would cost a minimum of $ 50,000.
Increase in Pump Station Capacity
City and Regional Staff have discussed an increase in capacity to the Kalar Road Pump Station in
several meetings. Increasing the size of this facility to allow for storm flows to be pumped thereby
reducing the level of surcharge and basement flooding in the area is considered to be a valid but
somewhat cost prohibitive option at this point in time. As mentioned above the Kalar Road Pump
September 19, 2005 - 4 - MW-2005-112
Station operates at less than 40% of its capacity during peak dry weather conditions and was recently
upgraded in the summer of 2000.
Upgrading this station to handle aberrant rainfall events would be analogous to constructing four
additional lanes to the Queen Elizabeth Way to accommodate Labour Day traffic. The excess
capacity, which comes at considerable cost, is not used for the vast majority of the time. Operational
difficulties including odour issues can occur when a pump facility is sized beyond a certain
operational window.
Source Control
Source Control as its name suggests involves the removal of wet weather sources of inflow and
infiltration at the source. In the Kalar Road area a large portion of the wet weather flows to the Pump
Station are contributed by residential weeping tile connections to the sanitary sewer. The practice
of allowing weeping tile connections to the sanitary system was discontinued via legislation
introduced by City Council in 1989. A large percentage of the homes tributary to the Kalar Road
Pump Station do have these connections. The Chippawa wastewater collection system also exhibits
high storm flows and basement flooding during rainfall events due to weeping tile connections.
Weeping tile disconnection costs approximately $ 2000 per home and has several distinct advantages
over the other options discussed in this report. Disconnection of weeping tile is economically
advantageous over time as the water being removed from the sanitary sewer is no longer conveyed
to the treatment plant. Full scale weeping tile disconnection would provide development capacity
within the system without the need for costly capital improvements.
City Staffhave been successful in implementing disconnection at those homes subject to flooding
but lack the necessary resources and legislation to implement a program aimed at full scale removal
of these sources. City Staff have contacted the City of North Tonawanda, NY to investigate a
mandatory program that they or one of their neighbouring municipalities have implemented to force
the disconnection of weeping tile when a property changes ownership. The results of these
discussions will be the subject of a future council report.
City Engineering Staff will prepare a report in the coming weeks which will outline the preferred
solution or combination of solutions for the mitigation of future basement flooding events in the
Kalar Road area. Regional Staff have indicated that they are willing to contribute both logistically
and financially to the preferred solution(s).
September 19, 2005 - 5 - MW-2005-112
Cduncil's concurrence with the recommendation is requested.
Prepared by: Respectfully submitted:
David Watt ~John
MacDonald
Manager of Infrastructure & Environment~' ' Chief Administrative Officer
Approved by:
Ed Dujlovic
Director of Municipal Works
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Da~e: Sepl~ember 6, :;)005
Proje~ion: UTIVl 83 - 17
Corporate Services Department IS-2005-02
Information Systems Lynn Molloy
' 4310 Queen Street Director
The, City of P.O. Box 1023
Niogoro Foils Niagara Falls, ON L2E 6X5
Cclnodcl web site: www.niagarafalls.ca
Tel: 905-356-7521
Fax: 905-374-2880
E-mail: Imolloy@niagarafalls.ca
September 19, 2005
Alderman Wayne Campbell, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members: Re: IS-2005-02 - New City Website
RECOMMENDATION:
It is recommended that this report be received for the information of Council.
BACKGROUND:
On March 21, 2005 Information Systems presented to Council a preview of the new City Web Site,
the new site address www.niagarafalls.ca and the recommendation for the new City logo. The Web
Site incorporated the key areas that were identified as essential to a well developed site, look and
feel, navigation, site search and content. The recommendation for the logo was approved by Council
and the logo was submitted for registration.
While waiting for the registration staff continued to upgrade the content of the web site, created on-
line forms, improved the navigation and set up the new location. The new site will be hosted at the
Connect Niagara installation at Niagara College and serviced entirely by staff. Prior to this move
the City site was hosted by the Action Corporation and staff wish to thank Paul Tomari for all the
years of his dedicated service to the City and his guidance in providing a smooth transition to the
new format.
