HomeMy WebLinkAboutSeptember 23, 2019��:� ��
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6:30 pm In Camera Council
1. Invocation
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Council Meeting Agenda
September 23, 2019
Council Chambers
7:00 pm
Page
Mayor Ryan will call the meeting to order and lead Council in the saying of the Invocation.
Disclosure of Interest
Adoption of Minutes
Special Planninq & Development Committee Minutes, June 24, 2019
Council Minutes, June 24, 2019
Special Council Minutes, Julv 22, 2019
Executive Committee Minutes, September 9, 2019
Planninq & Development Committee Minutes, September 9, 2019
4. Presentations
5. Delegations
6. Correspondence
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6.1 Corr.20-19 46
Charlene Touzel, City Clerk
City of Brantford
Re: Endorsement of LUMCO Resolution regarding Retail Cannabis Stores
Recommendation:
That Corr. 20-19, dated July 3, 2019, from the City of Brantford, regarding
the Endorsement of LUMCO Resolution regarding Retail Cannabis Stores,
be endorsed.
6.2 Corr. 21-19
The Corporation of the City of Stratford
Re: Opposition to Changes in 2019 Provincial Budget and Planning Act
Recommendation:
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September 23, 2019
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That Corr. 21-19, received July 19, 2019, from the City of Stratford,
regarding Opposition to Changes in 2019 Provincial Budget and Planning
Act, be endorsed.
6.3 Corr.22-19 50
Marisa Carpino, Director, Community Services, City of Pickering
Re: Pickering Museum Village Policy
- Repeal of Pickering Museum Village Policy (CUL 060) & Pickering
Museum Village Procedure (ADM 040-001)
Recommendation:
That Corr. 22-19, Memo, dated August 14, 2019, from Marisa Carpino,
Director, Community Services, regarding the Pickering Museum Village
Policy be received; and,
2. That in accordance with the particulars set out in the Memo, Policy
CUL 060 and Procedure ADM 040-001 are hereby repealed.
6.4 Corr.23-19 128
Association of Municipalities of Ontario (AMO)
Re: Fixing the Housing Affordability Crisis, Municipal Recommendations
for Housing in Ontario
Recommendation:
1. That Corr. 23-19, dated August 14, 2019, AMO Report titled `Fixing the
Housing Affordability Crisis, Municipal Recommendations for Housing
in Ontario', be received; and,
2. That staff be directed, through the CAO, to review and report back to
Council on the recommendations contained in the report as they
pertain to the City of Pickering.
6.5 Corr.24-19 171
Jeff Yurek, Minister of the Environment, Conservation and Parks
Re: More Homes, More Choice Act, 2019 — Updated Conservation
Authorities Act
Recommendation:
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That Corr. 24-19, dated August 16, 2019, from Jeff Yurek, Minister of the
Environment, Conservation and Parks, regarding Conservation Authority
Operations, be received for information.
6.6 Corr.25-19 172
Jason McMartin, CAO/Clerk-Treasurer
The Corporation of the Township of Papineau-Cameron
Re: Council Resolution 2019-160 — Forced Amalgamation, Ontario
Municipalities
Recommendation:
That Corr. 25-19, dated August 15, 2019, from the Corporation of the
Township of Papineau-Cameron, regarding Council Resolution 2019-160,
Forced Amalgamation, Ontario Municipalities, be endorsed.
6.7 Corr.26-19 174
Ministry of Transportation, Road Safety Policy Office, Safety Policy and
Education Branch
Re: Enhancing Municipal Road Safety through Automated Speed
Enforcement (ASE)
Recommendation:
That Corr. 26-19, dated September 3, 2019, from the Ministry of
Transportation (MTO), regarding Enhancing Municipal Road Safety
through Automated Speed Enforcement (ASE), be received; and,
2. That staff be directed, through the CAO, to respond to the MTO
prior to the October 3, 2019 deadline.
6.8 Corr.27-19 176
Christine Tarling, Director of Legislative Services & City Clerk
City of Kitchener
Re: Producer Requirements for Packaging in Ontario
Recommendation:
That Corr. 27-19, dated September 6, 2019, from the City of Kitchener,
regarding Producer Requirements for Packaging in Ontario, be endorsed.
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6.9 Corr.28-19
The City of Pickering Public Library Board
Re: #econtent for Libraries Campaign
Recommendation:
Council Meeting Agenda
September 23, 2019
Council Chambers
WHEREAS, the City of Pickering recognizes the important role that
libraries play in our community;
And Whereas, libraries and the early literacy programs that they run are
integral to developing proficient readers and ensuring that children
succeed in school;
And Whereas, more and more, digital literacy programs run by libraries
also help ensure that citizens can contribute to our digital world;
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And Whereas, vulnerable demographic groups, including seniors, low
income families, youth, and new Canadians rely on access to libraries as
an important tool for their participation in the community — from education
to searching for jobs to consuming Canadian cultural materials;
And Whereas, libraries in our community recognize that our users
increasingly seek to access e-content offered by multinational publishers,
and that access to those publications is too often curtailed by prohibitively
high licensing fees or else entirely denied to Canadian libraries;
And Whereas, libraries must be in a position to offer e-content to their
users as part of their service offering to our community, particularly given
the contemporary rapid pace of digitization of educational and cultural
materials,
Now therefore be it resolved that the Council of the City of Pickering does
hereby:
Indicate its support for the Canadian libraries in their efforts to
increase access to e-content for library users in the City of Pickering
and across Canada;
2. Call on the Federal government to investigate the barriers faced by
libraries in acquiring e-content and the problems that poses for
vulnerable demographic groups in Canada; and
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Council Meeting Agenda
September 23, 2019
Council Chambers
7:00 pm
3. Further ask the Federal government to develop a solution that
increases access to e-content across Canada and assists libraries
in meeting the cost requirements to acquire digital publications.
6.10 Corr.29-19 181
Judy Smith, Director Municipal Governance, Clerk/Freedom of Information
Coordinator
Municipality of Chatham-Kent
Re: Resolution Regarding Provincial Funding Cuts to Legal Aid Ontario
Recommendation:
That Corr. 29-19, dated September 12, 2019, from the Municipality of
Chatham-Kent, regarding Provincial Funding Cuts to Legal Aid Ontario, be
endorsed.
7. Report EC 2019-07 of the Executive Committee held on
September 9, 2019
7.1 Chief Administrative Officer, Report CAO 08-19
Continuation of City of Pickering Magazine
Recommendation:
Refer to Executive
Committee Aqenda
paqes:
1. That Council approve, in principal, the continued production and
municipal-wide distribution of the Your City magazine, on an as-needed
basis going forward;
2. That Council approve, in principal, to retain Graymatter Marketing
Solutions for the project management of the magazine; and,
3. That the appropriate City of Pickering officials be authorized to take the
necessary actions as indicated in this report.
