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2011/01/17 COMMITTEE OF THE WHOLE AGENDA FIRST MEETING Monday, January 17, 2011 4:00 p.m. City Hall, Committee Room #2A & B 1) Approval of the December 13, 2010, Committee of the Whole minutes. 2) REPORTS: STAFF CONTACT: a) MW- 2011 -05 DWQMS Roles and Responsibilities Geoff Holman b) MW- 2011 -02 Regional Niagara Waste Collection Contract Proposed Containerized Waste Collection Geoff Holman c) MW- 2011 -03 Niagara Falls History Museum Lundy's Lane Battlefield Legacy Project Update Geoff Holman d) R &C - 2011 -01 Leash Free Dog Park Kathy Moldenhauer e) TS- 2011 -08 Transit Adjustments to Service the New WaI- Mart/Smart Centres Plaza - Oakwood Drive Karl Dren 3) NEW BUSINESS: 4) ADJOURNMENT: IN- CAMERA SESSION a) Resolution to go into Closed Meeting. MINUTES OF COMMITTEE OF THE WHOLE Monday, December 13, 2010, Committee Room 2, 4:00 P.M. All Councillors were eventually present. Councillor loannoni chaired the meeting. 1) MINUTES: a) MOVED on the motion of Councillor Thomson, seconded by Councillor Wing that the minutes of the November 8, 2010 Corporate Services meeting be approved. Motion: Carried Action: Recommendation submitted to Council December 13, 2010. Councillor Pietrangelo arrived 2) REPORTS: a) Winter Maintenance Presentation John Morocco, Operations Superintendent provided Council with a brief overview of the Winter Maintenance Operation. b) Community Support Services of Niagara Snow Buddies Volunteer Program Presentation Patricia Regier, Safety at Home Program Coordinator, Community Support Services of Niagara provided the Committee with an overview of the Snow Buddies Volunteer Program. MOVED on the motion of Councillor Thomson, seconded by Councillor Wing that Council endorse the Snow Buddies program and refer it to the school boards. Motion: Carried Action: Recommendation submitted to Council December, 13, 2010 c) MW- 2010 -63 Chippawa Sewer Flooding Relief Study Municipal Class EA - Final Recommendations MOVED on the motion of Councillor Thomson, seconded by Councillor Pietrangelo that the following be approved: 1. That City Council adopt the recommendations set out in the Environmental Study Report for the Chippawa Sewer Relief Study Class Environmental Assessment; 2. That staff be directed to advertise the Notice of Study Completion as set out in the Municipal Class EA process. Motion: Carried -2- Action: Recommendation submitted to Council December, 13, 2010 d) R &C - 2010 -23 Spring and Summer Ice Rates MOVED on the motion of Councillor Thomson, seconded by Councillor Pietrangelo that the report be deferred and have the groups be given an opportunity to attend the meeting. Motion: Defeated Opposed: Councillors loannoni, Maves, Morocco, Wing and Mayor Diodati opposed. MOVED on the motion of Councillor Wing, seconded by Councillor Morocco that the following be approved: 1. That Council approve the 2011 spring and summer ice rates for the Gale Centre. 2. That the fees are effective for the 2011 spring and summer ice season May 1 to mid - September. Motion: Carried Opposed: Councillors Pietrangelo and Thomson Action: Recommendation submitted to Council December, 13, 2010 e) F- 2010 -66 2011 General Insurance Report MOVED on the motion of Councillor Wing, seconded by Mayor Diodati that the following be approved: 1. That in the absence of an adopted 2011 General Purposes Budget, Council approve a six month extension of the Comprehensive Insurance Program from Frank Cowan Co. Ltd. at a premium of $867,628 plus taxes. 2. That Council approve the 2011 Comprehensive Insurance from Frank Cowan Co. Ltd. for the library of $43,142 plus taxes. 3. That Council approve the 2011 Volunteer Firefighters Accidents Insurance Program from AIG Commercial Insurance Company at an annual premium of $6,921 plus taxes. Motion: Carried Conflict: Councillor Maves Action: Recommendation submitted to Council December, 13, 2010 -3 - 3) NEW BUSINESS: a) MOVED on the motion of Mayor Diodati, seconded by Councillor Kerrio that staff bring back a report on freezing Senior's Property Taxes for Senior Homeowners on the guaranteed income supplement. Motion: Carried Action: Recommendation submitted to Council December, 13, 2010 b) MOVED on the motion of Councillor Kerrio, seconded by Councillor Diodati that a policy be put in place, moving forward, for seating of the Council members, with new members filling vacant seats and existing council members having the option of staying in their existing seats and if the choose to move, the names be drawn by lot. Motion: Carried Action: Recommendation submitted to Council December 13, 2010. 4) ADJOURNMENT: MOVED on the motion of Councillor Morocco, seconded by Councillor Kerrio that the meeting be adjourned at 5:55 p.m. Motion: Carried Clerks Department Inter - Department Memorandum TO: Mayor James M. Diodati DATE: January 17. 2011 & Members of Council FROM: Dean Iorfida City Clerk Ext. 4271 RE: Chair of Committee of the Whole The issue of Chair(s) of the Committee of the Whole has not been finalized by Council. Staff has not presumed who the Chair for the meeting on the 17` will be. Council should finalize this decision. I / Working Together to Serve Our Community MW- 2011 -05 Niagara Falls January 17, 2010 REPORT TO: Members of the Committee of the Whole City of Niagara Falls, ON SUBMITTED BY: Municipal Works SUBJECT: MW- 2011 -05 DWQMS Roles and Responsibilities RECOMMENDATION That this report, presentation and associated documents be received and filed. EXECUTIVE SUMMARY As Owners of the Drinking Water System, the Mayor, Council and the Chief Administrative Officer are required to know what their roles and responsibilities are with respect to the drinking water system and within the Drinking Water Quality Management System (DWQMS). Part of this includes receiving the results of the annual Management Review, which details the overall performance of the DWQMS. BACKGROUND On June 14, 2010 Council approved report MW- 2010 -37 entitled, "DWQMS Operational Plan Re- Submission" This report recommended that Council endorse the Niagara Falls Drinking Water Quality Management System Operational Plan. This Operational Plan and the procedures contained within, outlines the roles and responsibilities of the Owner of the Drinking Water System. With the election of a new Mayor and two new Councilors, it is important to ensure that the Owners of the Drinking Water System are aware of their roles and responsibilities with respect to the Drinking Water System, as well as be informed of the overall performance of the DWQMS. ANALYSIS The roles and responsibilities for the Owners of the Drinking Water System are as follows: Mayor and Council Overall Role - As representatives of the City's drinking -water customers, the Mayor and Council are responsible for the complete oversight of the City's drinking water distribution system, including the DWQMS. January 17, 2011 -2- MW- 2011 -05 Responsibilities - Exercise a level of care and diligence in the oversight of the City's DWS with ultimate responsibility for provision of safe drinking water to the City's drinking - water customers. Provide DWS resources and infrastructure, as necessary. Delegate Top Management roles, responsibilities and authorities. Endorse the DWQMS Operational Plan and DWQMS Policy, and remain informed about the status of the DWS and DWQMS through communications with Top Management. Ensure compliance with applicable DWQMS legislation and regulations. Ensure that Operating Authority is accredited according to the requirements of the Safe Drinking Water Act and its Regulations. Chief Administrative Officer Overall Role - Reporting to the Mayor and Council, the Chief Administrative Officer oversees all municipal operations. Responsibilities - Provide support and resources to Top Management as required. The overall performance of the DWQMS is detailed in attachment three, entitled Management Review Results. Main points of emphasis include, results of internal audits, incidents of regulatory non - compliance and drinking water emergency response training results. FINANCIAL /LEGAL IMPLICATIONS By receiving this report and being aware of the roles, responsibilities, and performance of the DWQMS, the City remains in conformance with the Standard. ATTACHMENTS 1. Presentation: Municipal Drinking Water Licence Program Overview 2. DWQMS Reference Sheet 3. Management Review Results 4. Environmental Services Mission Statement r Recommended by: Geoff Holm n, Di ector of Municipal Works Respectfully submitted: Ken To d, Chief Administrative Officer J. Sticca bA c�C , •11-4 4-4 .;•• A U 4E4 rommo4 ("1 1 1.4 C :�ao v 1:e et P Cr Z Q i © I.) 0 v _ (7_7) �1 • r_. ,...1 • j d f - � , �"\ t •••••-1 r . ‘:::::1 4004 tki) ( ra T,,"„O '* V.i C c � .. Li tip ai i llii ---, 11 pni i ( "4 4 4 • c � -4 M r l i- Q u Co) mil ''Z . Z*■.' U lai \ --. 1 , (3 r .1 --4 ` r , ""�" r te / U es:u 004 e ',.;„, • ir•••f 0 14 111.111 r ( U '4j) 0 *-4 e--{ r rte'' ; ("+ :-{ tj r CA r +--� r- -d 1 1 /J Cl..) 1..) 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DWQMS Responsibilities Provide support and resources to Top Management as required. Authority Recommend annual budget for the City of Niagara Falls' Department of Municipal Works. City of Niagara Falls Drinking Water Quality Management Policy — Environmental Services Mission Statement (attached) Documentation Location The following documents can be found at U: /DWQMS - Standard Operating Procedures - System Level Procedures - Drinking Water Emergency Response Manual - Drinking Water System Risk Assessment - DWQMS Operational Plan Last Revised 12/30/2010 DWQMS Reference Sheet: Mayor and Council Owner - Mayor, City Council and CAO Top Management - Director of Municipal Works QMS Rep - DWQMS Coordinator Roles, Responsibilities and Authority of Mayor and Council Overall Role As representatives of the City's drinking -water customers, the Mayor and Council are responsible for the complete oversight of the City's drinking water distribution system, including the DWQMS. DWQMS Responsibilities - Exercise a level of care and diligence in the oversight of the City's DWS with ultimate responsibility for provision of safe drinking water to the City's drinking - water customers. - Provide DWS resources and infrastructure, as necessary. - Delegate Top Management roles, responsibilities and authorities. - Endorse the DWQMS Operational Plan and DWQMS Policy, and remain informed about the status of the DWS and DWQMS through communications with Top Management. - Ensure compliance with applicable DWQMS legislation and regulations. - Ensure that Operating Authority is accredited according to the requirements of the Safe Drinking Water Act and its Regulations. Authority Approve annual budget for the City of Niagara Falls' Drinking Water System as part of the Municipal Works Budget. City of Niagara Falls Drinking Water Quality Management Policy - Environmental Services Mission Statement (attached) Documentation Location The following documents can be found at U: /DWQMS - Standard Operating Procedures - System Level Procedures - Drinking Water Emergency Response Manual - Drinking Water System Risk Assessment - DWQMS Operational Plan Last Revised 12/30/2010 DWQMS Reference Sheet: Top Management Owner - Mayor, City Council and CAO Top Management - Director of Municipal Works QMS Rep - DWQMS Coordinator Roles, Responsibilities and Authority of Mayor and Council Overall Role Reporting to the Mayor and Council via the Chief Administrative Officer, Top Management administers a range of services within the Department of Municipal Works, provides an environment for the motivation of personnel in the execution of their duties and offers safe, reliable and cost - effective services to the residents and businesses of the City of Niagara Falls. DWQMS Responsibilities - Exercise a level of care and diligence and skill in the direction, oversight and evaluation of the 9 System 's Drinking Water S stem with responsibility for the provision of safe drinking water to the City's drinking water customers. - Ensure compliance with applicable DWQMS legislation and regulations. - Ensure that that Operating Authority is accredited according to the requirements of the Safe Drinking Water Act and its Regulations. - Provide and /or obtain resources and necessary infrastructure to operate and maintain the Drinking Water System infrastructure safely an effectively. - Approve and endorse the Operational Plan and DWQMS Policy. - Conduct annual Management Reviews of the DWQMS and report results of reviews to the Owner. - Communication with the Owner regarding matters relating to the DWQMS Authority - Approve programs, policies and procedures for the DWQMS. - Recommend annual budget for the City of Niagara Falls' Drinking Water System as part of the Municipal Works budget. City of Niagara Falls Drinking Water Quality Management Policy - Environmental Services Mission Statement (attached) Documentation Location The following documents can be found at U: /DWQMS - Standard Operating Procedures - System Level Procedures - Drinking Water Emergency Response Manual - Drinking Water System Risk Assessment - DWQMS Operational Plan Last Revised 12/30/2010 Niagararalls DWQMS Management Review 2010 Table of Contents Introduction 1 1. Incidents of regulatory non - compliance 1 2. Incidents of adverse drinking -water tests 1 3. Deviations from critical control point limits and response actions 2 4. Efficacy of the risk assessment process 2 5. Internal and third -party audit reports 2 6. Results of emergency response testing 3 7. Operational performance 3 8. Raw water supply and drinking -water quality trends 3 9. Follow -up on action items from previous management reviews 3 10. Status of management action items identified between management reviews 3 11. Changes that could affect the Quality Management System 4 12. Consumer feedback (i.e., internal & external communications) 4 13. Resources needed to maintain the Quality Management System 4 14. Results of DWQMS Infrastructure Review 5 15. Operational Plan currency, content & updates 5 16. Staff suggestions 5 2010 DWQMS Management Review Introduction Element 18 of the Drinking Water Quality Management Standard states that a Management Review must be completed once every 12 months. This review is to be completed with the person(s) deemed Top Management in the Drinking Water System. The purpose of the Management Review is to document the actions and effectiveness of the Quality Management System. The outcome of the Management Review must be reported to the Owner of the Drinking Water System. The information reported to the Owner can be relayed at the same time as the DWQMS Overview tentatively scheduled for March 2011. 