We recently received the approval to utilize the logo and plan to launch the new site on September
20, 2005. The site will continue to evolve as staff will monitor emerging technologies in order to
keep the site current.
/
! re~ared by: Re itted:
~ Systems <~ John MacDonald
Chief Administrative Officer
Executive Director of Corporate Services
t~orMng Together to Serve Our Community
Clerk's · Finance · Human Resoumes · Information Systems · Legal · Planning & Development
Corporate Services Department F-2005-45
' Finance Division Kenneth E. Burden
The City of 4310 Queen Street Director
Niogoro Foils P.O. Box 1023
Ccmodo Niagara Falls, ON L2E 6X5
web site: www.city.niagarafalls.on.ca
Tel: (905) 356-7521
Fax: (905) 356-2016
E-mail: kburden@city.niagarafalls.on.ca
September 19, 2005
Alderman Wayne Campbell, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members:
Re: F-2005-45 - Municipal Performance Measurement Program
RECOMMENDATION:
That this report be received for the information of City Council and that the information be posted
to the City's internet site no later than September 30, 2005.
BACKGROUND:
For the reporting year of 2000, all municipalities were required to provide the Ministry of Municipal
Affairs and Housing with information on the efficiency and effectiveness of service delivery in the
following nine core municipal service areas: solid waste, water, wastewater, transportation, fire,
police, local government, land use planning, and social services. The Municipal Performance
Measurement Program (MPMP) initially consisted of 35 broad-level efficiency and effectiveness
performance measures. Municipalities submitted their performance measurement data through the
Ministry's Financial Information Return. Municipalities were also required to report to their
taxpayers on 16 of the 35 measures by September 30, 2001. The City of Niagara Falls provided this
information on its website.
For the year ending December 31,2004, municipalities will collect data on several measures across
nine service areas according to their service responsibility. Over time, it is anticipated that this
program will permit year-over-year tracking of overall service improvements. However, until such
time as the mandated measures have been the same for two or more consecutive fiscal years, the
tracking may not be possible. Given that these measures do not account for varying municipal
service levels and several other factors that can affect results, comparison of these results across
municipalities is also of limited value and potentially misleading.
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September 19, 2005 - 2 - F-2005-45
REPORT
Performance Indicators
For the year ending December 31, 2004, the City of Niagara Falls is required to measure its
performance in the following municipal service areas and report the results to the City's taxpayers.
General Government
1. Operating costs for general government as apercentage of total municipal operating costs.
Fire
2. Operating costs for fire services per $1,000 of assessment.
Roadways 3. Operating costs for paved (hard top) roads per lane kilometer.
4. Operating costs for unpaved (loose top) roads per lane kilometer.
5. Operating costs for winter maintenance of roadways per lane kilometer.
6. Percentage of paved lane kilometers where the condition is rated as good to very good.
7. Percentage of winter event responses that met or exceeded locally determined municipal
service levels for road maintenance.
Transit 8. Operating costs for conventional transit per regular service passenger trip.
9. Number of conventional transit passenger trips per person in the service area in a year.
Wastewater (Sanitary Sewage) 10. Operating costs for collection of wastewater per kilometer of wastewater main.
11. Number of wastewater main backups per 100 kilometers of wastewater main in a year.
Storm Water 12 Operating costs for urban storm water management per kilometer of drainage system.
13. Operating costs for rural storm water management per kilometer of drainage system.
Water 14. Operating costs for distribution of drinking quality water per kilometer of water
distribution pipe.
15. Number of breaks in water mains per 100 kilometers of water distribution pipe in a year.
Solid Waste
16. Operating costs for garbage collection per household
Land Use Planning
17. Percentage of new lots, blocks and/or units with final approval which are located within
settlement areas and the number of new lots, blocks and/or units.
18. Percentage of land designated for agricultural purposes which was preserved during the
reporting year and the number of hectares of land originally designated for agricultural
purposes which was re-designated for other uses.