7.2 Director, Community Services, Report CS 10-19
Tender for Pickering Recreation Complex Heating Boiler System
Replacement
Tender No. T-26-2019
Recommendation:
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1. That Tender No. T-26-2019 submitted by Mapleridge Mechanical
Contracting Inc., in the amount of $304,468.33 (HST included) be
accepted;
2. That the total gross project cost of $349,668.00 (HST included),
including the amount of the tender, contingency, and other associated
costs, and the total net project cost of $314,887.00 (net of HST rebate),
be approved;
3. That the Director, Finance & Treasurer be authorized to finance the net
project cost of $314,887.00 as provided for in the 2019 Recreation
Complex — Core Capital Budget by a transfer from Federal Gas Tax
Reserve Fund; and,
4. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
7.3 Director, Community Services, Report CS 21-19
Quotation No. Q-15-2019
Supply & Delivery of Four One-Ton Dump Trucks with 12' Aluminum
Dump Body
Recommendation:
That Quotation No. Q-15-2019, submitted by Donway Ford Sales Ltd.,
in the amount of $220,724.00 (HST excluded) be accepted;
2. That the total gross project cost of $289,360.00 (HST included),
including three optional lift gates and other associated costs, and that
the total net project cost of $260,578.00 (net of HST rebate) be
approved;
3. That the Director, Finance & Treasurer be authorized to finance the
total net project cost of $260,578.00 as follows:
a) the sum of $192,945.00 as provided for in the Capital Budget from
Development Charges Roads & Related;
b) the sum of $67,633.00 as provided for in the Capital Budget from
the Vehicle Replacement Reserve fund; and,
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4. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
7.4 Director, Community Services, Report CS 28-19 16
Volunteer Policy Approval
Recommendation:
That Council approve the Volunteer Policy as set out in Attachment 1,
subject to minor revisions deemed acceptable to the Director,
Community Services; and,
2. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
7.5 Director, Community Services, Report CS 32-19 24
Quotation No. Q-16-2019
Quotation for the Supply & Delivery of Four Pick-Up Trucks and Three
SUVs
Recommendation:
That Quotation No. Q-16-2019, submitted by Blue Mountain Chrysler
Ltd. in the amount of $54,937.00 (HST excluded), Fraser Durham
Chrysler podge Jeep Ram Inc. in the amount of $178,534.82 (HST
excluded), and Donway Ford Sales Ltd. in the amount of $35,807.00
(HST excluded), be accepted;
2. That the total gross project cost of $325,363.00 (HST included)
including other associated costs and that the total net project cost of
$288,792.00 (net of HST rebate) be approved;
3. That the Director, Finance & Treasurer be authorized to finance the
total net project cost of $288,792.00 from the Vehicle Replacement
Reserve; and,
4. That the appropriate officials of the City of Pickering be authorized to
take necessary actions as indicated in this report.
7.6 Director, Finance & Treasurer, Report FIN 16-19 31
2018 Building Permit Stabilization Reserve Fund
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Recommendation:
That Report FIN 16-19 of the Director, Finance & Treasurer be received
for information.
8. Report PD 2019-06 of the Planning & Development
Committee held on September 9, 2019
8.1 Director, City Development & CBO, Report PLN 19-19
Zoning By-law Amendment Application A 02/19
2545633 Ontario Inc.
Pt Lot 6, Plan 585, Now Pt 11, Plan 40R-2633
(2620 Brock Road)
Recommendation:
Refer to Planninq &
Development Agenda
paqes:
That Zoning By-law Amendment Application A 02/19, submitted by
2545633 Ontario Inc., to facilitate a residential stacked townhouse
condominium development on lands municipally known as 2620 Brock
Road, be endorsed subject to provisions contained in Appendix I to Report
PLN 19-19, and that staff be authorized to finalize and forward an
implementing Zoning By-law to Council for enactment following the
conveyance of the land required for the collector road to the City.
8.2 Director, City Development & CBO, Report PLN 20-19
Zoning By-law Amendment Application A 06/19
City Initiated: City Facilities and Pickering Town Centre Joint Venture
Select Lands East and West of Glenanna Road in the City Centre
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Memorandum from the Director, City Development & CBO
Replacement Recommendation for Planning & Development Committee Report
Item 8.2: PLN 20-19
Revisions to the Draft Implementing By-law
[Refer to page 183 for the Memorandum and page 286 for the revised By-law in
this agenda]
Recommendation:
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September 23, 2019
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1. That City Initiated Zoning By-law Amendment Application A 06/19 to
amend City Centre Zoning By-law 7553/17, as amended, be approved,
to:
a) introduce new definitions for Net Floor Area and Floor Space
Index;
b) the City of Pickering lands located on the south side of The
Esplanade South, between Glenanna Road and Valley Farm Road,
from City Centre Civic (CCC) to City Centre Two (CC2) to permit
residential uses, and to permit an increase in height for 2 point
tower buildings to 121 metres and 97 metres on the lands, and to
reduce the maximum building height to 21 metres on the remaining
lands;
c) rezone part of the Pickering Town Centre lands, located on the
west side of Glenanna Road south of Kingston Road and north of
Pickering Parkway, to permit a maximum building height of 125
metres, except for 1 building which may have a maximum height of
153 metres; and,
2. Further, that the draft zoning by-law amendment to implement Zoning
By-law Amendment Application A 06/19, as set out in Appendix I to
Report PLN 20-19, be forwarded to Council for enactment.
9. Reports — New and Unfinished Business
9.1 Chief Administrative Officer, Report CAO 09-19 186
Comparison of Cost Estimates for Pickering City Centre
Appraisal of Land Exchange related to Pickering City Centre
Recommendation:
That the attached report entitled Comparison of Cost Estimates for
Pickering City Centre, prepared by Independent Project Managers,
be received for information;
2. That the attached Appraisal Reports prepared by D. Bottero &
Associates Limited be received for information;
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3. That staff be directed to continue detailed discussions with Cushman
& Wakefield and OPB Realty Inc. toward finalizing the construction
cost estimates and final Memorandum of Understanding; and,
4. That staff bring forward a staffing implementation plan for the City
Centre project during the 2020 budget process.
9.2 Director, Engineering Services, Report ENG 09-19 254
Tender for Centennial Park Picnic Shelter and Amenities
Tender No. T-27-2019
Recommendation:
That Tender No. T-27-2019 as submitted by Loc-Pave Construction
Limited in the total tendered amount of $352,797.30 (HST included)
be accepted;
2. That the total gross project cost of $398,523.00 (HST included),
including the tendered amount and other associated costs and the
total net project cost of $358,882.00 (net of HST rebate) be
approved;
3. That the Director, Finance & Treasurer be authorized to finance the
total net project cost in the amount of $358,882.00 as follows:
a) The sum of $358,000.00 as approved in the 2019 Parks Capital
Budget to be financed by the issuance of debentures by The
Regional Municipality of Durham over a term not to exceed 15
years;
b) The sum of $882.00 to be funded from property taxes;
c) The annual repayment charges in the amount of approximately
$31,640.00 be included in the annual Current Budget for the City
of Pickering commencing 2019, or such subsequent year in which
the debentures are issued and continuing thereafter until the
debenture financing is repaid,
d) The Treasurer be authorized to make any changes, adjustments,
and revisions to amounts, terms, conditions, or take any actions
necessary in order to effect the foregoing;
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4. That the draft By-law attached to this report be enacted; and,
5. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
10. Motions and Notice of Motions
10.1 An Age Friendly Affordable Housing Strategy
Moved by Councillor Brenner
Seconded by Councillor Butt
WHEREAS, the City of Pickering is projected to be a driving force for
residential and economic growth in Durham Region and the GTA over the
next 2 decades;
And Whereas, by the year 2031 the estimated population of Pickering will
grow to 190,000;
And Whereas, the lack of affordable and sustainable housing options have
reached a crisis in parts of Canada, and in particular the Greater Toronto
area;
And Whereas, the City of Pickering recognizes that there is an urgent
need to create an age friendly housing strategy that includes reviewing
and redefining its urban/living boundaries consistent with current and
future growth within the GTA, Durham, and City of Pickering beyond 2031;
And Whereas, the City of Pickering considers all serviceable lands with
access to water and sewer within its current and potential urban/living
boundaries be considered as a living area;
And Whereas, the Province of Ontario has recognized the need for more
housing choices and more affordability;
And Whereas, the Ministry of Municipal Affairs and Housing has produced
its "More Homes, More Choice: Ontario's Housing Supply Action Plan",
and has given royal assent to Bill 108 (More Homes, More Choice Act,
2019) to address housing supply, housing variety and affordability;
And Whereas, the City of Pickering has commenced a Strategic Plan
Review that includes redefining its urban/living boundaries;
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And Whereas, the Provincial Government amended the Growth Plan to
permit some additional options for urban area boundary expansions, and
to allow upper and single-tier municipalities to request alternative
intensification targets to address, among other matters, greater housing
supply, and affordability;
And Whereas, proposed amendments to the Provincial Policy Statement
will allow consideration of market demands and needs in determining
housing options, as a strategy to provide a more diverse range of grade
related homes;
And Whereas, the Region of Durham is currently undertaking a municipal
comprehensive review of its settlement areas, including a land needs
assessment as required by the Growth Plan for the Greater Golden
Horseshoe;
And Whereas, on February 27, 2019, Durham Regional Council
commented on Amendment 1 to the Growth Plan for the Greater Golden
Horseshoe 2017 in support of a minimum density of 50 persons and jobs
per gross hectare for new greenfield developments, and a region-wide
intensification target of a minimum 45% within the existing built boundary;
And Whereas, the City of Pickering supports the Region's comments on
Amendment 1 to the Growth Plan;
Now therefore be it resolved that the Council of the Corporation for the
City of Pickering request that the Region of Durham in their review include:
1. All lands within the City of Pickering meet the following criteria:
• Lands not restricted by availability of servicing
• Lands that do not comprise a Specialty Crop Area
• Lands that are not within a Natural Heritage System
• Lands not located in the Moraine Natural Core and Linkage Areas
• Lands experiencing growth pressures and or with locations in the
white belt that are appropriate for growth and can achieve a
healthy, connected, thriving and complete community
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• Lands that have existing or planned infrastructure to support and
accommodate growth
2. That the Region of Durham be requested to seek approval of the
Minister of Municipal Affairs and Housing to an alternate intensification
rate of 45% for Durham Region that will enable greater flexibility to
provide a more diverse range of grade related housing mix;
3. That City staff be directed to report back to Planning & Development
Committee in the first quarter of 2020 outlining a process develop an
age friendly housing strategy, including changes to Pickering's Official
Plan and any required secondary plan reviews of those lands in
Pickering that meet the stated criteria of recommendation #1; and,
4. That a copy of this resolution be forwarded to the Premier of Ontario,
Durham Region MPPs, all Durham Regional Municipalities, and the
Region of Durham.