1. Incidents of regulatory non - compliance In September of 2009, the Ministry of the Environment completed an onsite inspection. No incidents of regulatory non - compliance were indicated in the October 15, 2009 inspection report. September 20, 2010, the Ministry of the Environment arrived and performed an onsite inspection. As of October 31, 2010 the results of the inspection have not been given. 2. Incidents of adverse drinking - water tests As of October 31, 2010 there have been 5 drinking water samples that resulted in an adverse test result. i) January 19, 2010 — 8444 Lundy's Lane: Total Coliform of 1 ii) February 5, 2010 — Hydrant located at 7393 Redhaven Cres: Lead of 0.026 micrograms. iii) February 25, 2010 — 3826 Portage Road: Total Coliform of 1 iv) June 29, 2010 — 2334 St. Paul St: Total Coliform of 1 v) September 28, 2010 — 6757 Lundy's Lane: Total Coliform of 1 In each case, Staff followed SOP "MW -ES -DWS- SOP - 012 -001 — Adverse Water Quality Incident Reporting ". Each incident was resolved by re- sampling. A copy of MW -ES -DWS- SOP - 012 -001 can be found in Appendix A of this document. DWQMS Management Review 2010 Page 1 of 5 Niagariittelbi 3. Deviations from critical control point limits and response actions There were no deviations from critical control points in this report period. 4. Efficacy of the risk assessment process The current Risk Assessment has gone through two annual reviews. In 2010, additional risks were added such as Region of Niagara super chlorination risks to the distribution system. The current version of the Risk Assessment will be re- evaluated in 2011, to meet the requirement of the Standard to re- evaluate the entire Risk Assessment every 3 years. A copy of the 2010 Risk Assessment can be found in Appendix B of this report. 5. Internal and third - party audit reports December 31 2010, a third party audit report has not been received. Staff re- submitted the operational plan in June of 2010 and is currently waiting to hear back from the Canadian General Standards Board as to the date of an onsite audit, preliminary conservations indicate early February as a possible date. Only two incident of non - conformance has been identified during the internal audits. Under element 15 Infrastructure Maintenance, Rehabilitation and Renewal, the City's Operational Plan states that hydrant painting must be done every 5 years. During the internal audit, it was found that hydrant painting has not occurred in over 5 years. Element 5 was found to have a minor non - conformance. Not all of the documentation was stored in the master drive as it is stated in the Operational Plan and associated procedures. This has already been corrected, and it documented so in PCAR 2010 -002. Audit reports for all elements audited as of December 13, 2010 can be found in Appendix C of this report. DWQMS Management Review 2010 Page 2 of 5 5 ti iagaraTitlls 6. Results of emergency response testing On April 8, 2010, Environmental Services Staff participated in an Emergency Response desktop training exercise. The scenario detailed a watermain break taking place in the tourist core. The break resulted in a significant drop in pressure. A high rise hotel was filling its hot tub while the break occurred, caused back pressure which resulted in a backflow incident. Staff was given information in a step by step manor, a response was required at each step in the process. At the end of the exercise, each Staff member shared how they dealt with each step. This allowed Staff to think independently, but also to learn what others would do. A copy of the exercise and associated information can be found in Appendix D of this report. 7. Operational performance In addition to the continual maintenance activities of hydrant inspection and valve operation, Environmental Service as of October 31, 2010 has responded to 49 watermain breaks. These range from ring breaks, to total pipe segment failure resulting in pieces of PVC watermain being spliced in to the system. 8. Raw water supply and drinking - water quality trends The Region of Niagara is responsible for all sampling and testing of raw water. Through the hydrant maintenance program, Staff has found areas of the drinking water system were weekly or bi- weekly flushing can improve water quality. Source water temperature changes in late spring and fall result in resident inquires about chlorine levels. The majority of these calls originate from the south end of the City, the area closets to the water treatment plant. Weekly, chlorine residual results are received from the Region of Niagara, these results indicate no significant fluctuation in chlorine levels leaving the treatment plant. 9. Follow - up on action items from previous management reviews N/A 10. Status of management action items identified between management reviews N/A DWQMS Management Review 2010 Page 3 of 5 ` i,vg,t1,0i1'1% 11. Changes that could affect the Quality Management System At a recent Municipal Water and Wastewater Regulator Compliance group meeting, Ms. Indra Prashad Manager of Approvals and Licensing from the Ministry of the Environment indicated that in the spring of 2011 changes will be made to the DWQMS Standard. At this point it is not clear what changes will be made, however, it should be noted that depending on the timing of the changes, Niagara Falls could be in the first group of Municipalities to re- submit an operational plan with the updated standard. 12. Consumer feedback (i.e., internal & external communications) Overall, feed back from Management Staff has been positive. The DWQMS has been a mechanism in creating better documentation and new forms. The DWQMS has also provided cross training within Municipal Works, Infrastructure Staff who performed internal auditing, now has a better grasp of operations. There has been once incident of negative feedback from a previous supplier. A company who previously supplied liquid chlorine refused to sign a DWQMS Vendor Acknowledgement Agreement. This agreement, vetted through the Legal Department states that the signed party understands that the supply and /or service provided to the City has an affect on the quality of drinking water. The refusal to sign this agreement, forced Environmental Services to find an alternate source of liquid chlorine. No contractual obligations were broken when a alternate source was found. A copy of the agreement can be found in Appendix E. 13. Resources needed to maintain the Quality Management System Current resources to maintain the Quality Management System include: Infrastructure Staff — The City has invested time and resources into training this group to perform internal audits. They have done an excellent job in the audits they have completed. With the retirement of the Infrastructure and Asset Manager coming at the end of 2010, it is important to the QMS that the individual filling that role continues to support the Infrastructure Staff as internal auditors. DWQMS Management Review 2010 Page 4 of 5 .agar =i►J cr11s As stated above, the only non - conformance identified in the internal audit to date relates to the painting of hydrants. The Operational Plan states that the City will paint hydrants at least once every 5 years. In order to correct this non- conformance Environmental Services has identified in its 2011 budget sheet the need to hire summer students to paint fire hydrants. Local BIA's have also expressed interest in having hydrants painted. 14. Results of DWQMS Infrastructure Review With the help of the Infrastructure and Asset Manager, the infrastructure review has been a huge success. The review has not only covered water, but now has covered road, sanitary and storm. Provided the input data is kept up to date, this information will be a valuable resource when determining capital works projects. 15. Operational Plan currency, content & updates Currently, the operational plan is in its second revision. System level procedures are in various revisions. Currently, all of the standard operating procedures have the previous Manager of Environmental Services as the document approver. This will be changed in 2011 when the procedures are due to be reviewed. 16. Staff suggestions Currently, no Staff suggestions have been made with respect to the DWQMS. An Environmental Services Staff information session will be completed in the coming months. This information session may trigger suggestions. DWQMS Management Review 2010 Page 5 of 5 .141.7.1744 t,__ 1 ca: 11 vi ro nmen a e rvices k ---' M # 55 , 0n 5 11 . tatement vv ,it . „.1 . . L--- ,, ,, t 'y i C, c' ffi Lnvironmental ,_5ervices, • Providing a reliable and i combin;ition of Water dependable drinking 0 ) water system delivering inci Wastewatetr hervices, safe, potable water, strives to protect human • Maintaining and continuously health, the. environment, 1 improving the City's . an public. pronert9 in r Drinking Water Quality ffic Lit:9 or Niagar rt Management System. (DWQMS) in compliance with legislation and regulations VV ,1:-i i'c' VV. tic l , 1 - V 1 l' (4 Zii:! in ,in efficient, . _ • Providing a well-functioning cl I et: 1 lye manner, sanitary and storm sewer system removing all types of waste in an environmentally acceptable manner. -07.X17-40,„ -------' N i a ga rap a Ils MW- 2011 -02 Niagarafalls January 17, 2011 REPORT TO: Members of the Committee of the Whole City of Niagara Falls, Ontario SUBMITTED BY: Municipal Works Department SUBJECT: MW- 2011 -02 Regional Niagara Waste Collection Contract Proposed Containerized Waste Collection RECOMMENDATION that City Council reaffirm its position that it will no longer subsidize enhanced waste collection services to multi- residential properties. That Council support the recommendation at Regional Council to expand the multi -res bad limit to 12 bags or 1 bag per unit to a max of 12; and That Council refer the issue of containerized waste collection to staff for more information, including what's done in other municipalities. EXECUTIVE SUMMARY The collection of solid waste is the responsibility of the Region of Niagara however, in the past, the City has chosen to financially support specific enhanced services which exceed the base levels provided across the Region. The waste collection contract expires at the end of February 2011 and while preparing the tender for the new seven year contract the Region requested input from the area municipalities specifying the enhanced levels of service it wished to have provided in the new contract. On October 19, 2009, City Council approved revisions to the base level and enhanced level of service and notified the Region of its decision. In February of 2010, City staff mailed a courtesy letter to affected stakeholders (including the approximately 160 owners of high rise multi - residential properties with container collection) stating that they would have to make arrangements for private waste collection services that were previously provided by the Region's contractor at the City's expense. It should be noted that the new