19. Percentage of land designated for agricultural purposes which was preserved relative to
the base year and the number of hectares of land originally designated for agricultural
September 19, 2005 - 3 - F-2005-45
purposes which was re-designated for other uses.
Reporting Requirements
In addition to reporting financial and performance data to the Province in the annual Financial
Information Return, municipalities are also required to publish for the taxpayers of the municipality,
the results of each of the performance indicators. Results for the year ended December 31, 2004
must be published by September 30, 2005. The publication must at a minimum include the name
of the measure, the year to which it relates, and the result. A number of publication methods are
available to municipalities including direct mailing, property tax bill insert, notices in newspapers,
and posting on the internet. As was approved last year, staffis again recommending the posting of
this report on the City's website.
Performance Results
Identified as Appendix (A) are the results of the City's year 2004 Municipal Performance
Measurement Program. As required in the publication of the results, each measure includes the
name of the measure, the year in which the measure relates and the result of the measure. Also
provided, where necessary, are explanatory comments. These comments better explain the measure
and corresponding result. It is imperative, however, that where comments are provided, the reader
be mindful that these comments form an integral part of the performance measure information. Over
time, it is anticipated that this program will permit year-over-year tracking of overall service
improvements. However, until such time as the mandated measures have been the same for two or
more consecutive fiscal years, the tracking may not be possible. Given that these measures do not
account for varying municipal service levels and several other factors that can affect results,
comparison of these results across municipalities is also of limited value and potentially misleading.
Recommended by: Respectfully submitted:
K. Burden ~.~- John MacDonald
Director of Finance ~XSl Chief Administrative Officer
Approved by:
T. Ravenda
Executive Director of Corporate Services
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Clerk's · Finance · Human Resources · Information Systems · Legal · Planning & Development
September 19, 2005 -4 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for general government as a percent of total municipal
operating costs 1
Year 2004
Result 5.0%
Comments:
Total municipal operating costs for 2004 were $84,285,434
Services include:
- Mayor and Members of Council
- Office of the Mayor and Council Support
- Chief Administrative Officer
- Corporate Services
- Community Services
- Debt and Investment Services
- Auditing Services
- Corporate Legal Services
- Taxation
September 19, 2005 - 5 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for fire services per $1,000 of assessment 2
Year 2004
Result $2.03 Per $1,000 of assessment
Comments:
Operating costs for 2004 fire services were $12,627,575 and include:
- volunteer and professional fire fighting force
- repair and replacement of fleet equipment
I :I 11
September 19, 2005 - 6 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for paved (hard top) roads per lane kilometer 3
Year 2004
Result $3,165,43 per lane kilometer
Comments:
There are 828 lane kilometers of paved (hard top) roads.
Operating costs for 2004 were $2,620,972.
September 19, 2005 - 7 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for unpaved (loose top) roads per lane kilometer 4
Year 2004
Result $2,158.57 per lane kilometer
Comments:
There are 304 lane kilometers of unpaved (loose top) roads.
Operating costs for 2004 were $656,204.
September 19, 2005 - 8 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for winter maintenance of roadways per lane kilometer 5
Year 2004
Result $2,181.47 per lane kilometer
Comments:
There are 1,132 lane kilometers of roadway.
Operating costs for 2004 winter control maintenance were $2,469,419.
The operating costs for winter control maintenance can be influenced by:
- the frequency and severity of winter events
- the extent of the road network located in urban areas
- the municipality's service threshold for responding to a winter storm event
- the municipality's service standard for road conditions after a storm event
The City's standard begins salting and sanding operations as soon as snow accumulates on the
road surface. Snow plowing operations begin as soon as snow accumulations reaches 8 cm.
September 19, 2005 - 9 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Percentage of paved lane kilometers where the condition is rated as ~
good to very good
Year 2004
Result 54.0%
Comments:
There are 828 lane kilometers of paved (hard top) roads.
- ·
September 19, 2005 - 10 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Percentage of winter event responses that meet or exceed locally
determined municipal service levels for road maintenance t
Year 2004
Result 71.4%
Comments:
During 2004, the City forces provided 7 full-fledged snow plowing operations.