11. By-laws
11.1 Bv-law 7710/19 270
Being a By-law to amend Restricted Area (Zoning) By-law 3037, as
amended, to implement the Official Plan of the City of Pickering, Region
of Durham, in Part of Lots 19 and 20, Concession 3, Now Parts 1 to 5,
40R-28547, City of Pickering (A 05/17).
By-law approved by LPAT decision PL171399 — no action required. By-
law being assigned a number for record-keeping purposes in accordance
with the Tribunal Order.
11.2 Bv-law 7711-19 281
Being a By-law to appoint Sotirios Mangas as a Municipal Law
Enforcement Officer for the purpose of enforcing the by-laws of The
Corporation of the City of Pickering.
11.3 By-law 7712/19 283
Being a By-law to establish Part of Lot 27, RCP 818, designated as Part
6, 40R-30489, as public highway.
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12.
11.4 Bv-law 7713/19
11.5
Council Meeting Agenda
September 23, 2019
Council Chambers
7:00 pm
Being a By-law to amend Restricted Area Zoning By-law 7553/17, as
amended, to implement the Pickering Official Plan, Region of Durham,
South Part of Lots 20 to 23, Concession 1, City Centre Neighbourhood,
City of Pickering (A 06/19). [Refer to Item 8.2 PLN 20-19]
By-law 7714/19
Being a by-law to authorize the Centennial Park Picnic Shelter and
Amenities project in the City of Pickering and the issuance of debentures
in the amount of $358,000.00. [Refer to Item 9.2 ENG 09-19]
Confidential Council — Public Report
13. Other Business
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Confirmation By-law
Adjournment
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Present:
Mayor David Ryan
Councillors:
K. Ashe
M. Brenner
S. Butt
I. Cumming
B. McLean
D. Pickles
Also Present:
T. Prevedel
K. Bentley
P. Bigioni
J. Hagg
R. Holborn
C. Rose
S. Cassel
V. Plouffe
N. Surti
L. Roberts
Special Planning & Development
Committee Meeting Minutes
Monday, June 24, 2019
Council Chambers — 6:30 pm
Chair: Councillor Ashe
- Chief Administrative Officer
- Director, City Development & CBO
- Director, Corporate Services & City Solicitor
- Fire Chief
- Director, Engineering Services
- Chief Planner
- City Clerk
- Manager, Facilities Capital Projects
- Manager, Development Review & Urban Design
- Committee Coordinator
1. Disclosure of Interest
No disclosures of interest were noted.
2. Delegations
Delegates who registered to speak are noted later in the meeting.
3. Information Reports
Councillor Ashe, Chair, gave an outline of the requirements for a Statutory
Meeting under the Planning Act. He outlined the notification process procedures
and also noted that if a person or public body does not make oral or written
submissions to the City before the by-law is passed, that person or public body
are not entitled to appeal the decision of City Council to the Local Planning
Appeal Tribunal (LPAT), and may not be entitled to be added as a party to the
hearing unless, in the opinion of LPAT, there are reasonable grounds to do so.
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� � � �[ � �] � � � Monday, June 24, 2019
�l �� Council Chambers — 6:30 pm
Chair: Councillor Ashe
Catherine Rose, Chief Planner, appeared before the Committee to act as
facilitator for the Information Reports portion of the meeting, explaining the
process for discussion purposes as well as the order of speakers.
3.1 Information Report No. 13-19
Zoning By-law Amendment Application A 06/19
City Initiated: City Facilities and Pickering Town Centre Joint Venture —
Select Lands East and West of Glenanna Road in the City Centre
A public information meeting was held under the Planning Act, for the
purpose of informing the public with respect to the above-noted application.
N. Surti, Manager, Development Review & Urban Design, appeared before
the Committee to provide an overview of the City initiated joint venture for
the City Centre. Through the aid of a Power Point presentation, he
provided background information on the downtown Pickering vision for
intensification, to be a sustainable accessible and distinct city centre for all
residents. He outlined approved Official Plan amendments which
authorized staff to finalize the City Centre Urban Design Guidelines and
introduced new designations and policies. He outlined the current policy
framework and zoning for the subject lands and stated that the Zoning By-
law approved in 2017 introduced new zone categories permitting a broader
range of uses as well as new development standards to regulate the size,
location, massing and height of buildings.
Mr. Surti also noted that during the development of the City Centre vision,
a unique opportunity was presented with the closure of Sears and
relocation of the theatres which offered further opportunities for the
redevelopment of the City Centre. Mr. Surti concluded his presentation by
providing a summary of the public comments received to date.
T. Prevedel, Chief Administrative Officer, appeared before the Committee
to provide background information on the proposed development noting it
began two years ago and included previous Council approvals to proceed
with a study to create a new landmark for Pickering. He noted that the
report being presented tonight deals only with City of Pickering and the
Pickering Town Centre lands and stated that the comments received to
date were enthusiastic. Mr. Prevedel stated that the report outlines the
challenges involved and noted that staff were currently working on
outstanding items as well as a business case which would be presented to
Council on July 22, 2019.
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� � � �[ � �] � � � Monday, June 24, 2019
�l �� Council Chambers — 6:30 pm
Chair: Councillor Ashe
Dayna Gilbert, CAPREIT (Canadian Apartment Properties Real Estate
Investment Trust), appeared before the Committee and referred to a map
that outlined the property adjacent to the proposed development which is
owned by CAPREIT and includes five apartment buildings. She provided
an overview of the current zoning on the lands, noting a need to create a
Block Plan and stated that during the past year, multiple meetings had
taken place regarding the proposed City Centre development. Ms. Gilbert
stated they will be looking at impacts of the development on their property,
but expressed their concerns to ensure the block is done comprehensively,
so that there is access and connectivity from their property to the new
development and that their tenants' rights are protected. She stated they
will be submitting more formal comments to the City but that they are
looking to move forward and work with the City as expeditiously as
possible.
George Buckles, Vice-President, Cushman & Wakefield, appeared before
the Committee and provided background information on their company,
noting they have worked with PTC for over 20 years and have seen
numerous changes over that time period. He stated that while the closure
of Sears was unfortunate, it has freed up 10 acres in which to better utilize
and urbanize the Pickering Town Centre. He outlined the layout of the
proposed development which would include a theater, library, double gym
and senior/youth centre. He stated this was an exciting opportunity and
that they would continue to work with CAPREIT to integrate their ideas into
the development.