base level of service includes recycling cart collection that was not previously provided under the old collection contract. City staff received correspondence from property owners and condominium management companies identifying their displeasure with the fact that these costs would now have to be absorbed by their tenants without any corresponding decrease in their property tax assessment or rate. City staff directed complainants to the Region of Niagara to make their specific case that multi - residential collection services should be incorporated into the base level of service. In April of 2010, Regional Council awarded the new contract which comes into effect on March 1, 2011. The new contract does not include provisions for waste collection at multi - residential properties. The Region's rationale for excluding this service from the base level is founded on Section 10 of Ontario Regulation 103/94 which requires any owner of a building that contains six or more units to implement a source separator program for waste January 17, 2011 - MW- 2011 -02 generated at the building. At its meeting August 30, 2010, Council requested that a letter be drafted requesting an estimated cost from the Region's new waste collection company Emterra Environmental for 160 multi - residential properties within the City of Niagara Falls. Staff submitted a letter on September 20, 2010 and on October 18, 2010, the Region's Director of Waste Management Services replied with the following; It is estimated that the City will be charged an additional $295, 292 annually for the disposal of this material, based on the current uniform disposal rate of $92.25 per tonne. Breakdown as follows; Total yearly cost $182,500 pick up of containers only. Disposal cost $295,292 Total Collection Costs $477,792 Any additional lifts outside of the scheduled weekly service will be charged at $13.00 per lift. This price is for the lift service only. It should be noted that local waste removal companies have signed agreements with over 50% of the 160 multi - residential properties in Niagara Falls. Should Council wish to proceed with the collection of containerized service a stand alone Request for Proposals (RFP) would be required. Staff is recommending that Council reaffirm its position taken in October 2009 and eliminate the enhanced container collection service previously offered by the City to high rise multi - residential property owners. Staff will continue to direct such inquiries to the Region should the matter be opened for reconsideration. BACKGROUND The justification for the revisions to the base and Enhanced Levels of Service are set out in report MW- 2009 -55 (see attachment #1). Correspondence from SHABRI Properties Limited (see attachment #2), Mr. George Slaney (see attachment #3), Cannon Greco (see attachment #4) and Klein Developments (see attachment #5) point out some of the inequity in distinguishing between individual and multi - residential properties. ANALYSIS AND RATIONALE In this case, the local municipality is being asked to help remedy an issue that has arisen out of the policy of the two senior tiers of government. By having the general tax base contribute to a service that benefits only a small group can be regarded as bonussing and should be discouraged. Owners of multi - residential properties have received notice of this service level change and to date over 50% have already made their own arrangements with private contractors. Any change in this City's position at this stage could result in additional costs for those who have already taken appropriate action. It is worth noting that hoteliers have never received containerized waste collection for their waste tax dollars. January 17, 2011 -3- MW- 2011 -02 FINANCIAL IMPLICATIONS Waste Management is a Regional Service provided to the property owners of the city. The contract cost of the service to the City is provided annually by the Region and this expenditure is included in the General Purposes Budget. The base service level is determined by the Region in consultation with the City. In previous years the City paid a premium to the Region for an increase in the base service. This premium was included in the annual contract price. The funding source for this annual service contract is derived by a waste management levy. The waste management levy is determined using the municipal taxable assessment and the regional tax rate for waste management. The rate used for the determination of the levy is the Regional rate adjusted for an allowance for assessment losses. Similar to property taxes for schools, the individual tax levied for a property is not directly related to the costs of service provided to that property. Rather, the amount paid annually is related to the relative taxable assessment of the property compared to the all other taxable property in the city roll. In this circumstances if waste pickup for a property is included in the regional base level of service the waste for that property will be provided. ATTACHMENTS 1. MW- 2009 -55, October 19, 2009 2. Letter from Shabri Properties Limited, March 11, 2010. 3. Letter from George Slaney, May 12, 2010. 4. Letter from Cannon Greco Management Limited, July 21, 2010. 5. Letter from Klein Developments Limited, December 13, 2010 6. Other correspondence: a) Courtesy letter to Multi- residential property owners, February 25, 2010. b) Letter to Region (Holman - Habermebl), September 20, 2010. c) Letter from Region (Pollock - Holman), October 18, 2010. s t i Recommended by: Geoff Holman, Director of Municipal Works Respectfully submitted: Ken To d, Chief Administrative Officer G. Holman MW- 2009 -55 Niaga raJ October 19, 2009 REPORT TO: Councillor Carolynn loannoni, Chair Members of the Community Services Committee City of Niagara Falls, Ontario SUBMITTED BY: Community Services Department SUBJECT: MW- 2009 -55 Regional Niagara Waste Collection Request for Proposal (RFP) Revision to Base Level and Enhanced Level of Service RECOMMENDATION That Council support the proposed changes to the Region's Base Level of Service and the City's Enhanced Level of Service for the upcoming Regional Waste Collection Request for Proposal (RFP). EXECUTIVE SUMMARY The Region of Niagara is in the final stages of preparing its new waste and recycling collection contract. In July of this year, Regional Council adopted a report that identified opportunities to increase waste diversion and improve efficiencies. The current waste collection contract expires on February 28, 2011. However, a new Request for Proposal (RFP) will be called this Fall to allow enough time to order the new equipment for a seven - year contract. Changes to waste collection service levels have been discussed with other area municipalities in an effort to define a more consistent level of service across the Region. Those services included in the new Base Level of Service (BLOS) would be charged to the City in quarterly installments as per the present practice. Those services that are unique requests from area municipalities are tendered and paid for separately as Enhanced Levels of Service (ELOS). The adoption of the BLOS and ELOS by City Council at this time is necessary to ensure the City's waste collection preferences are included in the RFP document. This endorsement does not commit the Region nor the City to accepting the RFP prices until the results are available. The ELOS services will be identified as provisional items in the RFP which gives the City an option to make revisions and deletions based on the proposed costs. BACKGROUND The responsibility for waste collection and disposal rests under the jurisdiction of the Region of Niagara but prior to 1995 The City's Municipal Works department provided this service. The City of Niagara Falls has paid for (and provided with its own resources) a level of service that well exceeds the service levels in other municipalities in the Niagara Region and beyond. Payments to the Region of Niagara amount to just over $6 million making this service worthy of careful review when the opportunity presents itself. October 19, 2009 - MW- 2009 -55 On March 19, 2009, the Executive Director of Community Services provided a memorandum which commented on proposed changes to the Waste Diversion Act, 2002, and in particular the Ministry of Environment's discussion paper entitled Towards a Zero Waste Future. Staff recommended support for Provincial initiatives to require producers of products that generate waste to assume more responsibility by contributing financially to the costs of recycling. This policy would encourage manufacturers, importers and brand owners to minimize packaging and provide a tangible incentive to reduce waste at the source. In addition staff supported the need for role clarity. The Region of Niagara has taken an aggressive stance in moving toward prescribed waste diversion targets and has strategically modified its approach by enhancing recycling services and reducing waste collection service levels. In addition they have identified opportunity for cost savings by making minor changes to collection policies that evolved out of outdated past practices. Proposed changes to the BLOS include; • Standardization of service levels for recycling, waste and organics collection. • Provision of recycling collection to multi - residential buildings Region -wide. • Discontinuation of all collection services to properties; - within industrial parks, - commercial plazas and buildings over 7,500 sq.ft. located outside BIA's, - commercial and industrial buildings greater than three (3) stories in height. • Elimination of municipal collection boundaries. • Same side of road collection in rural areas. Each municipality also has the opportunity to modify the levels of services which currently extend beyond the BLOS. Staff invited representatives from each of the City's BIA's to attend an information session on March 26, 2009. While the feedback was generally positive there was concern raised that modifications to current service levels should only be considered with regard for costs that may be directly or indirectly shifted to local businesses. ANALYSIS AND RATIONALE Some of the changes to the Region's BLOS will affect each sector in different ways. Low Density and Multi - residential Properties (1 - 6 Units) • Weekly waste collection (1 container) or 3 bags every other week collection. • Weekly Blue and Grey box collection (instead of alternating weeks). • No changes to the collection of bulk goods, organics, leaf and yard waste or brush collection. Multi- residential Properties (7 Units or greater) • No waste collection services. • Weekly Blue and Grey box or cart collection (instead of alternating weeks) • New weekly green bin collection (provisional) October 19, 2009 -3- MW- 2009 -55 Designated Business Areas • No changes to 7 bag /week limit • New weekly Blue and Grey box or cart collection (instead of altemating weeks) • Weekly green bin or cart collection Small Institutional and Commercial (outside designated business areas) Properties • Change from 7 bags /weekly to 4 bags /weekly or 10 bags every other week • Up to 4 Blue or Grey boxes or 2 carts alternating weeks & residential levels. (Weekly both streams - provisional) or (weekly alternating streams) • Up to 4 Green bins collected weekly The actual costs are difficult to predict and won't affect the Operating Budget until 2011. Perhaps the greatest opportunity for cost savings is in the proposed changes to the Enhanced Level of Service (ELOS). The payment for enhanced services amount to just over $1 million. Based on the feedback we have received from BIA representatives and staff's identification of redundant services we are requesting that the Region consider the following inclusions and exclusions in the upcoming RFP; INCLUSION: A. The set out service for 32 property owners with special needs be included in the tender for the Base Level of Service (BLOS), This is a valuable service to a small group of residents who must pre - qualify to receive this service. B. The increased bag limit of up to 10 bags /week for 34 residents with medical conditions should remain in the BLOS. Again this service to small group of pre - qualified residents to be absorbed in the overall collection cost. C. Waste collection bag limits to 583 properties within the defined BIA's should be revised as follows; - Victoria Day (May to Thanksgiving Day (October) 15 bags /week, - Christmas Day (December) to New Year's Day (January 15 bags /week, - All other times 7 bags/week, This change reflects the property owners needs during peak commercial activity periods. D. The collection of street litter bins in designated business area be continued. This service will be supplement on an as needed basis by Municipal Works staff during the peak commercial activity seasons. EXCLUSIONS: E. Waste container collection