Factors contributing to the results for this measure include the following:
- the frequency and severity of winter storm events
- the City does not maintain records for this performance measurement. The figure is based on
staff's perceived response success.
September 19, 2005 - 11 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for conventional transit per regular service passenger 8
trip
Year 2004
Result $6.51 per trip
Comments:
Operating costs for 2004 conventional transit were $7,282,119.
- the cost for repair and replacement of fleet equipment is included; the fleet has an average
age of 16 years.
September 19, 2005 - 12 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Number of conventional transit passenger trips per person in the service ~'t
area in a year
Year 2004
Result 15.43 trips per person
Comments:
Niagara Falls Transit provided 1,118,781 conventional transit passenger trips for a service area
population of 72,500 people.
The determination of routing depends on an overall fare box recovery range of 49% to 52%.
The service area includes 81 square km and approximately 1,000,000 km of travelled routing
per year.
September 19, 2005 - 13 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for collection of wastewater per kilometer of 4 ~'~
wastewater main
Year 2004
Result $3,235.24 per kilometer of wastewater main
Comments:
There are 363 kilometers of wastewater main, not including a factor for connections.
Operating costs for 2004 were $ 2,038,203.
1 ' · Il'
September 19, 2005 - 14 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Number of wastewater main backups per 100 kilometers of wastewater
main in a year 1 1
Year 2004
Result 3.30backups per 100 kilometers of wastewater main
Comments:
There are 363 kilometers ofwastewater main.
During 2004, there were 12 backups in wastewater main.
September 19, 2005 - 15 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for urban storm water management per kilometer of 1 2
drainage system
Year 2004
Result $1,387.00 per kilometer of drainage system
Comments:
There are 235 kilometers of urban drainage system, not including a factor for catch basins and
connections.
Operating costs for 2004 were $416,350.
September 19, 2005 - 16 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for rural storm water management per kilometer of
drainage system 1 3
Year 2004
Result $1,722.47 per kilometer of drainage system
Comments:
There are 35 kilometers of rural drainage system, not including a factor for ditch inlets.
Operating costs for 2004 were $62,009.
September 19, 2005 - 17 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for the distribution of drinking quality water per 1 4
kilometer of water distribution pipe
Year 2004
Result $5,391.29 per kilometer of distribution pipe
Comments:
There are 411 kilometers of water main pipe, not including a factor for connections and
hydrants.
Operating costs for 2004 were $ 3,729,314.
-I ]!
September 19, 2005 - 18 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Number of breaks in water mains per 100 kilometers of water
distribution pipe in a year 1 5
Year 2004
Result 23.82 breaks per 100 kilometers of water main
Comments:
There are 411 kilometres of water main pipe.
During 2004, there were 98 breaks in water main pipe
The number of water main breaks can be influenced by the following factors:
- age of the pipes
- pipe material
- depth of the pipes
- severity of winter weather, especially frost penetration
- sudden variance in water pressure
September 19, 2005 - 19 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Operating costs for garbage collection per household 1 6
Year 2004
Result $192.54 per household
Comments:
There are 32,947 households.
Operating costs for 2004 were $6,343,697
September 19, 2005 - 20 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Percentage of new lots, blocks and/or units with final approval
which are located within settlement areas
Year 2004
Result 96.7%
Comments:
New development with final approval which is located within settlement areas:
New lots - 160
New blocks - 9
New units - 39
Subtotal - 208
New development with final approval within entire municipality:
New lots - 167
New blocks - 9
New units - 39
Subtotal - 215
September 19, 2005 - 21 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Percentage of land designated for agricultural purposes which was 1 8
preserved during the reporting year
Year 2004
Result 100%
Comments:
As at December 31, 2004, there were 9,063 hectares of designated agricultural land.
As at January 1, 2004 there were 9,063 hectares of designated agricultural land.
Il
September 19, 2005 - 22 - F-2005-45
City of Niagara Falls
2004 Performance Measures
Percentage of land designated for agricultural purposes which was
preserved relative to the base year ! ~
Year 2004
Result 99.8%
Comments:
As at December 31, 2004, there were 9063 hectares of designated agricultural land.
