ANALYSIS AND RATIONALE FOR RECOMMENDATION. Under the Dedicated Gas Tax Funds for the Public Transportation Program, funding allocated is based on 70% transit ridership and 30% municipal population. The funding received is deposited into a dedicated reserve that is used to fund the expansion of public transit in terms of capital infrastructure and operating budget funding related to levels of service. ALTERNATIVES FOR CONSIDERATION None. ALIGNMENT TO THE 2016 – 2025 STRATEGIC PLAN Community Engagement & Participation Xxxxxxxx has an open, transparent and accessible approach to City government that engages with and empowers all citizens to be involved in their community. Economic Prosperity and Growth Xxxxxxxx has a prosperous and diverse local economy where people have opportunities to grow and develop.
ANALYSIS AND RATIONALE FOR RECOMMENDATION. As stated previously, Xxxxxx Youth Centre is the only secure custody youth detention facility in Hamilton, providing support and service to this at risk youth population. The benefits to the City in supporting the renewal of the secondment agreement are as follows: The PHS PHN will continue to have access to and influence over health outcomes for one of Xxxxxxxx’x priority populations in accordance with the OPHS, It maintains a long-standing community partnership with an organization providing a valuable service to this priority population, and It continues to meet an identified local need in the community. ALTERNATIVES FOR CONSIDERATION The Board of Health could direct the Medical Officer of Health to not renew the secondment agreement. Financial: No financial implications. All costs associated with the agreement are covered by Xxxxxx Youth Centre. Staffing: Discontinuation of the agreement would result in a 0.46 FTE reduction in staffing complement. Legal: No legal implications. No secondment agreement would be required. Pro: The work associated with maintaining a secondment agreement and overseeing a PHN in this role would be eliminated. Con: Discontinuing the secondment agreement could have a negative impact on the relations that the City has with this community agency, as well as reducing an important service provided to this priority population. Given these considerations this alternative is not recommended at this time. ALIGNMENT TO THE 2016 – 2025 STRATEGIC PLAN Community Engagement & Participation Hamilton has an open, transparent and accessible approach to City government that engages with and empowers all citizens to be involved in their community. Healthy and Safe Communities Hamilton is a safe and supportive city where people are active, healthy, and have a high quality of life. REFERENCES: Banyan Community Services (2017). Banyan Community Services. Retrieved from xxxx://xxx.xxxxxxxxxxxxxxxxxxxxxxx.xxx/programs. Ministry of Health & Long-Term Care (2016). Ontario Public Health Standards 2008.
ANALYSIS AND RATIONALE FOR RECOMMENDATION. This lease is beneficial to the City, to the Tenant and to the community as it promotes the vision for the Stadium Precinct. With the approval of the Lease and subsequent renewals, City of Xxxxxxxx will continue to receive the financial benefit of rental income and utilize this space as effectively as possible. ALTERNATIVES FOR CONSIDERATION N/A ALIGNMENT TO THE 2012 - 2015 STRATEGIC PLAN Strategic Priority #1 A Prosperous & Healthy Community WE enhance our image, economy and well-being by demonstrating that Hamilton is a great place to live, work, play and learn. Strategic Objective
ANALYSIS AND RATIONALE FOR RECOMMENDATION. The development of the trail is specifically included in the Recreational Trails Master Plan and Strathcona Transportation Master Plan to increase off road and direct connections to the Xxx Xxxxx Park and Desjardins Trail system. The trail formalizes an existing footpath and helps to establish a low impact route for cyclists and pedestrians traversing the woodlot. Trail initiatives are ranked by priority based on a number of criteria. This trail initiative meets several criteria including (a) having outside contribution of funds, (b) fulfilling a recommendation by one or more city-supported studies, and (c) being a Councillor or community priority. The Diocese and City staff both supports this trail as a connection for the greater community.
ANALYSIS AND RATIONALE FOR RECOMMENDATION. Consistent with prior funding periods, funding is based on an expenditure model. The funding allocation is based on each municipality’s relative share of the total CSPT costs across the province. For example, if a municipality’s CSPT cost represents 1% of the total provincial CSPT cost, then it will be allocated 1% of the available funding. As noted in the table below, although the funding per year continues to increase, the annual increment is lower than in previous years and also, the City is receiving a smaller share of the total funding available as shown in the table below: Phase YEAR COH FUNDING DIFFERENCE TOTAL FUNDING SHARE Phase 1 2012 $ 704,948 $ 704,948 $ 17,800,000 4.0% 2013 $ 1,409,897 $ 704,948 $ 35,700,000 3.9% 2014 $ 2,114,845 $ 704,948 $ 53,500,000 4.0% Phase 2 2015 $ 2,545,791 $ 430,946 $ 71,300,000 3.6% 2016 $ 3,182,238 $ 636,448 $ 89,200,000 3.6% Phase 3 2017 $ 3,600,767 $ 418,529 $ 107,100,000 3.4% 2018 $ 4,200,895 $ 600,128 $ 125,000,000 3.4% For the first funding phase, period 2012 to 2014, Xxxxxxxx received a total of $4.2 M, with funding increasing by approximately $700 K per year, based on its share of the total 2010 CSPT costs province-wide totalling $4.9 M, representing a 4.0% average share of the total funding available.