service to approximately 160 multi - residential properties. Section 10 of Ontario Regulation 103/94 requires owner of building that contains 6 units or more to implement a source separator program for waste generated at the October 19, 2009 -4- MW- 2009 -55 building. The cost of this service has previously been paid for by the City of Niagara Falls at a costs of over $595,000 in 2008. Staff is recommending that this service be removed from the ELOS and affected owners notified of their legal obligations under this regulation in the Environmental Protection Act. F. Extra Cardboard Collection service in the designated business areas has been provided as and ELOS at an annual cost of $148,000. With the Region's consideration of weekly collection in this area this extra service can be eliminated in the new RFP. FINANCIAL IMPLICATIONS The City's costs in 2009 can be broken down as follows; Waste Diversion $2,122,587 $ 156,929 Waste Collection $2,185,718 $ 860,876 Waste Disposal $1,592,219 $ 67,064 Total BLOS $5,900.524 Total ELOS $1.084,869 The potential cost savings from making these modifications is approximately $743,330 however these savings would be offset be any increases in the tendered prices. In addition, the new RFP provides the City with an opportunity eliminate the City run Blue Cart Collection program and dispose of two ageing packer trucks. The program has an annual cost of $140,000 and this service will be provided by the Region to multi - residential and commercial properties under 7,500 sq.ft. As part of the new BLOS. Staff employed for this service will be reassigned to other areas of operation. Municipal staff will still provide manpower to supplement the Region's street litter bin collection. COMMITMENT TO COUNCIL PRIORITIES The recommendation contained in this report is consistent with Council's priorities to identify and evaluate alternative sources of revenue and to continue to monitor and improve the efficiency of the organization. ATTACHMENT 1. Region's Report PWA 79 -2009, dated July 2 , 2009 2. Ontario Regulation 103/94 Recommended by: Geoff Hol .J Director of Municipal Works 7 Approved by: 1 Ed Dujlovic ' xecutive D' ector of Corporate Services Respectfully submitted: Ken Todd, Chief Administrative Officer S:IREPORTS120091MW- 2009 -55 - Regional Waste Collection Contract2.wpd ; ' rain. FALLS CLERKS' 10 0312 10:55 41111 SHABRI Shabri Properties Limited P.O. Box 877 87 Lake Street St. Catharines, Ontario L2R 6Z4 March 11 2010 City of Niagara Falls 4310 Queen St., P.O. Box 1023 Niagara Falls, ON L2E 6X5 ATTN: MAYOR & COUNCIL Dear Sirs: RE: WASTE COLLECTION SERVICES We have recently been advised that the City of Niagara Falls will no longer be providing front end waste collection services to multi - residential properties of six or more units as of March 1 2011. This service has been provided through the region in the enhanced portion of the agreement with the region as opposed to the standard collection. We have great concerns with a decision being made to withdraw this service from both condominium developments and residential rental properties which we manage. Condominium units whether they be townhouses or apartment units in a high -rise building are assessed for tax purposes at the same rate as single family homes in their neighbourhood. In other words a condominium unit valued at $150,000.00 pays the exact same tax as a $150,000.00 single family home. Why should they not receive the same service for the same tax? In addition pickup by bin service at apartment buildings according to recent quotes from Modern Landfill would be from $28.00 to $31.00 per lift for a four to six cubic yard bin. A sixty unit condominium would not need anymore then a six yard bin picked up once per week. Therefore the cost for sixty condominium units is $31.00. Would the cost for sixty single family homes be greater than this amount? Possibly so. .../2 TELEPHONE (905) 684 - 6333 • FAX. (905) 684 - 9544 • E MAIL: SHABRI@NIAGARA.COM SHABRI We think it is only fair that condominium units receive the same services as single family units while they are both paying the same taxes to the City. With regard to rental properties it is unfortunate whenever a service is taken away from a rental building and the owner has to pay more for the service then the tenants are the ones who suffer because they will eventually be paying the cost. In today's market with the difficulties that many tenants have it does not seem fair that we burden them with additional costs on a monthly basis. Once again the same theory applies with the $28.00 to $31.00 per cubic yard containers. We understand that the region contract which provides for a base service throughout the region and allows each municipality to pick enhanced services will be coming due in 2011 and the City of Niagara Falls has now indicated they will no longer at that time provide this service to the buildings that have been serviced in this manner for quite a number of years. We would strongly urge Council to first of all request that the region include in their regular contract condominium units and residential rental units. Failing this we would then ask that the City of Niagara Falls through the enhanced program to continue with the service which has been provided for quite a number of years. Thank you for your consideration of these comments. Yours truly, SHABRI PROPERTIES LIMITED Brian McKeown, R.C.M., A.C.C.I. /fig 4658 Drummond Rd., Unit 326 12 f 1 HMG. FALLS CLERKS' 10 0517 1. ' Niagara Fails, ON L2E 7E1 A S RECEIVED l a MAY S 7 2010 MAYOR'S OFFICE cP May 12. 2010 44111 9 Mr. R. T. Salci, Mayor & N. F. City Council City of Niagara Falls Po Box 1023 4310 Queen Street Niagara Falls, ON L2E 6X5 Dear Mr. Mayor and Council, I wish to comment on your decision to remove service from Condo buildings for garbage plck -up. Condo owners (Condo owners defined as owners in multi - residential buildings) are property (home) owners in the City of Niagara Falls and are taxed as other property owners. The difference will be that other property owners will have the benefit of garbage pick -up paid out of their taxes. This decision by the City to remove this service from Condo owners means unequal taxation. Condo owners will now be paying an additional fee to have our garbage picked up for disposal. This will amount to a disparity of approx. 2.4 %. It is penalizing a person (a majority of us retirees) who prefer to live in a more efficient housing environment. The City leaves Condo owners with no option but to resist this move. Some of the suggestions for doing this are: bring a class action suit against the City for unfair taxation; putting out individual garbage containers for weekly pick -up at the edge of the road (this will decrease pick up efficiency); etc.. I am sure that there are many other creative ways of focusing public attention on this disparity during the coming election. Unequal Taxation: is the City going to change the tax structure to give decreased taxes to Condo owners? Note that Town House owners in many cases are also Condo owners - is the city going to stop their garbage pick- up? The Provincial government has initiated the HST. Do you realize that this will cause most Condo owners to have about a 3% increase in their Condo fees? This means that Condo owners are facing almost 5% fee increases without considering normal cost of living fee increases. I am bringing this matter to your attention as an individual Condo owner, and would request that you ask the opinion of your legal staff on this matter. Since many apartment buildings are being converted into condos as well as new ones being built, this will be an escalating problem in the future if not addressed now. Thank you for your time. /11 f it4 George D. Slaney, P. Eng. 4658 Drummond Rd., Unit 326 Niagara Falls, ON L2E 7E1 cc: Mr. Kim Craitor, MPP Mr. Andre Marin, Ombudsman Editor, Niagara Falls Review --- Cd4 CANNON GRECO MANAGEMENT LI MITLI 28 Duke Street, St. Catharines, Ontario L2R 5W3 • Phone: 905 - 687 -6933 Fax: 905- 687 -8121 Condominium • Commercial • Residential. Rental Property Manigem nx .'> ; July 21, 2010` " • City of Niagara Falls x i P.O. Box 1023 . `;,.- ' i Niagara Falls, ON. . -'ti '.0"` // L2E 6X5 , f ' 0 /. Attention: Mayor Ted Salci ' i 9 , Dear Mayor Salci, Re: Garbage collection for condominiums As you are aware any condominium corporations currently receiving bin garbage removal from the City /Region, will no longer receive this service as of March 1, 2011. These sites will be required to enter into a contract with a waste removal company at the condominium corporation's expense. It is my understanding the Region will continue to provide recycle removal to the condominiums. The addition of a garbage removal contract will add costs to the condominiums and therefore increase resident common element fees, however the residents will not experience a reduction in property taxes due to fewer services being provided. With market value assessment for property taxes residents of condominiums will pay property taxes based on the value assessed on units, however they do not receive the same level of services from the City /Region as does single family homeowners. For example, condominium corporations maintain their sewers, pole lights and now garbage, where a single family homeowner receives these services. One could argue this is double taxation. Until the appropriate government bodies can develop a two formula tax system, it is my opinion that condominium corporations should receive the same services. Cannon Greco Management currently manages seven sites in Niagara Falls that receive garbage bin services. These sites represent 353 units or homes. We have received confirmation from Brad Whitelaw, Program Manager, Waste Management Services for The Regional Municipality of Niagara, that any condominium site in St. Catharines that currently receives bin disposal will continue to do so from the Region. This continuation of service was a result of the City of St. Catharines requesting the Region continue to provide the service. ./' In consideration of the condominium homeowners in the City of Niagara Falls that 6 receive bin disposal service, and the fairness of taxation, 1 am requesting that the City of '7 Niagara Falls make the same request to the Region. As March 1, 2011 is around the corner your earliest attention to this request is appreciated. I look forward to hearing from you regarding this very important issue. Yours/ ru Peter R. Greco, B.A., CPM, RCM President 16 Klein Developments Limited c December 13, 2010 ° j RECEIVED DEC L: , . 2010 .1 _ c ICE Mayor Jim Diodati MANOR'S ��� Members of Council' - • City of Niagara Falls • ,, � ( • 4310 Queen Street P.O. Box 1023 Niagara Falls, Ontario L2E 6X5 Re: Proposed Garbage Collection Policy For Apartment Properties Dear Mayor Diodati and Members of Council, By way of introduction, I am writing this letter to you as a representative of our family operations, Klein Developments Limited, which owns and manages several low rise apartment buildings in Niagara Falls. The purpose of this letter is to express our serious concerns regarding the proposed change to waste collection services at mufti-residential apartment properties in Niagara Falls. Earlier this year we received notices from the City of Niagara Falls and the current waste collection contractor (Modern Landfill) advising us that, effective March 1, 2011, front end waste collection service would be discontinued for apartment properties with six or more units. While we are generally supportive of Provincial goals regarding waste reduction and have actively participated in on -site recycling programs for at least 20 years, we feel strongly that the proposed downloading of waste removal does not deal fairly nor equitably with the multi - residential apartment sector. This summarizes some of our concerns regarding this matter. 1. The proposed change in garbage collection clearly discriminates against apartment owners and their tenants. This is particularly disturbing since most multi - residential apartment properties continue to be taxed on a unit by unit basis at tax percentage rates almost double that paid by single family home owners. By applying this policy to all apartment properties (over six units) Phone: (905) 354 -3412 6279 Huggins Street, Niagara Falls, Ontario L2J 1H2. December 10, 2010 Page Two Mayor Jim Diodati Members of Council City of Niagara Falls the City of Niagara Falls is mandating that garbage collection and removal will now be the responsibility of landlords, while single family home owners will continue to receive taxpayer - funded service. Why are apartment properties being singled -out when current research suggests that the total amount of waste generated by tenants is less than half of that generated by single - family households, based on a volume per household measure? In fact studies conducted in Toronto and Ottawa identified that multi - residential housing generated 60% less waste per household compared to single family housing. It is apparent to us that the City of Niagara Falls has adopted a simple and easy rule to determine where they will and will not pick up garbage, rather than deal specifically with waste producers and the volume of waste they produce. A policy change regarding garbage collection must be fair and equitable to all residential property owners and taxpayers. 