Aline Revoy, 1200 The Esplanade North, Pickering, appeared before the
Committee to express concerns over the proposed height of the
condominium units, noting views from the Esplanade as well as Valley
Farm will be affected. She questioned why the large jump in the number of
storeys, noting this would not fit in with the look of the community.
Barbara Cooney, 1000-1712 The Esplanade North, Pickering, appeared
before the Committee noting concerns that the Consultant's report
prepared by JKO Planning Services, lacked comments with respect to
infrastructure, public/private transportation, education, garbage and the
existing dangerous traffic conditions on Glenanna Road. She also noted
that residents of existing surrounding condominiums are already penalized
in regards to taxes, as they do not receive the same services as single
dwellings. Ms. Cooney raised further concerns regarding the
environmental impacts and lack of greenspace, reduction of the carbon
footprint, and the problems with on-going construction over the next
number of years which could potentially lower existing property values.
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Special Planning & Development
Committee Meeting Minutes
Monday, June 24, 2019
Council Chambers — 6:30 pm
Chair: Councillor Ashe
Tom Shanahan, 1525-410 Diefenbaker, Pickering, appeared before the
Committee in support of progress and the redevelopment of the City
Centre. He noted that progress is relentless and while it may be difficult, it
needs to be professionally addressed in a respectful manner. He
encouraged residents to embrace change and not to let fear restrict
g rowth .
Steve Gilchrist, 155-1995 Royal Road, Pickering, appeared before the
Committee, in opposition to the current zoning. He discussed the benefits
of retail over residential and questioned the need for a seniors centre, gym
and library in such close proximity to existing services. He questioned the
development charges for the proposed new buildings and widening of
Glenanna Road and the costs that would be incurred for services that are
not needed. Mr. Gilchrist raised further questions regarding use of the
existing space in the empty Sears store at the Pickering Town Centre and
whether that space could be utilized instead of building new structures. He
noted that condominiums over retail would not be in the best interest of the
community, and also noted commercial tax would be much higher than
residential. He stated that there was a need for balance noting that this
was not the best use of City lands and that it was providing a benefit to a
private land owner. He urged the Committee to reject the proposal and
come back with an alternate one.
Patty Rowl, 1880-524 Valley Farm Road, Pickering, appeared before the
Committee, noting her opposition to the proposed height of the
condominium towers. She stated this would create shadowing, loss of
sight lines and sunlight and questioned the need for such a drastic change
in height.
lan Robertson, 893 Modlin Road, Pickering, appeared before the
Committee stating this development would set a precedent for all builders.
He noted that consideration should be given with respect to heights, as
problems can arise with wind tunnels, heating, lightning storms and high
snowfalls.
Robert Crowder, 1540-504 Pickering Parkway, Pickering, appeared before
the Committee and stated the importance of relaying information to citizens
on development impacts such as shadowing, potential costs involved with
parking at new facilities, City facilities constructed on privately owned lands
and play areas around the proposed new signature building to enable
citizens to relay concerns to their Councillors so they can make informed
decisions.
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Chair: Councillor Ashe
Deborah Kent, 908 Lynx Avenue, Pickering, appeared before the
Committee, noting a discrepancy in the map attached, which did not
include the AVIVA retirement home. She questioned where residential
parking would be, the height of the office tower as well as the connectivity
between AVIVA and the new complex. She noted the need to offset the
buildings to avoid wind tunneling and a need for heated walkways to allow
for continued pedestrian access through harsh winter months. Ms. Kent
also questioned the flight path with a proposed airport, and the power
source for the new development with the future closure of the Pickering
Nuclear Generating Station. Ms. Kent concluded her delegation by stating
that there was a need to ensure that green space was included in the
development and that it brings in real jobs.
Greg Fernandes, 582 Rainy Day Drive, Pickering, appeared before the
Committee in support of evolving progress but stressed it needed to be
done in a controlled manner, noting the need for a cost analysis and the
effect on property taxes. He stated he would support future casino funds
being used for this project and questioned why the City would give a
percentage of casino revenue to the Durham Region when it could be used
for initiatives such as this proposed development. Mr. Fernandes raised
further questions as to whether existing structures could be utilized to avoid
the need for new buildings and whether the building heights could be
lowe red .
Richard Kane, 1535-207 Diefenbaker Court, Pickering, appeared before
the Committee in opposition to the proposed building heights, noting
concerns with wind tunneling and the effects on the area, as well as
parking, infrastructure and traffic with an influx of new residents. He
questioned where the energy would come from to support the new
development as well as the timing of crosswalks to provide more time for
pedestrians to safely cross streets.
Heather Robinson, Pickering Resident, appeared before the Committee,
quoting a CBC news article from April 2017 that discussed the effects of
strong wind gusts with tall towers and various multiple phenomenas which
can occur at once. She noted the article indicated solutions such as the
installation of awnings and podiums to the building's design, noting it was a
shared responsibility to come up with solutions. Members requested Ms.
Robinson provide a copy of the article to the City Clerk for circulation to
Members of Council.
It was the consensus of the Committee to take a short recess.
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Chair: Councillor Ashe
Committee recessed at 8:05 p.m. and reconvened at 8:10 p.m.
Eileen Higdon, 852 Fairview Avenue, Pickering, appeared before the
Committee and stated that she thought the development was exciting but
that the change in building heights was concerning as well as the minimal
parking that would be available for the number of residential units.
Marie Hardie-Beaudoin, 734 Leaside Street, Pickering, appeared before
the Committee and stated that the proposal was exciting but that it was not
considering age-friendly communities or striving toward such a community.
She further stated the need to look at the proposed footprint and work this
into the planning process noting that development seemed to be dictating
the agenda. Ms. Hardie-Beaudoin raised concerns regarding
environmental impacts and the proximity of the development to
Frenchman's Bay as well as the need to incorporate a vision as part of
climate change. She further relayed comments regarding the disruption of
major construction which brings about noise and dust issues and asked
Committee to strongly consider the impacts of the development to
taxpayers.
Abigail Sampson, 822 Bem Avenue, Pickering, appeared before the
Committee, noting her concerns for the existing residents living in the area.
She noted the importance for the City to provide as much information as
possible during public engagement.
Napoleon Costaneda, 1400-711 The Esplanade North, Pickering,
appeared before the Committee, and stated he was in agreement with
previous concerns noted by residents. He also questioned security and
how the City proposed to handle a potential increase in crime, as well as
issues pertaining to garbage, traffic, bike lanes and the safety of cyclists.
John Fahey, 1400 The Esplanade North, Pickering, appeared before the
Committee in support of the Civic Centre redevelopment, noting the
potential is here to capture an urban oasis. He stated that while
intensification must happen, it is currently unsafe for cyclists. Mr. Fahey
further noted the need to look at interconnectivity.
Sid Cocker, 1000 The Esplanade North, Unit 1012, Pickering, appeared
before the Committee, questioning the increase in building height, noting
that he felt most residents were opposed to this. He noted he had
supported the original plan, but that this one is currently overboard.
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Special Planning & Development
Committee Meeting Minutes
Monday, June 24, 2019
Council Chambers — 6:30 pm
Chair: Councillor Ashe
There were no further delegations.
Councillor Ashe, Chair, summarized the concerns raised by residents
during the meeting as follows:
• Building height and the impact on shadowing
• Transportation network
• Occupancy yields
• Tax rates
• Environmental impacts/climate change
• Greenspace
• Maintaining retail/development charges
• Wind tunnels
• Parking
• Housing mix
• Flight path with proposed airport
• Crime
• Garbage
• Need for a business case
Discussion ensued with Members of the Committee requesting that staff
provide clarification on how parking would be accommodated and that
underground parking have a direct access onto Pickering Parkway and
Kingston Road as opposed to internal roadways, cost analysis, density
comparisons as well as rental components with a broader incorporation of
CAPREIT lands and how the age-friendly community would be addressed.
Adjournment
Moved by Mayor Ryan
Seconded by Councillor McLean
That the meeting be adjourned.