As at January 1, 2000 there were 9,077 hectares o£ land designated for agricultural purposes.
Corporate Services Department F-2005-41
Finance Division Kenneth E. Burden
The, Cih/ f 4310 Queen Street Director
NiagaraFallsll
CanQdQ ~~ Niagara Falls, ON L2E 6X5
,~111~~ i ~ web site: www.city.niagarafalls.on.ca
Tel: (905) 356-7521
Fax: (905) 356-2016
E-mail: kburden@city.niagarafalls.on.ca
September 19, 2005
Alderman Wayne Campbell, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members:
Re: F-2005-41 - 2006 Budget Schedule
RECOMMENDATION:
That Council approve the attached 2006 Budget Schedule.
BACKGROUND:
In past years City Council has approved a Budget Schedule for the upcoming year. Each of the three
separate budgets, General Purposes, Capitol and Municipal Utility, will be discussed at various times
according to the attached schedule. Deputations from community groups and the public are also part
of the schedule. A final presentation of the Budget will occur on December 12, 2005.
It is Staff's intention to present to Council an overview of the challenges the City faces in 2006 and
what opportunities exist to address these challenges. Staff will be seeking direction on the
preparation of the 2006 Budget.
Recommended by: Respectfully submitted: /
K. Burden onald
Director of Finance y Chief Administrative Officer
Approved by:
T. Ravenda
Executive Director of Corporate Services
Attach.
- ·
2006 SCHEDULE ·
DEPUTATIONS
November 7, 2005 Deputations: Corporate Services Committee - Recreation Committee, Arts & Culture
Committee, GNGH Foundation, Humane Society, Board of Museums, United Way
Review, Niagara Falls Art Gallery, Niagara Falls Armoury Tenants, McBain Community
Centre Tenants
November 21, 2005 Deputations: Corporate Services Committee - Niagara Transit, Niagara Falls Public
Library, Niagara Falls Tourism, Winter Festival of Lights
December 5, 2005 Deputations to City Council from Public as requested
2006 SCHEDULE
MUNICIPAL UTILITY BUDGET
October 3, 2005 Corporate Services Committee - Municipal Utility Budget Discussion
November 7, 2005 Corporate Services Committee - Municipal Utility Budget Discussion
December 12, 2005 City Council Review and Approval of Municipal Utility Budget
January 2006 Council Approval of By-laws for Water and Sewer Rates
2006 SCHEDULE
GENERAL PURPOSES BUDGET
September 19, 2005 Corporate Services Committee - General Purposes Budget discussion
October 17, 2005 Corporate Services Committee - General Purposes Budget discussion
November 21, 2005 Corporate Services Committee - General Purposes Budget discussion
December 12, 2005 City Council Review and Approval of General Purposes Budget
May 2006 Council Approval of Bylaws for Tax Rates for Region, School Boards, Municipality
2006 SCHEDULE
CAPITAL CONSTRUCTION BUDGET
October 3, 2005 Corporate Services Committee - Capital Construction~ Budget discussion
November 7, 2005 Corporate Services Committee Capital Construction Budget Discussion
December 12, 2005 City Council Review and Approval of Capital Construction Budget
Corporate Services Department F-2005-33
i Finance Division Kenneth E. Burden
The City ~f 4310 Queen Street Director
Nio~oro Foils 11~1~ P.O. Box 1023
C(::lrl~~ Niagara Falls, ON L2E 6X5
~1~~¢¢- ! ~ web site:www.city.niagarafalls.on.ca
Tel: (905) 356-7521
Fax: (905) 356-2016
E-maih kburden@city.niagarafalls.on.ca
September 19, 2005
Aldem~an Wayne Campbell, Chair
and Members of the Corporate Services Committee
City of Niagara Falls, Ontario
Members:
Re: F-2005-33 - MPMP and BMA Study Uses for 2006 Budget
RECOMMENDATION:
For the information of Council.