2. The proposed change in garbage collection provides no specific details as to how landlords will be compensated for the loss of an essential service they already pay for in their property taxes. If apartment owners are to bear the added cost of garbage removal at their properties, then they should be compensated for this withdrawal of service. The issue of compensation must be dealt with prior to any proposed change, so that apartment owners /taxpayers know in advance what funds will be available for garbage removal. Current privately contracted garbage removal rates indicate that if waste removal service were to be maintained at current levels, the additional cost to property owners could exceed $125.00 per unit. This would translate to an incremental cost of $4,000 for a typical 32 -unit building. It should be understood that apartment property owners are not in a position to absorb this cost. Nor can they simply pass on this cost to all of their tenants. The Residential Tenancies Act restricts landlords from seeking an above guideline rent increase to cover any incremental cost associated with maintaining garbage collection service. Any change in garbage collection service should take into account the incremental cost to landlords of maintaining this service. If it fails to do so the level of service will diminish based on the amount of funds available to do the job. This added financial burden is bound to create some garbage problems at apartment properties and will likely impact other necessary expenditures including those related to maintenance and repairs. December 10, 2010 Page Three Mayor Jim Diodati Members of Council City of Niagara Falls 3. Niagara Falls is the only Regional municipality that has elected to withdraw this essential service for 2011. In their letter to apartment owners the City of Niagara Falls indicated that they would be discontinuing waste removal services "in an effort to define a more consistent level of service across the Region ". This proposed change runs contrary to what will actually take place in other Regional municipalities in 2011.1n fact, the Program Manager for Waste Management Services at the Region, Brad Whitelaw, has indicated that all other municipalities, currently providing front end waste bin service, will continue to do so beyond March 1, 2011. 4. The proposed downloading of this essential service comes at a time when landlords can least afford to pay for this service. As of July 1, 2010, apartment owners have had to deal with the added cost of the HST, now applicable to utilities, maintenance and repairs, legal services, accounting, landscaping, property management and snow removal. It has been estimated that the HST will increase the overall cost of operating a building by 5 %. This figure excludes any allowance for inflation or utility rate increases. Under new provincial legislation landlords will be unable to recover the incremental cost associated with the HST through an above guideline rent increase application. Faced with this significant operating cost increase apartment owners will only be allowed to increase rents by .7 %, the lowest limit in the 35 -year history of rent regulation in Ontario. As apartment housing providers we recognize that even more can be done to improve waste diversion and reduction at apartment buildings. However, we strongly believe that any solution or policy initiative regarding residential waste management needs to be fair and equitable to all residential taxpayers, including landlords and their tenants. Therefore we respectfully request that the city of Niagara Falls continue to provide front end waste collection service to multi - residential apartment providers, beyond March 1, 2011 and until such time as a more equitable policy can be developed. Si ncerely, tvw Kurt Klein Municipal Works Scar nod G-280-21 N . February 25, 2010 First Name Mailing Address 1 Mailing Address 2 City, Postal Code Dear Property Owner /Manager: Re: Street Number Street Name Niagara Region's waste and recycling collection contract will expire on February 28, 2011. New service levels are being proposed as part of the new seven -year contract in order to simplify the collection contract options, standardize the services across the Region, improve efficiencies and increase waste diversion. The City of Niagara Falls, in an effort to define a more consistent level of service across the Region. will discontinue front end waste collection service to multi - residential properties of six or more units as of March 1`, 2011. As the Owner /Property Manager, please make arrangements through an independent contractor for waste removal service for March 1, 2011. Smaller buildings can utilize curbside waste collection services as long as they can stay within the garbage limits. It should be noted that Regional Council is looking at two options for curbside waste collection services as noted below. There are two container (bag /can) limit options that Regional Council is considering for curbside waste collection services starting March 1 2011; however, a decision will not be made until the end of April 2010. Garbage Container Garbage Container Sectors Limit Limit Weekly Collection Every Other Week Collection Multi -unit residential buildings with 2 1 bag or can per unit 3 bags or cans per unit to 6 units Mixed Use Buildings and High Rise 6 bags or cans per 18 bags or cans per Multi - Residential buildings with 7 or property property more residential units �� i 4 1a 36 <ww»lagaiattea Niagara Region, under the new collection contract will provide multi - residential buildings with seven or more units with recycling cart collection for both cans/bottles and paper. In the near future, Regional staff will be conducting site visits to assess the layout /access and speak with you regarding upcoming programs. We thank you for your cooperation during this transition. Should you have any questions or concerns regarding the front end bin waste collection service please feel free to contact me at your earliest convenience. If you have any questions regarding the Region's new recycling program, please contact Brad Whitelaw at 905.685.4225, extension 3316. Sincerely, Marianne Tikky Executive Coordinator Ext. 4222 / /�,Muncipai Works Scanned r=ile' G- 280 -21 Niagivrapalls September 20, 2010 Mrs. Catherine Habermebl Associate Director of Collection & Diversion Operation Niagara Region 2201 St. David's Road PO Box 1042 Thorold, ON L2V 4T7 Dear Catherine: Re: 2011 Waste Collection Contract Our File: G- 280 -21 At the August 30, 2010 Community Services Committee, Council requested that staff draft a letter to the Region requesting an estimate for waste collection fees for multi residential properties for the City of Niagara Falls. Council approved report MW- 2009 -55 which eliminated 160 multi - residential properties from the waste collection enhanced level of service for the City. On February 25, 2010, City staff notified the multi - residential property owners that the Region would discontinue front end waste collection service as of March 1, 2011 but would include recycle cart collection not offered under the previous contract. On April 13, 2010, Regional Council approved PWA 32 -2010 and CSD 43 -2010 awarding the seven -year contract to Emterra Environmental based on enhanced services for Niagara Falls of; • seven day a week mainline (designated routes) street litter receptacle collection, • one day per week regular streets litter receptacle collection, and • fifteen containers from May long weekend to Labour Day (designated BIA areas). The purpose of this letter is to inquire as to the possible costs so that staff can report back to Council at a future date. Please understand that this request does not represent a formal commitment to add this service. Thank you for your cooperation. Yours truly • I Geofl llolm.n, C.E.T. Director of Municipal Works cc. Mayor Ted Salci Marianne Tikky Municipal Works Ext 4219 Fax 905 - 356 -2354 - � ,� * � Working Together to Serve Our Community g holma n @niagarafalls.ca ?`C� « # * �� Falls ON Carla apac4a 1.2E 61(5 905 -356 -7521 wwwntagarafalls hlunic: pal s^avrks Scorned PUBLIC WORKS ; =;ee G- 280-21 WASTE MANAGEMENT SERVICES 2201 St. David's Road, P.O Box 1042, i970L EARS 2a0 Thorold ON L2V 4T7 Niagara f Region Tel: 905-685-1571 Toll-free: 1-800-263-7215 Fax: 905 - 687 -8056 Building Community, Building Lives., www niagararegion ca October 18, 2010 Mr Geoff Holman Director of Municipal Works City of Niagara Falls 4310 Queen Street Niagara Falls, ON L2E 6X5 Dear Geoff: Multi Residential Waste Collection Services In response to your request, please find the attached quote from Emterra Environmental for the provision of front -end waste collection services to multi - residential building in the City of Niagara Falls. This is intended to provide the City with an estimated cost for this service as part of the Region's overall collection contract We understand other waste management companies have already signed up some buildings for private collection service. If the City now wishes to offer this service, we strongly recommend that the Region issue a tender for competitive bids as soon as possible. Please note that the attached quote is only for the collection of waste. The City will also be charged for the disposal of this waste as part of the annual municipal requisitions.. It is estimated that the City will be charged an additional $295,292 annually for the disposal of this material, based on the current uniform disposal rate of $92 25 per tonne If you require additional information or clarification, please feel free to contact me at 905 -685 -4225, extension 3642. Sincerely, ,10 Andrew Pollock Director, Waste Management Services L:12007 Beyond1E08 Waste Collection12009 ContractWiagara Falls Front End Waste Collection docx Attach c. Marian Tikky, City of Niagara Falls Catherine Habermebl, Region of Niagara .: ET`E RRRA T hEnking innovativefy ,,:v-7 Transforming waste to resources Environmental Niagara Falls apartment frontend waste service _ __ _ Catherine here is your quote for the frontend waste services as per your schedule that was supplied by the Region of Niagara. • Total yearly cost $182,500.00 as per schedule provided • Any additional lifts outside of the scheduled weekly service will be charged at $13.00 per lift, This price is for the lift service only. All disposal covered by the Region as per your e -mail. • Emterra would supply all proper bins sizes for each apartment excluding compactors which are owned by the property owner. • This service would follow the same guidelines as per the Region of Niagara RFP for waste services. • All frontlift trucks would be outfitted with GPS to ensure the same level of service that the Region of Niagara expects from their waste provider. Faison Racyc ing Ltd dba Emterra Envtronmenlel ?2 Pio nee r Road L Burlington` , Onta 4 11. L7M 1 K4 P 90 336 9084 . -t= 90 8865 wvvw emterra ca ,�►f`" January 17, 2011 NiagillraJ'aA1S MW- 2011 -03 REPORT TO: Members of the Committee of the Whole City of Niagara Falls, Ontario SUBMITTED BY: Municipal Works Department and Recreation and Culture Department SUBJECT: MW- 2011 -03 Niagara Falls History Museum Lundy's Lane Battlefield Legacy Project Update RECOMMENDATION 1. That the City engage the consulting engineering services of R and R Associates Limited to complete the required Municipal Class Environmental Assessment (EA) for the Gateway/Walkway feature of the Lundy's Lane Legacy Project; and, 2. That $80,000 be allocated for the EA from the Lundy's Lane Historical Museum Expansion (Niagara Falls History Museum) project approved in the 2010 Capital Budget. EXECUTIVE SUMMARY The Lundy's Lane Battlefield Legacy Project is a $11.5 million dollar project which is planned to be implemented in three phases over the next two years. The first phase involved the renovation and expansion of the Niagara Falls History Museum (formerly the Lundy's Lane Historical Museum) which will include the development of the War of 1812 Visitors Centre, permanent and temporary exhibition galleries, a multi purpose space and modern artifact storage spaces that comply with the current standards for museums throughout the Province. This phase of the project is estimated to cost approximately $10.95 million. The second phase involves the construction of an attractive