Meeting adjourned at 8:35 pm
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Present:
Mayor David Ryan
Councillors:
, Ashe
. Brenner
, Butt
Cumming
, McLean
. Pickles
Also Present:
T. Prevedel
K. Bentley
P. Bigioni
R. Holborn
S. Cassel
V. Plouffe
L. Roberts
Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
- Chief Administrative Officer
- Director, City Development & CBO
- Director, Corporate Services & City Solicitor
- Director, Engineering Services
- City Clerk
- Manager, Facilities Capital Projects
- Committee Coordinator
Due to the Special Planning and Development Committee Meeting held at 6:30 p.m., the
Regular Council Meeting commenced at 8:45 p.m.
1. Invocation
2.
3
Mayor Ryan called the meeting to order and led Council in the saying of the
Invocation.
Disclosure of Interest
No disclosures of interest were noted.
Adoption of Minutes
Resolution # 102/19
Moved by Councillor Butt
Seconded by Councillor Brenner
In Camera Council Minutes, May 27, 2019
Council Minutes, May 27, 2019
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Executive Committee Minutes, June 17, 2019
Planning & Development Committee Minutes, June 17, 2019
Carried
4. Presentations
There were no presentations.
5. Delegations
5.1 Carion Fenn, Carion Fenn Foundation
Re: Durham Mental Health Day, October 10, 2019
Carion Fenn, President & CEO of Carion Fenn Foundation appeared
before Council to provide an overview of their foundation, and was joined
by Billie Jane Bolton-Rojo, Aisha Francis and Olga Syka, Members of the
Foundation.
Through the aid of a Power Point presentation, they provided an
overview of the Foundation, a registered charity that promotes health and
wellness. The presenters outlined the various types of inental health
they support, as well as the awareness and support programs available.
They noted the impact mental illness has on families, the community as
well as the workplace.
In closing, Ms. Fenn noted that Durham Mental Health Day will be held
on October 10, 2019 and thanked Mayor and Council for issuing the first
proclamation in recognition of Mental Health Day.
5.3 Paul White, Fairport Beach Neighbourhood Association
Re: Notice of Motion
Review and Update of Property Standards By-law
Paul White, 507 Cliffview Road, Pickering, appeared before Council in
support of the Notice of Motion for a review and update of the Property
Standards By-law. Through the aid of a PowerPoint presentation, he
provided Council with a number of photos outlining the condition of
vacant lots on Cliffview Drive that are pending development. He
indicated the lots have become a dump site, with various items of
garbage, tree stumps, brush and other debris along with deep ruts left by
heavy equipment. He stated that the City of Pickering has two relevant
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by-laws that could deal with and enforce regular maintenance of such
lots, but that they were not being utilized. He noted that complaints
resulted in little feedback with no sufficient resolution. Mr. White
recommended that the by-laws contain short form wording, that fines be
increased, that a review of the zoning by-laws be undertaken, that the
City contract out inspectors to address staffing concerns and that there
be more response to complaints received by the City.
5.2 Catherine Reidt
Re: Neighbourhood Noise Concerns
Catherine Reidt, 1744 Finch Avenue, Pickering, appeared before Council
to express her concerns relating to constant noise emanating from a car
dealership in their neighbourhood. She stated that the issues are a result
of their intercom system and activating of car horns to locate vehicles in
the lot. She noted the noise can be heard with all windows and doors
closed, and noted the negative impacts of excessive noise on health and
quality of life. She stated that they have sought support from City By-law
and approached the dealership directly, with no solutions. She noted
that the dealership had made some adjustments, but more could be
done. She respectfully requested that Council recognize a need for
action and look into current by-laws to increase effectiveness and
enforcement.
6. Correspondence
6.1 Corr.16-19
Gary Carr, Regional Chair, Halton Region
Re: Bill 108 — Proposed More Homes, More Choice Act
Resolution # 103/19
Moved by Councillor Ashe
Seconded by Councillor McLean
That Corr. 16-19, dated May 31, 2019, from Gary Carr, Regional Chair,
Halton Region, regarding Bill 108 — Proposed More Homes, More Choice
Act be endorsed.
Carried
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
6.2 Corr.17-19
Alexander Harras, Manager of Legislative Services/Acting Clerk,
Town of Ajax
Re: Regional Government Review
Resolution # 104/19
Moved by Councillor Ashe
Seconded by Councillor McLean
That Corr. 17-19, dated May 23, 2019, from Alexander Harras, Manager
of Legislative Services/Acting Clerk, Town of Ajax, regarding the
Regional Government Review be endorsed.
Carried
6.3 Corr.18-19
June Gallagher, Deputy Clerk, Municipality of Clarington
Re: Central Lake Ontario Conservation Authority - Funding
Resolution # 105/19
Moved by Councillor Ashe
Seconded by Councillor McLean
That Corr. 18-19, from June Gallagher, Deputy Clerk, Municipality of
Clarington, regarding Central Lake Ontario Conservation Authority —
Funding be endorsed.
Carried
6.4 Corr.19-19
Debbie Leroux, Deputy CAO/Director of Legislatives Services/Clerk,
Township of Uxbridge
Re: 2022 Ontario Summer Games
Resolution # 106/19
Moved by Councillor Ashe
Seconded by Councillor McLean
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
That Corr. 19-19 received from Debbie Leroux, Deputy CAO/Director of
Legislatives Services/Clerk, Township of Uxbridge, regarding 2022
Ontario Summer Games be endorsed.
Carried
Report EC 2019-06 of the Executive Committee held on June 17, 2019
7.1 Director, Community Services, Report CS 06-19
Beverage Supply Agreement Renewal — Coca-Cola Canada Bottling
Limited
Council Decision:
1. That the Mayor and City Clerk be authorized to execute a Beverage
Supply Agreement with Coca-Cola Canada Bottling Limited as set out
in Attachment 1 to this report, subject to minor revisions as may be
required by the Director, Community Services and the Director,
Corporate Services & City Solicitor; and,
2. That the appropriate City officials be authorized to take the necessary
actions as indicated in this report.
7.2 Director, Community Services, Report CS 08-19
Quotation No. Q-7-2019
Supply and Delivery of Road Grader with Attachments
Council Decision:
1. That Quotation No. Q-7-2019 submitted by Toromont CAT in the
amount of $361,823.10 (HST excluded) be accepted;
2. That the total gross project cost of $410,555.00 (HST included),
including the amount of the quotation, optional equipment (Automated
Grade Control system) and other associated costs, and the total net
project cost of $369,717.00 (net of HST rebate) be approved;
3. That the Director, Finance & Treasurer be authorized to finance the
total net project cost in the amount of $369,717.00 as follows:
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a) the sum of $350,000.00, as provided for in the 2019 Capital
Budget, be increased to $369,000.00, to be financed by the issue
of debentures by the Regional Municipality of Durham over a
period not to exceed five years;
b) the balance sum of $717.00 to be funded from property taxes;
c) the annual repayment charges in the amount of approximately
$81,150.00 be included in the annual Current Budget for the City of
Pickering commencing 2019, or such subsequent year in which the
debentures are issued, and continuing thereafter until the
debenture financing is repaid, and any financing cost to be paid out
of the Current Budget; and,
d) the Treasurer be authorized to make any changes, adjustments,
and revisions to amounts, terms, conditions, or take any actions
necessary in order to effect the foregoing;
4. That the draft By-law attached to this report be enacted; and,
5. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in the report.
7.3 Director, Community Services, Report CS 24-19
Gingerbread Co-operative Nursery School (Pickering) Inc.
License Agreement Renewal
Council Decision:
1. That the Mayor and City Clerk be authorized to execute a License
Renewal Agreement with Gingerbread Co-operative Nursery School
(Pickering) Inc. as set out in Attachment 1 to this report, subject to
minor revisions as may be required by the Director, Community
Services and the Director, Corporate Services & City Solicitor; and,
2. That the appropriate City officials be authorized to take the necessary
actions as indicated in this report.