BACKGROUND:
The City of Niagara Falls complies with the annual requirement to submit information to the
provincial government for the Municipal Performance Measurement Program or MPMP. This
program highlights municipal costs for specific activities such as Fire services, Road maintenance,
Water and Sewer System maintenance, etc. The information is made public in September for the
preceding calendar year's performance.
The City also participates, along with 65 other municipalities, in a municipal study on financial
information. The study is conducted annually by BMA Management Consulting. This BMA study
provides comparative information on specific financial activities such as assessment and tax ratios,
water/sewer costs, debt and reserves, user fees, taxation, building permit fees, economic
development programs, etc. The study also included comparison information on selected MPMP
for the year ending December 31, 2003.
The use of the studies was raised at a Council meeting and that those reports could guide Staff in the
preparation of the 2006 Budget. Council approved the following motion:
"That Council direct Staff to prepare a report on the use of information, from the
annual Municipal Performance Measures Program and the BMA Municipal Study,
for the purpose of providing guidance in the preparation of the 2006 Budget."
Working Together to Serve Our Community
Clerk's · Finance · Human Resources · Information Systems · Legal . Planning & Development
September 19, 2005 - 2 - F-2005-33
MPMP - MUNICIPAL PERFORMANCE MEASURES PROGRAM
The Municipal Performance Measurement Program (MPMP) started with the reporting year of 2000;
all municipalities were required to provide the Ministry of Municipal Affairs and Housing with
information on the efficiency and effectiveness of service delivery in the following nine core
municipal service areas: solid waste, water, wastewater, transportation, fire, police, local
government, land use planning, and social services. Since then, municipalities annually collect data
on several measures across various service areas according to their service responsibility.
MPMP Use for City Council's 2006 Budget Direction to Staff
The Municipal Performance Program does not account for varying municipal service factors that can
affect results. This analysis does not indicate efficiency or effectiveness in meeting community
objectives. Municipal expenditures may vary as a result of:
· Different service levels
· Variations in the types of services
· Different methods of providing services
· Different residential/non-residential assessment composition
· Varying demand for services
· Locational factors
· Demographic differences
· Socio-economic differences
· User fee policies
· Age of infrastructure
· What is being collected from rates as opposed to property taxes.
Comparison of these results across municipalities is of limited value and potentially misleading.
The MPMP does not identify the factors that cause expenditures to fluctuate. The absence of
qualitative information such as "how services are provided" and "how much service is provided",
significantly reduces the credibility of the measures for comparison purposes.
At best, the use of municipal performance measures provides a historical perspective.
BMA Municipal Study
The City of Niagara Falls participated along with 65 other Ontario Municipalities in a municipal
study prepared by BMA Management Consulting Inc. This is the fourth consecutive year undertaken
for the study; 44 municipalities participated in 2001, 54 in 2002, and 61 in 2003. The study includes
a broad cross-section of municipalities who provided information on property assessment, tax
policies, development charges, water/sewer rates, financial costs and Economic Development
programs
September 19, 2005 - 3 - F-2005-33
BMA Study Use for City Council's 2006 Budget Direction to Staff
In the Introduction to the Municipal Study 2004, BMA writes:
"The study identifies both key quantifiable indicators and selective environmental
factors that should be considered as part of a comprehensive evaluation of a local
municipality's financial condition. Use of the study over a number of years provides
trends to allow decision makers to monitor selected indicators over time."
City Council may want to monitor the study's indicators as a comparative trend among
municipalities over time. As a comparative trend, general observations may be made about the
relative position of the City of Niagara Falls to other municipalities.
Annually, the relative position can be compared to previous years' reports. A change in position
may, in part, be the result of Council's decisions. However, due to the many economic, geographic
and demographic variables, considerable analysis would need to be undertaken to determine the
reasons for a change in comparison to other municipalities.
For the 2006 Budget, Council may direct the use of the BMA Municipal Study as a guideline for
Staff. Caution in using the measures is recommended by Staff as the BMA Study does not provide
credible comparative measures.