overhead Gateway/Walkway feature crossing Lundy's Lane that will provide an accessible pedestrian link to the site of the Battlegrounds. The cost of phase two was earmarked at $1.5 million. The third phase of the Legacy Project included the installation of interpretive signage and minor improvements to the Redmond Property. Phase three costs are estimated to be in the range of $800,000. The purpose of this report is to update City Council on recent developments with respect to project costs and funding and to advance the required EA needed to affirm the scope, cost and timing of the second phase of the Lundy's Lane Legacy Project. A qualified local firm has been requested to submit a detailed proposal to complete this work on the City's behalf which will include meetings with affected stakeholders and prepare preliminary design concepts that are sensitive to the financial requirements of January 17, 2011 - MW- 2011 -03 the project. The decision to proceed with the construction of the preferred alternative will be made upon completion of the EA expected later this Summer. BACKGROUND Overview of Phase 1 At its meeting on May 4, 2009, City Council approved the recommendations outlined in report MW- 2009 -35 retaining the services of GENIVAR Ontario Incorporated to act as Project Managers for Phase 1 of the project. On June 8, 2009, City Council considered report MW- 2009 -37 and approved the retention of the firm Moriyama and Teshima Architects to prepare the detailed design and contract specifications for the proposed renovation and construction. At the Conceptual Design Stage of the project (August 2009) a preliminary cost estimate was carried out by the firm CM2R. This estimate was used for budget purposes and for submissions to the Provincial and Federal governments forfunding under the Build Canada Program. As the scope of the renovation and reconstruction project became more refined it was identified that provisions for soft costs, escalation allowances and space allocation for a proper HVAC system had been overlooked in the project estimate. Despite efforts to scale back the scope of the project to stay within the original estimate the most recent estimate is predicting a need for an additional $1,232,000 which will push the project cost up to approximately $10,950,000. At its meeting held on July 19, 2010, Council approved the award of the construction contract to Collaborative Structures Limited (MW- 2010 -51). Progress to date remains on schedule and on budget. Overview of Phase 2 Conceptual designs of the proposed Gateway/Walkway have been completed and a number of stakeholder meetings have taken place. This phase of the Legacy Project was not deemed eligible for funding in the original Build Canada application but is considered an integral part of the overall project. In order to confirm the cost estimate of the selected conceptual design additional investigation is needed to ensure issues such as property requirements, pedestrian accessibility, traffic sightlines and public safety issues are addressed. The construction of this structure will require a Schedule "B" Municipal Class Environmental Assessment (EA). Staff have invited a proposal from R and R Associates Limited who have expertise in this field and are recommending that we engae this firm to complete this task. The EA should be initiated soon so that the construction schedule can be coordinated with other Capital Works being undertaken by the City and the Niagara Region. Overview of Phase 3 The development of the designs for the interpretive signage has been completed. The Board of Museums submitted an application in 2009 to the Parks Canada Cost Sharing Program forfunding to complete the interpretive signage on the Battlefield. This application was not approved but the Board resubmitted in 2010 for the renewed Parks Canada Cost Sharing Program and is awaiting word on the success of that application. January 17, 2011 -3- MW- 2011 -03 ANALYSIS AND RATIONALE The Board of Museums and staff have been working closely with the project consulting team to ensure that the overall vision of the Lundy's Lane Legacy Project is being maintained while keeping project costs in check. Many difficult decisions have been made regarding the preservation of features of the current structure and the selection of the interior and exterior materials to be used in the new facility. As you recall, The Board of Museums has initiated an aggressive donation campaign which pledged to raise $2 million towards the project. To help achieve this goal and to confirm our ongoing efforts to secure additional funding through other government sources it is important that the scope of the project be reaffirmed at this point in time. Any significant modifications to the project scope could jeopardize fundraising commitments and result in delays. This Lundy's Lane Legacy project plays a critical role in the City's efforts to revitalize the Historic Drummondville Business Improvement Area. Other Capital Works investments such as the planned underground servicing, streetscaping and Sylvia Place Market projects will contribute significantly to the redevelopment of this unique community within the City. While funding concerns are always an important part of the decision process, it should be noted that the project estimates contain reasonable contingency allowances to cover minor oversights and field decisions. The proposal from the consultant includes a comprehensive work plan estimated to cost approximately $49,500. Additional work including a geotechnical investigation, archaeological assessment and structural engineering review will be performed by sub - consultants under the direction of R and R Associates Limited at an estimated cost of $30,500 bringing the total project cost to $80,000. The Consultant will be required to sign the standard engineering services agreement in accordance with the City's Purchasing Policy. FINANCIAL IMPLICATIONS The 2010 Capital Budget included multi -year funding for Phase I of the Legacy Project of approximately $11,500,000. Assuming the final costs for Phase I come in at the estimated $10,950.00 the budget will only have about $550,000 remaining to fund Phase II and III of the overall project. While it is possible that the cost of Phase II may not be as high as the original $1.5 million estimate the EA will provide us with a more accurate budget number. Additional funding of up $1,750,000 may be required in the 2011 -2015 Capital Forecast to fund the remaining components of this project. Opportunities to access funding from various Federal and Provincial sources are underway however confirmation of the scope of the project is needed to complete the necessary applications. It should also be noted that part of the funding formula includes a $2,000,000 contribution from fundraising efforts of the Board of Museums. The status of these efforts will be provided under a separate report. January 17, 2011 - MW- 2011 -03 ATTACHMENTS 1. MW- 2010 -51 - NFHM Tender Results - Restoration and Expansion Project 2. R and R Associates Proposal (July 23, 2010). l la t Recommended by: Geoff Holman, Director of Municipal Works Respectfully submitted: jazi„,as Ken Todd, Chief Administrative Officer G. Holman MW- 2010 -51 NiagaraJalIs July 19, 2010 REPORT TO: Councillor Carolynn loannoni, Chair and Members of the Community Services Committee Niagara Falls, ON SUBMITTED BY: Municipal Works SUBJECT: MW- 2010 -51 Niagara Falls History Museum - Tender Results Restoration and Expansion Project RECOMMENDATION 1. That Council award the contract to CSL Collaborative Structures Ltd. at the tendered price of $7,600,000; and, 2. That the Mayor and Clerk be authorized to execute this Agreement. EXECUTIVE SUMMARY The Lundy's Lane Battlefield Legacy Project is a $12 million dollar project which is planned to be implemented in three phases over the next 2 -3 years. The first phase involves the renovation and expansion of the Niagara Falls History Museum (formerly the Lundy's Lane Historical Museum) which will include the development of the War of 1812 Visitors Centre, permanent and temporary exhibition galleries, a multi - purpose space and modern artifact storage spaces that comply with the current standards for museums throughout the Province. This phase of the project was estimated to cost approximately $9.7 million. The City's application under the Building Canada Fund was approved for Phase 1 which will provide Federal and Provincial contributions covering 2 /3rds of the project cost. The City has engaged the services of GENIVAR Ontario Inc. as the project managers and the firm Moriyama and Teshima Architects Ltd. to complete the design drawings and contract specifications. A call for Expressions of Interest (EOI) was issued by staff this Spring. Four companies were selected based on their qualifications and experience with similar projects. These four firms were invited to bid on the contract documents through the City's standard Public Tender process. The project team has completed a review of the tenders and is recommending the contract be awarded to the low bidder, CSL Collaborative Structures Ltd. Cambridge, Ontario) at their tendered price of $7,600,000. The tendered amount includes a 10% contingency which may be required to address some issues related to the integrity of the building foundation. There are also opportunities for potential credits on the glazing prices received from the sub - contractors. Notwithstanding the contingency issue, the tendered price is well below the funding request made under the July 19, 2010 - MW- 2010 -51 Building Canada Fund. Staff will be seeking opportunities to maximize the grant commitments for the Federal and Provincial governments. Staff will be reporting back shortly to seek direction on the second and third phases of this project. BACKGROUND Four tenders were submitted and opened on Thursday, July 8` at 1:30pm. In attendance were the Dean Iorfida (City Clerk), Bill Matson (Deputy Clerk) and Geoff Holman (Director of Municipal Works). The results of the tender, excluding taxes, were as follows; 1. CSL Collaborative Structures Limited $7,600,000 2. Harbridge + Cross Limited. $8,000,000 3. Merit Contractors Niagara $8,199,000 4. T.R. Hinan Contractors Inc. $8,300,000 All bids were checked by the project managers and verified as to their accuracy. The consultant's recommendation is attached. The project is expected to commence later this summer and be completed by June 2012. FINANCIAL IMPLICATIONS The project was included in the approved 2010 Capital Budget as a project to be financed over a multi -year period. The proposed expenditure is Tess than the amount allocated for this portion of the project. CITY'S STRATEGIC COMMITMENT The recommendation contained in this report is consistent with the City's Strategic priority to strengthen and promote economic development within the City. LIST OF ATTACHMENTS 1. Letter from GENIVAR, dated July 14` 2010. 4k, — Recommended by: Geoff Holma , Dire• or of Municipal Works Respectfully submitted: /411Aj( Ken Todd, Chief Administrative Officer GENIVAR July 13, 2010 Geoff Holman, C.E.T Director of Municipal Works City of Niagara Falls 4310 Queen Street Niagara Falls, Ontario L2E 2E8 Re: Tender Recommendation Lundy's Lane History Museum Dear Geoff: Further to our conversation of today and in accordance with the technical review of the contractor's submissions by the project team for the renovation and expansion of the Lundy's Lane History Museum, this is to confirm the following: Recommendation to Award: 1. The project team recommends the contract be awarded to CSL Collaborative Structures Inc. for the tender price of $7,600,000.00. Background / Process Tender Documents: 1. The tender documents for the renovation and expansion of the Lundy's Lane History Museum were prepared by the architectural firm Moriyama Teshima Architects in accordance with the design approved by the City of Niagara Falls. Pre - qualification of General Contractors: 1. The City of Niagara Falls, with input from the project team, issued a request for pre - qualification for general contractors. 2. The intent of the pre - qualification was to select contractors with relevant experience in projects of similar scale and functional program. 3. As a result of the pre - qualification process, the following general contractors were invited to submit bids: 1. CSL Collaborative Structures Ltd 2. Harbridge and Cross Ltd 3. Merit Contractors Niagara 4. T.R. Hinan Contractors Inc 4 - 60 Harbour St., Toronto, Ontario CANADA M51187 Telephone: (416) 977 -9666 - Fax: (416) 977 -9662 - www.genivar.com Tender Period: 1. The tender documents were issued to the bidders on June 14, 2010. 2. A non - mandatory job show was convened on June 23, 2010. 3. All the invited bidders attended the job show. 4. A second non - mandatory job show was organized to permit the bidders to undertake a more detailed review of the existing conditions. 