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7.4 Director, Community Services, Report CS 30-19
Community Festivals and Events — Approval of Christmas Market in
Esplanade Park
Council Decision:
1. That Council authorize staff to issue a park permit for the use of
Esplanade Park by Graymatter Marketing Solutions from Friday,
November 29 to Saturday, November 30, 2019 (inclusive) for a
Christmas Market, on terms and conditions satisfactory to Director,
Community Services and Chief Administrative Officer; and,
2. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
7.5 Director, Engineering Services, Report ENG 07-19
Amendment to Traffic and Parking By-law 6604/05
Inclusion of New Roads and Traffic Controls, Kindwin Subdivision
Council Decision:
That the attached draft by-law be enacted to amend Schedule "2",
Schedule "5", Schedule "6", Schedule "7", Schedule "9" and Schedule
"10" to By-law 6604/05 to provide for the regulation of stopping and
parking on highways or parts of highways under the jurisdiction of the
Corporation of the City of Pickering, specifically to provide for the
inclusion of new roads and traffic controls into the Traffic and Parking
By-law; and,
2. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
7.6 Director, Engineering Services, Report ENG 08-19
Amendments to Traffic and Parking By-law 6604/05 — Various
Locations
Council Decision:
That the attached draft by-law be enacted to amend Schedule "1 ",
Schedule "2", Schedule "6", Schedule "7", and Schedule "14", to By-
law 6604/05 to provide for the regulation of stopping and parking on
highways or parts of highways under the jurisdiction of the
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Corporation of the City of Pickering, specifically to provide for
stopping restrictions on Sheppard Avenue, parking restrictions on
Bainbridge Drive, an all-way stop at the intersection of Pine Grove
Avenue and Woodview Avenue, and Community Safety Zones on
Toynevale Road and on Rosebank Road; and,
2. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
Director, City Development & CBO, Report PLN 15-19
Sustainable Pickering Year-in-Review
Council Decision:
That Report PLN 15-19 be received for information.
7.9 Director, Finance & Treasurer, Report FIN 09-19
Investment Portfolio Activity for the Year Ended December 31, 2018
Ontario Regulation 438/97 under the Municipal Act, 2001
Council Decision:
It is recommended that report FIN 09-19 of the Director, Finance &
Treasurer, regarding Investment Portfolio Activity for the Year Ended
December 31, 2018, be received for information.
7.10 Director, Finance & Treasurer, Report FIN 11-19
Annual Indexing — Development Charges and Seaton Financial
Impacts Agreement
Council Decision:
1. That Report FIN 11-19 of the Director, Finance & Treasurer be
received;
2. That effective July 1, 2019 as provided for in By-law No. 7595/17, the
Development Charges (the "DCs") referred to in Schedule "C" of that
By-law be increased by 5.2 percent;
3. That effective July 1, 2019 as provided for in By-law No. 7595/17, the
DCs referred to in Schedule "D" of that By-law be increased by an
annual indexing of 5.2 percent;
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4. That effective July 1, 2019 the payments related to "10 per cent Soft
Services" as provided for by the Seaton Financial Impacts Agreement
(FIA) dated November 26, 2015 be increased by an annual indexing
of 5.2 per cent; and,
5. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
7.11 Director, Finance & Treasurer, Report FIN 12-19
Universal City One Developments Inc. — Request to Defer Payment of
Development Charges
Council Decision:
1. That Report FIN 12-19 of the Director, Finance & Treasurer be
received;
2. That, pursuant to By-law 7595/17:
a) the request by Universal City One Developments Inc. to defer the
payment of the City's share of Development Charges in the
amount of approximately $1,739,400 to the earlier of: (i) six
months after the commencement of foundation construction at
1474 Bayly Street, Pickering or (ii) when above grade construction
at the said address is commenced, be approved;
b) that the requirements of Section 14(2) of By-law 7595/17 be
waived accordingly and that the date of issuance of the final
building permit will determine the applicable Development Charge
rate and, if the final building permit is issued before July 1, 2019,
that the payment of Development Charges will be based on the
current rate plus interest, be approved;
c) that Universal City One Developments Inc., be required to enter
into a Development Charge Deferral Agreement with the City on
terms satisfactory to the Director, Finance & Treasurer and the
Director, Corporate Services & City Solicitor; and,
3. That the appropriate officials of the City of Pickering be authorized to
give effect thereto.
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
7.12 Director, Finance & Treasurer, Report FIN 13-19
2019 Final Tax Due Date for Commercial, Industrial, and Multi-
Residential Realty Tax Classes
Council Decision:
1. That Report FIN 13-19 of the Director, Finance & Treasurer be
received;
2. That the Director, Finance & Treasurer be authorized to issue the final
2019 Tax Bills for Commercial, Industrial and Multi-Residential
properties with a due date of September 26, 2019;
3. That the Director, Finance & Treasurer be authorized to make any
changes or undertake any actions necessary, including altering the
due date, in order to ensure that the tax billing process is completed
and in order to comply with Provincial Regulations;
4. That the draft By-law attached to this report be enacted; and,
5. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
Resolution # 107/19
Moved by Councillor Pickles
Seconded by Councillor Butt
That Report EC 2019-06 of the Executive Committee meeting held on
June 17, 2019 be adopted, save and except Item 7.8, Report FIN 08-19.
Carried
7.8 Director, Finance & Treasurer, Report FIN 08-19
2018 Year End
A brief discussion period ensued with staff responding to questions
raised with respect to the possibility of changing the appointment term of
the auditor from 3 years to 1 year. It was noted that a new financial
system was in the process of being implemented and that it would be
preferable to retain the existing auditor for at least 2 years and after that
time, staff could proceed with an RFP to investigate the available options.
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Resolution # 108-19
Moved by Councillor McLean
Seconded by Councillor Brenner
1. That the Report to the Executive Committee on the 2018 audit as
submitted by Deloitte LLP (Deloitte) be received for information;
2. That the 2018 draft Audited Consolidated Financial Statements for the
City of Pickering be approved; and,
3. That Deloitte LLP be reappointed to provide external auditing services
to the City of Pickering for a 3 year term.
Carried
Report PD 2019-05 of the Planning & Development Committee held on
June 17, 2019
8.1 Director, City Development & CBO, Report PLN 16-19
Proposed Telecommunication Tower
Shared Network Canada
Part of Lot 14, Concession 9, Now Parts 2 to 4, Plan 40R-20211
(2170 Ninth Concession Road)
Installation #66
This item was referred back to staff at the Planning & Development
Committee meeting held on June 17, 2019.
8.2 Director, City Development & CBO, Report PLN 17-19
Official Plan Amendment OPA 18-004/P
Zoning By-law Amendment Application A 09/18
Trillium Housing Oak Non-Profit Corporation
Part of Lot 18, Concession 3, Part 1, 40R-29457
(Southeast Corner of William Jackson Drive and Earl Grey Avenue)
Council Decision:
1. That Official Plan Amendment Application OPA 18-004/P, submitted
by Trillium Housing Oak Non-Profit Corporation, to re-designate the
lands located on the southeast corner of William Jackson Drive and
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Earl Grey Avenue from "Urban Residential Areas — Medium Density
Areas" to "Urban Residential Areas — High Density Areas" to allow a
maximum site density of 161 units per net hectare in order to facilitate
a residential condominium development consisting of 264 stacked
units, be approved, and that the draft by-law to adopt Amendment 37
to the Pickering Official Plan as set out in Appendix I to Report PLN
17-19 be forwarded to Council for enactment;
2. That Zoning By-law Amendment Application A 09/18, submitted by
Trillium Housing Oak Non-Profit Corporation, to facilitate a residential
condominium development consisting of 264 stacked units on lands
located on the southeast corner of William Jackson Drive and Earl
Grey Avenue, be endorsed subject to the provisions contained in
Appendix II to Report PLN 17-19, and that staff be authorized to
finalize and forward an implementing Zoning By-law Amendment to
Council for enactment;
3. That Informational Revision 25 to the Pickering Official Plan Duffin
Heights Neighbourhood Map 25 to delete the symbol for a"Proposed
Separate Elementary School", as set out in Appendix III, be approved;
and,
4. That the changes to the Duffin Heights Neighbourhood Development
Guideline Figure A— Tertiary Plan, as shown on Appendix IV to
Report PLN 17-19, to delete the "Future Elementary School", be
approved.