Recommended by: Respectfully submitted:
K. Burden / / John MacDonald
Director of Finance /~/ Chief Administrative Officer
Approved by:
T. Ravenda
Executive Director of Corporate Services
Niagara Falls, Ontario, Canada L2G 3X4
Tel.: 905-374-1616 · Fax: 905-374-4683
JJlllhillllJ NIAGARA FALLS .w ONTARIO '~ CANADA E-mail: wfol@niagarafallstourism.com
September 8, 2005
The City of Niagara Falls
City Hall, P.O. Box 1023
4310 Queen Street
Niagara Falls, ON L2E 6X5
RE: Winter Festival of Lights
Dear Alderman
As a prelude to my upcoming presentation to City Council on September 19, 2005, I wish to
provide you with an update of this year's Winter Festival of Lights.
As you undoubtedly know, the Winter Festival of Lights was begun 23 years ago to increase off-
season tourism to Niagara Falls and stimulate the local economy. From humble beginnings it has
since succeeded in attracting over 1 million visitors, including hundreds of tour buses; has an
economic impact on the local economy of over $60 million; and is responsible for retaining
and/or adding nearly 2,400 jobs, as measured by a 2003 provincial economic impact study.
That success notwithstanding, the Winter Festival of Festival Board realizes that it cannot rest on
its past success but must continue to improve itself to reach the forefront of North American
lights festivals and in the process, continue to attract off-season tourism.
So in 2003-2004, the Winter Festival of Festival Board undertook a major review of its strategic
focus and from that process, the Board updated its mission statement, which noW reads: the
Winter Festival of Lights shall produce the biggest, best and brightest winter lights festival
in North America attracting overnight visitors to Niagara Falls in the off-season.
Along with the mission statement, the Board developed Festival priorities, which are to:
1) Create a financially sustainable event
2) Update and increase the lighting available in the Parks
3) Increase event programming / schedule / activities
4) Expand the Festival into the City
5) Build the 'experience' of the event
6) Be the leader in event technology, i.e. lights
It is this mission statement and priorities that the Winter Festival of Board utilizes to guide its
decisions regarding the future of the Winter Festival of Festival.
Without question, the challenge to improve is not an easy one but progress is being made and the
Winter Festival of Board and staff are committed to making the Festival bigger, better and more
attractive to visitors of Niagara Falls.
We have heard loud and clear, on numerous occasions, from both local industry partners and tour
group operators that bring visitors to Niagara Falls that we must improve to the level of
becoming a premiere winter lights festival. By doing so, we will attract more visitors.
So this year, people will see a vast improvement in lights. For instance, the Winter Festival of
Festival is adding 200,000 energy-efficient LED lights to the trees along the perimeter of
Dufferin Islands. Also, the Fallsview BIA, a strong Winter Festival of Lights partner, is
committed to spending at least $75,000 to further light-up their area this year and other BIAs are
investigating this possibility. Further, we are extending the Winter Wonderland lighting route by
working with the bed and breakfast establishments and a church along the Niagara Parkway and
River Road to illu~nate.~ .- their properties.
Also, we are collaborating with Niagara Falls Hydro on several energy conservation initiatives.
The first involves the exchange of old, incandescent holiday lights for new, energy-conserving
LED holiday light sets. The second involves lighting up the entire City Hall Centennial Square
using the same amount of power as currently used for just the City's "official" Christmas Tree.
Both of these initiatives aid our objectives of increasing the amount of holiday lighting within
the City during the Festival. These new initiatives will improve the Winter Festival of Festival
while adhering to its mission and Priorities.
Another improvement that was previously announced is the change in the Winter Festival of
Lights operating dates to begin and end earlier. This was done because leisure and group tour
travelers are more apt to experience the Festival and hence Niagara Falls in early November as
opposed to mid-January, which would be of greater benefit to us all.
Other difficult decisions recently made include the cancellation of the Disney stage show on
opening weekend and the New Year's Eve Concert.
In 2004, the Disney Show and New Year's Eve Concert consumed 50 percent of the Winter
Festival of Lights budget while the investment in lights and lighting displays was a paltry seven
percent. The Disney Show, while popular with local residents, did little to attract tourists and
less still with overnight visitation.