5. During the tender period a series of questions were received and 3 addenda were issued to respond to the questions. Tender Submissions: 1. All four prequalified bidders submitted bids. 2. The following is a summary of the bids submitted: 1. CSL Collaborative Structures Ltd $7,600,000.00 2. Harbridge and Cross Ltd $8,000,000.00 3. Merit Contractors Niagara $8,199,000.00 4. T.R. Hinan Contractors Inc $8,300,000.00 Authorized Budget: 1. The following is a summary of the authorized project budget: 1. Hard Construction Costs, including $7,429,600.00 testing and signage 2. Construction Contingency $725,400.00 3. Soft Costs, includes fees, exhibit $2,529,900.00 construction, accessories etc. 4. Project Contingency $262,490.00 5. Total Authorized Budget $10,947,390.00 2. The low bid of $7,600,000.00 exceeds the authorized construction budget of $7,429,600.00 by $170,400.00. Possible Credits and Other costs: 1. Glazing / Curtain wall Credit: a. CSL Collaborative Structures has indicated there is a $400,000.00 credit associated with the revision of the glazing sub - trade. b. The proposed revision will require research by the Consultant team prior to recommendation of the credit to ensure the quality of the project is not compromised by this proposal. 2. Shoring Systems Extra: a. During the tender period a question was raised regarding the specified shoring system. b. The question could not be answered without extending the closing date for the bid, which would have impacted the overall project schedule. c. The Consultant team must review the cost impact associated with the revision to the shoring systems; however it is anticipated that the revision will be an increase to base contract. Conclusion: 1. Based on the review of the contractor's bids provided the City of Niagara Falls Purchasing Department, Moriyama and Teshima Architects and GENIVAR recommend the award of the contract to CSL Collaborative Structures Ltd. 2. The recommendation is based on the understanding that the project team will finalize the costs associated with the glazing and shoring after award of the project and that the City of Niagara Falls Purchasing Department has verified the bids are in conformance with the City's purchasing protocols. We trust the recommendation is acceptable to the City and would be pleased to provide any supplemental information required to assist in the decision making process. Regards John Fry GENIVAR c.c. Moriyama Teshima Architects — Brian Rudy R &C- 2011 -01 NiagaraJalls January 17, 2011 REPORT TO: Members of the Committee of the Whole City of Niagara Falls, Ontario SUBMITTED BY: Recreation & Culture Municipal Works SUBJECT: R&C- 2011 -01 Leash Free Dog Park RECOMMENDATION 1. That the development of a leash free dog park at Stamford Centre Volunteer Firemen's Association's park be approved in principle; 2. That Council refer the development of a leash free dog park to 2011 Capital budget process; 3. And that a Friends of Niagara Falls Leash Free Dog Park be developed to assist with fund raising. EXECUTIVE SUMMARY Leash free dog parks are located in many communities throughout Canada. A dog park is designed for the exclusive use of dog owners to provide a place to share a common interest, to socialize and exercise while engaged in their favourite activity. The City of Niagara Falls is committed to providing its residents with a range of recreation facilities and opportunities to improve health and quality of life. A dog park provides the opportunity for anyone to exercise their dog properly and enjoy the proven health benefits of pet ownership. BACKGROUND As identified in the City of Niagara Falls, Strategic Plan for the Provision of Parks, Recreation, Arts & Culture, Section Four, Facilities & Parks Development Strategy states the need for leash free dog park. Design features for a park include the following: Location • Not adjacent to a busy road • Not next to sensitive natural areas, gardens, children play areas • Parking Available Size • Separate areas for small and large dog areas • 0.5 - 1 acre small dogs • 2 - 2.5 acres large dogs January 17, 2011 - 2 - RAC- 2011 -01 Configuration • Double gated entrance with a vestibule in between • One main entrance • A chainlink fence, min 4' to 6' maximum in height • Accessible • Well drained • Surfaces can be turf, sand, shredded bark mulch Amenities • Benches and /or picnic tables • Play equipment for the dogs • Water source • Waste and recycling containers • Doggy bags • Shade, mature trees and /or pavilion Signage • Standard Rules and Etiquette posted at the parking lot and dog park entrance • Signage stating, Dog owners are legally responsible for their dog(s) and any injuries or damage caused by their dog(s). Individuals who choose to use the leash free park do so at their own risk. • All dogs must have a current license and rabies vaccination to use the facility. Enforcement/Legislation • Dog Owner's Liability Act, R.S.O. 1990 ANALYSIS /RATIONALE The need for a leash free dog park has been identified by the community and in the Parks, Recreation Arts & Culture's Strategic Plan. Recreation & Culture has received calls and emails from the public requesting a public leash free dog park. Staff has researched other municipal leash free dog parks to determine design features, location criteria and estimated costs to implement a leash free park. One possible location is S.C.V.F.A. Firemen's Park. The 135 -acre natural park, located in the north end of Niagara Falls is a popular destination for dog owners. Many dog owners allow their dogs to run off leash which has caused conflicts with other park users. A leash free dog park within Firemen's Park would allow dogs to safely run within a designated area. The proposed location of a leash free dog park at Firemen's Park adheres to standard criteria to establish an off leash dog park: • minimal impact to existing neighbourhood; • significant open space for the dogs; • exclusive use of the space for dogs not shared with other users; January 17, 2011 - 3 - R&C- 2011 -01 • compatible with park's design, established users, features and components; • availability of parking, washrooms and potable water access. Staff has presented the concept of a leash free dog park to the S.C.V.F.A. Executive. The executive discussed the idea at their general membership meeting to determine their involvement with the proposed project. The general membership supports the project and the proposed location as shown in Attachments 1 & 3. The S.C.V.F.A. cannot provide the funding for the park but has agreed to license the required land to the City for the dog park. The license agreement would be similar to the existing license for the playground area. The Niagara Falls Humane Society also supports the project as shown in Attachment 2. FINANCIAL /STAFFING /LEGAL IMPLICATIONS The approximate cost to build a leash free dog park at Firemen's Park is approximately $50,000. The required fencing will cost approximately $30,000 or more depending upon the size of the dog park. If the dog park was built at an undeveloped City owned park without amenities such as a parking lot, washrooms, water line and shade the cost could be as high as $150,000 - $200,000. The proposed Friends of Niagara Falls Leash Free Dog Park will assist with fund raising for the park. Community volunteers plan to raise 20% of the total project cost. Working with the City, the group plans to promote opportunities for park sponsorship and to undertake special events to raise funds for future improvements to the park. Regular maintenance of the proposed off leash facility will be the responsibility of Parks operations. Waste receptacles will need to be emptied, replenish the supply of dog waste bags, collect any garbage and grass cutting. Annual maintenance costs are estimated to be $3,500.00 per year. Maintenance includes a three - person crew cutting the grass every two weeks, garbage and litter clean up and replenishing the dog dispenser bags. CITY'S STRATEGIC COMMITMENT The need for a leash free dog park is listed in the facility action plan section of the City of Niagara Falls, Strategic Plan for Provision of Parks, Recreation, Arts & Culture. City staff will continue to meet with appropriate organizations and community members to determine the features for a proposed Leash Free Dog Park. Upon implementation of the proposed park staff would monitor the number of visitors to the park to determine the demand for additional parks throughout the City. LIST OF ATTACHMENTS 1. Letter of support from S.C.V.F.A. 2. Letter of support from the Niagara Falls Humane Society. 3. Map of S.C.V.F.A. Park illustrating potential leash free dog park locations. January 17, 2011 -4- R&C-2011-01 tb (.__e Recommended by: / //t. ( Kathy Moldenhauer, Acting Director of Recreation & Culture Geoff Holman, Director of Municipal Works Approved by: Ken Todd, Chief Administrative Officer KM/das Attachments ATTACHMENT 1 ills CI EirViaD II NOV 03 2010 Starn'ord Centre RECREATION r F me NsSzs:: d! : c CULTURE 2 275 Dorchester Rd - RR] November 3, 2010 Niatjara Falls, On L2E 6S4 (905) 371 - 2099 Ms. Kathy Moldenhauer, Manager, Policy and Community Development, Parks, Recreation and Culture City of Niagara Falls— McBain Centre 7150 Montrose Rd. Unit 1 Niagara Falls, Ontario L2H 3N3 Dear Ms. Moldenhauer; In July of this year, the members of the Stamford Centre Volunteer Firemen's Association listened to a proposal from the City about the possibility of creating dog walking parks within Firemen's Park on Mountain Rd. The membership was in favour of further talks on this proposal. However, we were not in favour of using our park property adjacent to the previously installed City Playground. The membership decided that land west of our pavilion closest to Mountain Rd. would be an area that we would deem suitable. We are looking forward to further discussion with the City on this project. We must state, however that we are unable to contribute financially to the construction or upkeep of this new park at this time. Sincerely, 7 ■ e i r ' All .;..__ 7 .___ _ Bob Prentice, Secretary Stamford Centre Volunteer Firemen's Association . :: , p:)rai c n U'dv° ATTACHMENT 2 NIAGARA FALLS HUMANE SOCIETY 6025 Chippawa Parkway, Niagara Falls, Ontario L2E 6X8 Telephone (905) 356 -4404 Fax (905) 356 -7652 Incorporated April 8, 1937 Kathy Moldenhauer August 10, 2010 Manager of Policy and Community Development Recreation & Culture 7150 Montrose Road, Unit #1 Niagara Falls, ON L211 3N3 Attention Kathy, This letter is in regards to the development of a leash free dog park at Fireman's Park in the City of Niagara Falls. The Niagara Falls Humane Society is in support of this initiative. I feel the Fireman's Park location would be an ideal setting for a leash free dog park. A leash free dog park would benefit both the citizens of Niagara Falls, as well as the visitors to this area. Dog owners would have the opportunity to bring their pet(s) to a safe and secure location, where otherwise a location may not be available to them. Members of the Niagara Falls Humane Society would be willing to participate in the development of this dog park in any capacity that city staff may require. Thank you, Jay Desroches Executive Director Niagara Falls Humane Society "WE SPEAK FOR THOSE WHO CANNOT SPEAK FOR THEMSELVES" www. nfhs. ca , ATTACHMENT 3 � a A � 4 ` � RE AD , r � ' iii.'.,,filft.f, f;''''' '. '''' e,-,-, , '-c"' F 4"r 7 �ax s j .,, ,r :, * ,� ', .�y €, � - ° 1, - -- J+ . is r �, , >r y , , , , - a - fir. , - ' a 1 . ".. , r ' ^ s #: - r ^ 2 , �. $ : 1 r 'u ' A `�. � « � 4.::,, r X ,,,#:. - �'F,yw. �� ,-..!,,,,-.7.-,,. 