8.3 Director, City Development & CBO, Report PLN 18-19
Comprehensive Zoning By-law Review Work Program
Council Decision:
That Council endorse the Work Program for Pickering's
Comprehensive Zoning By-law Review and authorize staff to proceed
as outlined in Appendix I to Report PLN 18-19; and,
2. That Council authorize staff to prepare and release a Request for
Proposal to retain external planning consultants to assist with the
completion of Phase 1 of the Comprehensive Zoning By-law Review
as outlined in Appendix II to Report PLN 18-19, and report back to
Council on the hiring recommendation.
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9.
Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Resolution # 109/19
Moved by Councillor Pickles
Seconded by Councillor Butt
That Report PD 2019-05 of the Planning & Development Committee
meeting held on June 17, 2019 be adopted.
Carried
Reports — New and Unfinished Business
9.1 Director, Corporate Services & City Solicitor, Report LEG 06-19
Strategic Plan
Proposal of Planning Solutions Inc.
A brief discussion ensued with staff providing clarification on timelines
for stages 1 and 2 of the work plan.
Further discussion ensued regarding the need to be flexible in the
implementation of the Plan as the City embarks on various projects
and the need for these projects to feed into the Strategic Plan.
Resolution # 110/19
Moved by Councillor Butt
Seconded by Councillor Brenner
1. That the Proposal of Planning Solutions Inc. dated June 13, 2019 be
received for information;
2. That the two stage strategic planning process described in the
Proposal be endorsed, inclusive of: (a) A Stage I Workplan which
recognizes the City's existing capital projects and goals; and (b) A
Stage II Strategic Plan which will establish a vision and long term
goals for the City, including a vision for the City's future growth areas;
3. That the strategic planning process be inclusive, involving Council,
City staff, community partners, agencies, organizations, residents,
businesses, landowners and other stakeholders; and,
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Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
4. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
Carried
9.2 Director, Engineering Services, Report ENG 06-19
Consultant Selection for Stormwater Management Facilities
Asset Management Plan
Proposal No. RFP-3-2019
Resolution # 111/19
Moved by Councillor Pickles
Seconded by Councillor Cumming
1. That Proposal No. RFP-3-2019 — Stormwater Management Facilities
Asset Management Plan, submitted by The Municipal Infrastructure
Group Limited in the amount of $235,966.60 (HST included) be
accepted;
2. That the total gross project cost of $332,082.00 (HST included),
including the proposal amount, a contingency and other associated
costs, and the total net project cost of $299,050.00 (net of HST
rebate) be approved;
3. That Council authorize the Director, Finance & Treasurer to fund the
total net project cost of $299,050.00 by a transfer from the Federal
Gas Tax Reserve Fund; and,
4. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
Carried
9.3 Director, Finance & Treasurer, Report FIN 14-19
Provincial Audit and Accountability Fund
Discussion ensued with staff providing clarification on the areas of
focus in the revised report.
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�� �1� Monday, June 24, 2019
� � � �f � � � � � Council Chambers
!l Immediately following the Special Planning
& Development Committee Meeting
Further discussion ensued regarding the funds being offered by the
Province to undertake an audit and clarification that the intent was not
to dissect the operations or budget of the City but rather assistance to
help find efficiencies.
Resolution # 112/19
Moved by Councillor Cumming
Seconded by Councillor Butt
1. That Report FIN 14-19 of the Director, Finance & Treasurer be
received;
2. That staff be directed to submit an Audit and Accountability Fund:
Expression of Interest for grant funding to the Ministry of Municipal
Affairs and Housing Central Region by June 30, 2019 deadline;
3. That Council grant the Chief Administrative Officer and the Director,
Finance & Treasurer the authority to single source a third party
consulting engagement in accordance with the City's Purchasing
Policy Item 10.03 and not to exceed $100,000 should the City of
Pickering's request for funding be approved by the Ministry of
Municipal Affairs and Housing; and,
4. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
Carried Unanimously on a Recorded Vote
10. Motions and Notice of Motions
10.1 Review and Update of Property Standards By-law
Discussion ensued with respect to the need to be pro-active
regarding property standards concerns, as some residents may fear
reporting issues.
Members questioned whether the revised by-law would take into
consideration work done by contractors on City boulevards and
whether Canada Post could have accommodations for residents to
place flyers in order to avoid having them litter the streets.
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�� �1� Monday, June 24, 2019
� � � �f � � � � � Council Chambers
!l Immediately following the Special Planning
& Development Committee Meeting
Resolution # 113/19
Moved by Councillor Brenner
Seconded by Councillor Cumming
Whereas the City of Pickering adopted Property Standards By-law
5943/02 on January 21, 2002, enabling Property Standards Officers
to enforce the By-law;
Whereas the By-law grants authorization to any employee, agent,
inspector or Officer of the City, and/or any Health Inspector to act as
an assistant to the City of Pickering's Property Standards Officers for
the purpose of enforcement;
Whereas residents in the City of Pickering have voiced frustrations to
elected Officials of the noticeable deterioration of conditions on
construction sites and/or occupied residential sites;
Whereas municipalities have implemented models as to how they
enforce property standards; and,
Whereas research has supported the "Broken Window Theory: the
concept of each problem that goes unattended in a given
environment affects people's attitude towards the environment and
leads to more problems."
Now Therefore be it resolved that:
1. Council direct City staff through the CAO, to commence a review
of By-law 5943/02;
2. Review best practices from other GTA municipalities as to their
By-laws and methods of enforcement, including an integrated
team approach;
3. Consult with the City of Pickering's Property Standards
Committee;
4. Report back to Council on an amended By-law no later than the
October 21, 2019 Council meeting; and,
5. Staff be instructed to commence enforcement as permitted in the
current By-law Part VI I, Section 127-131, in response to
complaints.
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11. By-laws
11.2
11.3
11.4
11.5
11.6
By-law 7698/19
Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Carried
Being a By-law to authorize the Supply and Delivery of One New Latest
Model Year Road Grader with Attachments project in the City of
Pickering and the issuance of debentures in the amount of $369,000.00.
By-law 7699/19
Being a By-law to amend By-law 6604/05 providing for the regulating of
traffic and parking, standing and stopping on highways or parts of
highways under the jurisdiction of the City of Pickering and on private
and municipal property.
By-law 7700/19
Being a By-law to amend By-law 6604/05 providing for the regulating of
traffic and parking, standing and stopping on highways or parts of
highways under the jurisdiction of the City of Pickering and on private
and municipal property
By-law 7701 /19
Being a by-law to exempt Blocks 224 to 264, Plan 40M2625, Pickering
from the part lot control provisions of the Planning Act.
By-law 7702/19
Being a By-law to exempt Blocks 83 to 106, 116, 117, 177 and 178,
Plan 40M-2632, from the part lot control provisions of the Planning Act.
By-law 7703/19
Being a By-law to exempt Block Q, Plan M-15, Pickering, from the part
lot control provisions of the Planning Act.
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11.7
11.8
11.9
By-law 7704/19
Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Being a By-law to Establish the 2019 Final Property Tax Due Date for
the Commercial, Industrial and Multi-Residential Tax Classes.
By-law 7705/19
Being a By-law to adopt Amendment 37 to the Official Plan for the City
of Pickering (OPA 18-004/P).
By-law 7706/19
Being a By-law to amend Restricted Area (Zoning) By-law 3037, as
amended, to implement the Official Plan of the City of Pickering, Region
of Durham, being Part of Lot 18, Concession 3, Part 1, 40R-29457, City
of Pickering (A 09/18).
11.10 By-law 7707/19
Being a By-law to amend Zoning By-law 7553/17, as amended, to
remove the holding provision "H6" (A 09/19).
Resolution # 114/19
Moved by Councillor McLean
Seconded by Councillor Cumming
That By-law Nos. 7698/19 through 7707/19 be approved.