ANALYSIS AND RATIONALE FOR RECOMMENDATION. The proposed Operating Agreement with Xxxxxx will define the terms and conditions for a joint operated Xxxxxxx Xxxxxxxx Riverdale Site and support greater access to quality child care programs delivered by an established and trusted community provider. Wesley’s existing presence in the neighbourhood provides a level of comfort and continuity with seamless transitions for families across the child care spectrum within the Riverdale community ALTERNATIVES FOR CONSIDERATION None ALIGNMENT TO THE 2016 – 2025 STRATEGIC PLAN Community Engagement and Participation Hamilton has an open, transparent and accessible approach to City government that engages with and empowers all citizens to be involved in their community. Healthy and Safe Communities Hamilton is a safe and supportive City where people are active, healthy, and have a high quality of life. Built Environment and Infrastructure Hamilton is supported by state of the art infrastructure, transportation options, buildings and public spaces that create a dynamic City. Our People and Performance Hamiltonians have a high level of trust and confidence in their City government. APPENDICES AND SCHEDULES ATTACHED
ANALYSIS AND RATIONALE FOR RECOMMENDATION. Outfront Media has conducted business with the City in a mutually co-operative and professional manner since 2002. They have honoured their contractual obligations in terms of providing the City with annual revenue and maintenance and cleaning of transit shelters. A two-year extension to the existing Transit Passenger Shelter Advertising Agreement expiring on December 31, 2019 will allow time for the advertising rights within the LRT corridor to be formalized. This will provide the City a better understanding of what shelter assets can be offered in a Shelter Advertising RFP so a long term advertising contract can be solicited. During this time, the City can also explore cleaning and maintenance options that will ensure the most cost-effective delivery of these services.
ANALYSIS AND RATIONALE FOR RECOMMENDATION. Outfront Media has conducted business with the City in a mutually co-operative and professional manner since 2002. They have honoured their contractual obligations in terms of providing the City with annual revenue and maintenance and cleaning of transit shelters. A one-year extension will ensure the shelter inventory remains in a state of good repair as well as maintain current levels of revenue generation while providing the necessary time to prepare a Request for Proposal in 2020. A one-year extension will also allow the City the continued opportunity to explore cleaning and maintenance options that will ensure the most cost-effective and responsible delivery of these services while maintaining existing revenues. ALTERNATIVES FOR CONSIDERATION The alternative to the recommendation in this report is for the City assume day to day cleaning and maintenance responsibilities related to approximately 700 transit shelters. This would result in loss of revenue from the expiration date of the existing contract until the effective date that a new Transit Shelter Advertising Agreement can be procured and awarded. It would also result in new costs to the City for maintenance (i.e. – broken glass) and the bi-weekly cleaning of transit shelters. These costs are currently borne by the Advertising vendor under the existing Agreement. Estimated annual maintenance and cleaning costs could exceed $600,000 and require 2 additional FTE. The lag time to hire, train and equip maintenance staff could result in unsafe and unsanitary conditions at shelters due to the potential exposure to broken glass and lack of regular cleaning. ALIGNMENT TO THE 2016 – 2025 STRATEGIC PLAN Community Engagement and Participation Xxxxxxxx has an open, transparent and accessible approach to City government that engages with and empowers all citizens to be involved in their community. Economic Prosperity and Growth Xxxxxxxx has a prosperous and diverse local economy where people have opportunities to grow and develop. Built Environment and Infrastructure Xxxxxxxx is supported by state of the art infrastructure, transportation options, buildings and public spaces that create a dynamic City. APPENDICES AND SCHEDULES ATTACHED
ANALYSIS AND RATIONALE FOR RECOMMENDATION. The initiative to replace the Cootes Drive street lighting system was prompted by the deteriorating condition of the existing infrastructure, which was incurring substantial maintenance and operational expenses. Given this, the decision to replace the entire system, including poles, arms, underground wiring, and power supplies, was conceived and officially approved in 2021. The construction phase began in 2021 through contract C15-71-21(SL). Notably, Cootes Drive accommodates an underground pipeline transmission corridor maintained by TransCanada PipeLines Limited. This corridor intersects with Cootes Drive roughly 120 meters east of the Olympic Drive junction. In accordance with the Canadian Energy Regulator Pipeline Damage Prevention Regulations – Obligations of Pipeline Companies, which is established under the Canadian Regular Act S.C. 2029, c.28, certain responsibilities and prerequisites are outlined to ensure the safe operation of pipeline transmission corridors. Given that the planned street lighting project along Cootes Drive necessitates work in close proximity to the TransCanada PipeLines Limited pipeline transmission corridor, the City is mandated to secure a crossing agreement to facilitate this work. It is important to note that acquiring this agreement carries no associated costs, and its purpose is to enable the City's contractor to successfully carry out the street lighting project. Street lighting works have been completed on Cootes Drive west of Olympic Drive. The segment of Cootes Drive to the east of Olympic Drive is substantially complete, except for the installation of two streetlight poles and associated underground wiring that is within the TransCanada PipeLines Limited’s right-of-way. Provided that an agreement with TransCanada PipeLines Limited can be acquired, all work is anticipated to be completed in quarter 4 of 2023. ALTERNATIVES FOR CONSIDERATION N/A APPENDICES AND SCHEDULES ATTACHED
ANALYSIS AND RATIONALE FOR RECOMMENDATION. For housekeeping purposes, a revision to the current Transportation Agreement is required to address the succession of ArcelorMittal Dofasco Inc. ArcelorMittal Dofasco G.P. and the City of Xxxxxxxx recognize that the Strathearne Avenue Route should be added to the current Transportation Agreement. The Strathearne Avenue Route provides access for ArcelorMittal Dofasco G.P. between Gate 13 and the ArcelorMittal Dofasco G.P. Coil Yard north of Burlington Street East. ALTERNATIVES FOR CONSIDERATION N/A ALIGNMENT TO THE 2016 – 2025 STRATEGIC PLAN Economic Prosperity and Growth Hamilton has a prosperous and diverse local economy where people have opportunities to grow and develop.