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'1„. - z `' 3 . . � C ` - xis "` �rh r - r pry . �( ; %sg x , 4i PRO POSED DO G PARK \iag aril S LOCATION CON CEPT PIREMEN , JANUARY 2011 TS- 2011 -08 NiagaraFalls January 17, 2011 REPORT TO: Members of the Committee of the Whole City of Niagara Falls, Ontario SUBMITTED BY: Transportation Services Department SUBJECT: TS- 2011 -08 Transit Adjustments to Service the New WaI- Mart/Smart Centres Plaza - Oakwood Drive RECOMMENDATION 1) That Council endorse the proposed transit route adjustment plan to service the new Wal- Mart/Smart Centres Plaza on Oakwood Drive and approve the TransCab Service for the Stanley Avenue South Corridor. W i► i r� 2) That the Transcab service be reviewedr a 6 -month period. EXECUTIVE SUMMARY With the relocation of the WaI -Mart store and the establishment of a Smart Centres Plaza to a new site on Oakwood Drive, Transit was faced with a service challenge. Aware this retail centre attracts a sizeable ridership due to the large staff and significant customer base, Transit staff reviewed all options to ensure a stop was established on site. After many possible adjustments were identified, a full -day workshop was held with Supervisory staff and a senior Bus Operator, to identify the best possible solution to address this challenge. The adjustments, which were deemed to be the best solution to this immediate challenge were then shared with the Union. With their support, the proposed adjustments were then shared with the service areas affected by the changes. A total of three routes have been adjusted to service this new stop. BACKGROUND The relocation of Wal -Mart to its new site on Oakwood Drive including the new Smart Centres Plaza, can be serviced by three routes, which pass along McLeod Road. Knowing this distance would have drawn some concern from the community, Transit staff reviewed options to better service this site. During this review process, it was determined that the most viable options, with the least amount of impact, were to include the routes currently serving the south end of the city. If routes travelling through the north end of the community were altered, it would not allow customers to make connections at the major transfer locations throughout the system. For example, if route #14 Stamford, which services the north end, were altered to gain additional minutes, its connections along the entire route would not be feasible because it would be several minutes ahead of the buses it needs to connect with for customer transfers. As the review process proceeded, it was apparent the ridership data supported adjustments to the following routes; #2 Jubilee, #4 Jill, and the #15 McLeod - Garner. With January 17, 2011 - 2 - TS- 2011 -08 respect to the changes regarding the Jubilee and Jill routes, the adjustments occur within a relatively small area, which was being serviced by both routes. The Transit proposal would move the service from the Jill Drive area directly along McLeod Road, which will allow time to travel into the new Wal- Mart/Smart Centres Plaza site. This area still has service from the Jubilee route and those customers residing on Jill Drive will be required to walk to either Jubilee Drive or Fern Avenue to access service. The route #15 McLeod - Garner has a service area which has very low ridership levels. The Stanley South and Lyon's Creek Road corridors are not carrying many passengers and thus, can be more fiscally responsibly served through the utilization of a TransCab service. Counts along these sections have indicated fewer than four passengers are being picked - up per day at the bus stops servicing this area. The route was introduced several years ago when the industrial park was more active and the mobile home park attracted frequent customers. The introduction of a TransCab service in the Stanley South Corridor would enable customers to board a TransCab at the corner of McLeod and Drummond or Main at Sodom and be transported to their destination along either Stanley South or the Lyon's Creek Road corridors and, conversely board a TransCab on Stanley South or Lyon's Creek Road and travel back to Drummond at McLeod or Main at Sodom to transfer onto a Niagara Falls Transit route, which service this location. Staff propose this TransCab service be provided at no additional charge to these customers, as they had access to bus service along these corridors, prior to this service adjustment proposal. The revenue generated by directly servicing the new Wal -Mart site will assist to offset the additional TransCab costs incurred by the municipality. The Benefits to the changes for Route # 15 McLeod - Garner are as follows: - Direct access to the newly established bus stops on the Smart Centre Plaza /Super Walmart and a closer walking distance for riders /patrons - Provides additional time for drivers to maintain their route schedules - Provides Bus Operators with an additional washroom facility - Provides riders to and from the Stanley South Corridor (Business Park) transit services through the proposed TransCab option No reduction of work hours for Bus Operators as a result of this revision (it is a redeployment of service) took NEW Wal -Mart/ ,$ SmartCentres Plaza Bus Stop :..:� January 17, 2011 - 3 - TS- 2011 -08 ANALYSIS /RATIONALE Transit staff have made every effort to address the new challenge in the most fiscally responsible and least disruptive option. The ridership in each of these sections of routes adjusted was reviewed and a proposal was developed with input from our union membership. On Friday, December 17, 2010 the two areas, which include Stanley Avenue South and Lyon's Creek Road, as well as the Jill Drive subdivisions were informed of the adjustments via a direct flyer left in their mailbox. As of the writing of this report, no concerns were forwarded to staff regarding adjustments on the Jill Drive area. With respect to the #15 Stanley South and Lyon's Creek corridor, four inquiries were forwarded to Transit staff. These inquiries included the following: • One inquiry was in regard to a student residing in the Rexinger Road area who utilized the bus to travel to /from school. • The second inquiry concerned an individual residing on Lyon's Creek Road near the Chippawa Yacht Club who utilizes the service to travel to /from work at the Hospital. • The third and fourth inquiries concern individuals who reside north of McLeod Road and work in the industrial Park. In all the above cases, once the individuals were informed of the proposed protocol and how they were going to continue to receive service via the TransCab program, they were understanding and accepting of the initiative. Not servicing this new stop at the Walmart/Smart Centre plaza, would result in patrons and employees having to walk to /from the intersection of Oakwood Drive and McLeod Road which is a distance of approximately 425 metres (1400 feet). FINANCIAL /STAFFING /LEGAL IMPLICATIONS Transit staff are not adding any additional hours of service to the operating route structure. The less productive routes are being redeployed in a more fiscally responsible manner to address the anticipated need to service the new Wai- Mart/Smart Centres Plaza site. As noted, the additional revenue generated by servicing the new store will assist to offset the new costs incurred by providing a privately operated TransCab service. The Cost to provide the TransCab Service is estimated to be approximately $12.00 per transfer. The Cost to provide Bus service at the current level of four passengers per day to the Area south of McLeod Road to Main St. /Sodom Road is approximately $84,000.00 per year. The Cost to provide TransCab service at the current level of four passengers per day to the Area south of McLeod Road to Main St. /Sodom Rd. is approximately $30,000.00 per year. Route # 15 McLeod - Garner, currently operates at a 23% R/C Ratio (Revenue vs Cost). With the proposed changes it is anticipated that the R/C Ratio will move toward a desired 50% R/C Ratio. January 17, 2011 - 4 - TS- 2011 -08 There are no additional costs to adjust routes #2 Jubilee and #4 Jill. List of Attachments Proposed Route Adjustments Walmart/SmartCentres Site Plan TransCab Information - Stanley South Corridor Proposed Route Adjustments Notices Recommended by: Karl Dren, Director of Transportation Services Respectfully submitted: Ken Todd, Chief Administrative Officer Dave Stuart S: \General Administration \GA 1.01 Reports \2011 Committee of the Whole \01 Jan 17 \TS- 2011 -08 Transit Adjustments to Service New WalMart-Smart Centres Plaza - Oakwood Drive.wpd 1 ( r W L• H:Y •R cR' /\ S "' IVO ro D o J /J/ U L f � ` 4 ---.. N % \ \ : \\4 J ^ a � / ,� A SODOM RD N ch .--1 1:4 U, '-"---"" S M fg 0 14 .„).3 ,.. ; \ ca ORT RD A. ' ,... --- \ Alt:\ g • I ,,,it• \ \ --',,,,, 5 . .. �, W , .,.., ) :\ • . s 1 __,,,_,,\_, PORTAGE RO .` ♦ ♦♦ 1: r ♦ � STANLEY AVE - -- - r \ TAN6Y .Y 1 Ilk AL.. ANTHUS. AVE I III I ti \,, \ 1 g \ • ON= 4 1 . i 1 KI STER D _ _ D • U • ivituair 1 IX HuIRr i --. ;i. ') , . 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' 4. . a . it• - - , ,f, rlt ' , - , I ' '' -if* .---Y- ,--_-. --'!"-,-.-4.',/,'"'• . . 111 t i 1 r' � ' �,� ■ . ; Il ' : ' :•' 1 I t .4;7* ,'4' ,.. ,, t , € � . b}i� `', ''4 ,`:.l t 1 a f , a. i lls• t ' • `' d 4 . = / + � a r 154 +s �. `.' is <,a'^C ■ e rr a d r t' _ .fi k 1 . .. - i..-)4';'.7:-.':a I / F j P'E t p sis, ,i 'h II � � � � mss i d 1 i . ,}{_}}tt F .)A •,', _.# �.,�.0 "r ^,s$,..�?.,� -.F y .h,�F :.' fir' 7 'gM - .� >=" C,, Y .,, :; II , 4 �.i Y ~ P. ei w 3Y$a• � `�'� : ' i ,. ' i } t i p 3k y? -. TS 2011 -08 Adjusted Transit -/ ! Xi:y Transit Adjustments to Service Route /Direction h�i,N;�� the New WaI- Mart /Smart Centres Plaza - Oakwood Drive Existing NORTH Traffic Signal tr_.... ansit A the way to go! Here's how the proposed TransCab service would work to accommodate the needs of customers traveling into or away from the Stanley Ave. South and Lyon's Creek corridors; 1. The customer would call the TransCab company prior to departing their home on a Niagara Falls Transit bus and convey to the TransCab provider when the taxi needs to be at the Drummond and McLeod or Main at Sodom Road intersections to meet the arrival of their bus. 2. The taxi would pick them up at the intersection of Drummond and McLeod or Main Street at Sodom Road and carry them directly to the doors of their destination along the Stanley South, Lyon's Creek Rd. area. 3. When the customer is returning to their home, the individual would call the cab company again and indicate their pick -up location. This TransCab will carry them back to the Drummond and McLeod or Main Street at Sodom Road intersections where connections can be made to the #2, #4, #15, or #6. -~ TI I,E ,., \ t ry ` • ,2".L...-2 is \- J j I 1 i I 1 i:r:r, er I _ 1 'y 7. ' ', S W , l ;4' Cs - i ....., _ 1 , 7 � (~.egond.: I rans -L :ak ServIcg zone 0 0 1 rans-L ib tr points transit 1+0,, the wag to go! Dear Resident: Effective Sunday, January 30 2011 Niagara Falls Transit will be making revisions to Route #4 to provide service to the new Wal -Mart store, which may affect the route servicing your neighbourhood. These changes are as follows; IN J T 5 i II 4, / _ I .. , ain 1 , Inp mi . . ( *I. '‘ * g , a IMP — , 1. ■■ k� u ■ I \ _._,.. ai . , r e 0 8 Y l' , ^ .� s. ' - - - : 1 �► , 1 1 i '' ' 77-1% O pKWOf � SUNRL O F ART (gpF(F' O BP Subject Land New Route N9 - JILL No Longer Serviced Road Thus, the #4 — Jill route will no longer service south of McLeod Road. The #2 Jubilee route will continue to service your neighbourhood daytime Monday through Saturday. Access to #4 Jill will be provided along McLeod Road at the present scheduled times. If you have any comments or concerns, kindly submit them to Niagara Falls Transit no later than Tuesday, January 4'", 2011 to the following; 4320 Bridge Street Tel. (905) 356 -7521 ext. 4500 Niagara Falls, ON Fax. (905) 356 -5576 L2E 2R7 Email cl. :111 orto)i0 tstioliiII.,.co r transit '1l1' the way to go! Dear Resident: Effective Sunday, January 30 2011 Niagara Falls Transit will be making revisions to Route #15 to provide service to the new WaI -Mart store, which may affect the route servicing your neighbourhood. These changes are as follows; N LUN Y' LAN .rte, => r1 ` � I 111 tV 3 fl iai u � AI b 11 '' 0 i millariout . ds saiNONtrill 11 _ r P aril- P i , 1 , MCLC' D I P �, air I lri la 111111 i,• i OLDFIELD RD DROWN RD A ,,tJ _$ iI I 1 t,��. N - - - -- �� o Subject Land 12 a _.f 6 r ■ New Route #15 - McLeod /Garner CHl� �.V!'F1v' � A p . 1 I No Longer Serviced P I — Road —� WILLICKRD T Thus, the #15 — McLeod - Garner route will no longer service Stanley Avenue South, including Lyon's Creek Road into Chippawa. This area will be serviced by a TransCab, which will pick you up at your home and deliver you to the Drummond /McLeod bus stop for connections to the #2, #4, and #15. These connection times will remain the same. Service will be provided on Portage Road into and out of Chippawa. If you require further TransCab information or have any comments or concerns, kindly submit them to Niagara Falls Transit no later than Tuesday, January 4 2011 to the following; 4320 Bridge Street Tel. (905) 356 -7521 ext. 4500 Niagara Falls, ON Fax. (905) 356 -5576 L2E 2R7 Email cds tuart(criiawrafalls,ca .e .1r y. I I I \�i ��e 1I 1. j CITY O F D ` �� C4 NI46AN A Via C - The City of Niagara Falls, Ontario Resolution No. Moved by Seconded by WHEREAS all meetings of Council are to be open to the public; and WHEREAS the only time a meeting or part of a meeting may be closed to the public if the subject matter falls under one of the exceptions under s. 239(2) of the Municipal Act, 2001. THEREFORE BE IT RESOLVED THAT on January 17, 2011 Niagara Falls Council will go into a closed meeting to consider a matter that falls under the subject matter of 239(2)(d) of the Municipal Act, 2001, labour relations or employee negotiations. AND The Seal of the Corporation be hereto affixed. DEAN IORFIDA JAMES M. DIODATI CITY CLERK MAYOR