The cancellation of the New Year's Eve Concert was a result of several factors. First and
foremost is the economic reality of having limited resources with which to both improve the
Winter Festival of Lights while maintaining its status quo events. We secured some additional
funding and were able to cut some costs but in the end, we were unable to attain the $280,000 the
New Year's Eve Concert is expected to cost this year. I have attached a synopsis of funding
sources from 2004 versus 2005 to illustrate our funding challenges as well as this year's New
Year's Eve budget.
Of course, we appreciate and are pleased with the fact that the New Year's Eve Concert has been
a popular event with local residents and provides national exposure for Niagara Falls. And it
was not our intention to cancel the event haphazardly but when faced with the choice of making
improvements to the Winter Festival of Lights which will result in more visitors, retain more
jobs and stimulate the local economy versus the status quo, the decision was obvious.
In summary, changes to the Winter Festival of Lights are required if we are to improve its
relevance to the local tourism industry and Niagara Falls itself. We ask that City Council
support these changes, trusting that they are made for the betterment of all.
Should you have questions at any time prior to the September 19th Council meeting, please feel
free to contact me at 905 374-1616 x. 46.
Sincerely,
WIN~F LIGHTS
Dino F~--~~ ~
General Manager
cc: Ethel White-Ashby, Chair
Joe Miszk, Vice-Chair
Festival Board
Winter Festival of Lights Funding Streams
2004 2005 Sponsorship
:Public Funding $ 542,000 $ 449,000 Amounts from 2005
Earmarked for NYE
Corporate Sponsors $ 98,000 $ 48,000
Local Tourism Partners
Niagara Parks Commission $ 75,000 $ 25,000 $ 25,000
Niagara Fallsview Casino Resort $ 160,000 $ 50,000 $ 25,000
FallsviewBIA $ 100,000 $ 25,000 $ -
Victoria-CentreBIA $ 20,000 $ 45~000 $ 25,000
Clifton Hill BIA $ - $ 15~000 $ 15,000
Lundy's Lane BIA $ 25,000 $ 20,000 $ 10,000
Individual Properties $ 3,250
Parade Sponsors $ 50,000 $ 41,000
(excludes amounts included above)
Dufferin Islands Donations* $ 80,000 $ 130,000
Other Revenues* $ 149,000 $ 221,000
TOTAL $ 1,302,250 $ 1,069,000
* - Denotes amounts that include estimates and actual revenues for 2005.
Does not include "in-kind" sponsorships.
Page 1 of 1 As of: 9/9/2005
New Year's Eve Budget
Revenue
Niagara Fallsview Casino Resort $ 25,000.00
Niagara Parks Commission $ 25,000.00
Victoria-Centre BIA $ 25,000.00
Clifton Hill BIA (not yet confirmed). $ 15,000.00
Lundy's Lane BIA $ 10,000.00
Total Sponsorship $ lOO,OOO.OO
Expenses
Site Management
Site Management (Marry) $ 11,000.00
Labour - Stamford Students (Tear Down) $ 2,200.00
Audio / Lighting / Staging $ 45,000.00
Equipment Expenses
Trailers $ 8,600.00
Portolets (WMI) $ 1,900.00
Propane / Piping / Heaters $ 3,500.00
Fork~ft/Pusharound/Scissor Lift $ 3,500.00
Barricades $ 2,300.00
Trailer Wiring $ 2,550.00
Security
Cantec $ 5,000.00
Parks Police $ 6,000.00
NRP / OPP $ 4,000.00
Miscellaneous $ 2,000.00
TOTAL - Site Management Expense $ 97,550.00
New Year's Eve
Enter'uainment
Headliner - $ 105,000.00
Lead In - $ 11,000.00-
Local Warm Up - $ 1,200.00
Travel $ 5,000.00
Accommodations $ 7,000.00
Production Costs
NYE Television Production $ 42,550.00
Producer/Director $ 4,000.00
General Costs / Hosp / Meals / Riders $ 2,000.0~-
SOCAN Costs $ 3,000.00
.... TOTAL - New Year's Eve Expense $ 180,750.0~-
Total Expenses $ 278,300.00
Net- (178,300.00)