13. Other Business
Carried
13.1 Staff were requested to look into the audio system in the Council
Chambers over the summer months to explore opportunities to
improve the effectiveness of the system.
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14.
15.
Confirmation By-law
By-law Number 7708/19
Council Meeting Minutes
Monday, June 24, 2019
Council Chambers
Immediately following the Special Planning
& Development Committee Meeting
Councillor McLean, seconded by Councillor Butt moved for leave to introduce a
By-law of the City of Pickering to confirm the proceedings of June 24, 2019.
Adjournment
Moved by Councillor Pickles
Seconded by Councillor Cumming
That the meeting be adjourned.
The meeting adjourned at 9:43 pm
Dated this 24t" day of June, 2019.
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Carried
Mayor David Ryan
Susan Cassel, City Clerk
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Present:
Mayor David Ryan
Councillors:
K. Ashe
M. Brenner
S. Butt
I. Cumming
B. McLean
D. Pickles
Also Present:
T. Prevedel
K. Bentley
P. Bigioni
B. Duffield
J. Eddy
M. Gadzovski
S. Karwowski
C. Rose
S. Cassel
J. Yoshida
M. Guinto
F. Jadoon
V. Plouffe
N. Surti
L. Harker
1.
2.
Special Council Meeting Minutes
Monday, July 22, 2019
Council Chambers
9:30 am
- Chief Administrative Officer
- Director, City Development & CBO
- Director, Corporate Services & City Solicitor
- (Acting) Director, Community Services
- Director, Human Resources
- (Acting) Director, Engineering Services
- Director, Finance & Treasurer
- Chief Planner
- City Clerk
- Deputy Fire Chief
- Manager, Public Affairs & Corporate Communication
- Manager, Economic Development & Strategic Projects
- Manager, Facilities Capital Projects
- Manager, Development Review & Urban Design
- Deputy Clerk
Disclosure of Interest
No disclosures of interest were noted.
Matters for Consideration
2.1 Chief Administrative Officer, Report CAO 07-19
New Pickering City Centre
Memorandum of Understanding ("MOU")
Tony Prevedel, Chief Administrative Officer, appeared before Council to provide
an overview of Reports CAO 07-19 and FIN 15-19. He noted the importance and
significance of the City Centre Project and stated that there has been a high
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Special Council Meeting Minutes
Monday, July 22, 2019
Council Chambers
9:30 am
degree of interest in the Project thus far. Mr. Prevedel indicated that the
Memorandum of Understanding included in Report CAO 07-19 is not a binding
document, but one that will serve as the basis for negotiation and completion of
the binding agreements that would shape and define the various aspects of the
City Centre Project. He indicated that funding for the project will come from casino
revenues, assessment growth and development charges and noted that there may
be further opportunities for funding through sponsorship programs.
Stan Karwowski, Director, Finance & Treasurer, appeared before Council to
provide a high level financial analysis for the City Centre Project which included a
best case, most likely, and worst case scenario. Mr. Karwowski provided an
explanation of the proposed multi-year financial plan and assumptions, and
indicated that the casino revenues will be utilized to pay for the capital costs
associated with the Project and that tax levies will be utilized for the operating
costs of the new municipal facilities. He noted that the estimate for casino
revenues was conservative, as there is no history to calculate from, and further
noted that a conservative approach had been taken overall when conducting the
financial stress test. Mr. Karwowski provided a handout to Members of Council,
which provided further details on the development charges funding, calculation for
the proposed bridge link between the new library and seniors centre and the
Library development charges funding.
A question and answer and discussion period ensued between Members of
Council and Staff regarding:
• connectivity of the buildings in the City Centre and the importance of a
pedestrian friendly environment that offers walkability without the need to
go outside;
• the maximization of commercial spaces and clarification as to their
proposed locations;
• concerns regarding the ingress and egress of the parking garage and the
need to consider the in/out access on a main road such as Kingston Road;
• whether the City Centre Project would utilize all of the casino revenues and
whether funds would still be available for other City initiatives;
• the importance of having an appraiser to ensure fair valuation of the lands
associated with the Project;
• the additional operating savings that will be experienced through the
closure of the East Shore Community Centre and the redirection of these
savings to the operating costs associated with the new facilities;
• the proposed management fee of 4.5% and whether there was the
possibility to negotiate and lower these fees;
• the availability of various government grants for the City Centre project;
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Special Council Meeting Minutes
Monday, July 22, 2019
Council Chambers
9:30 am
• the City owned lands along the Esplanade South and the possibility of
building the City Centre there instead of on the Pickering Town Centre
(PTC) lands;
• impacts on the tax levy outside the City Centre Project should Council
direct an increase in the City's service levels for future budget years;
• the number of seats proposed in the performing arts theatre and whether
this capacity could be increased to accommodate larger and more
significant events;
• the underground parking garage, including the number of floors and parking
spaces proposed, whether any soil testing had been conducted to date and
the breakdown of the associated costs that would be covered by the City
and PTC as well as the sharing of parking revenues;
• the design of the proposed City facilities and the work done thus far with
staff noting that design experts had been engaged to ensure that the best
designs were developed for the needs of each specific facility;
• if Ajax will be contributing revenues from the Casino to the Region of
Durham;
• the importance of a third party peer review to ensure that the City was not
paying too much with a request that staff provide information to Council on
the peer review(s) conducted to date;
• whether the Durham West Arts Centre (DWAC) will be initiating a
fundraising campaign to contribute to the art centre;
• the unknown impacts of Bill 108 as it relates to development charges;
• the cost of debt per capita and the average across the GTA in relation to
the proposed cost per capita for the residents of Pickering; and,
• timelines for reports back to Council on the City Centre Project and target
dates for commencement of the Project.
Council implored Staff to consider the comments noted throughout the meeting so
that they could be addressed in future reports regarding the City Centre Project.
Resolution #115/19
Moved by Councillor Pickles
Seconded by Councillor Butt
That the draft Memorandum of Understanding dated July 16, 2019
regarding the construction of new City facilities and the transfer of
certain parcels of land (Attachment No. 1 to this Report) be endorsed;
2. That City staff be directed to negotiate binding agreements to govern
all of the issues set out in the Memorandum of Understanding, and that
such binding agreements be brought to Council for final approval; and,
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Monday, July 22, 2019
� � � � � � � � � Council Chambers
9:30 am
3. That the appropriate City of Pickering officials be authorized to take the
necessary actions as indicated in this Report.
Carried Unanimously on a Recorded Vote
2.2 Director, Finance & Treasurer, Report FIN 15-19
Civic Centre Project & Multi-Year High Level Financial Analysis
Resolution #116/19
Moved by Councillor Pickles
Seconded by Councillor Butt
1. That Report FIN 15-19 of the Director, Finance & Treasurer be
received;
2. That Council direct staff to proceed with the Civic Centre project based
on a fixed price contract model that includes the construction of the
following: Senior & Youth Centre approximately (63,000 square feet);
PerForming Arts Centre (approximately 37,000 square feet); Central
Library (approximately 43,000 square feet with a roof terrace),
underground parking (350 spots), associated landscaping and the
required relocation of services: sanitary sewers, storm sewers, utilities
and water mains;
3. a) That Council direct that for financial planning purposes, the total
cost of the Civic Centre project be $124,054,246 (net HST)
excluding the costs for the bridge link between the Library and
Seniors Centre, the relocation of service costs and any related fees
and if the total contract price increases over 2 per cent, further
Council approval is required to proceed;
b) That the total cost of the bridge link noted above, at $5,375,357 be
added to the total project cost within the report with appropriate DC
funding, and that staff make appropriate adjustments to the financial
plan;
4. That Council approve to single source the construction of the Civic
Centre municipal buildings, underground parking lot and the relocation
of services to Pickering Town Centre/OPB Realty;
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Monday, July 22, 2019
� � � � � � � � � Council Chambers
9:30 am
5. That Council direct that the cost sharing principles for the relocation of
services and oversizing of pipes be based on the principle that the
direct benefiting property owners are responsible for their proportionate
share of costs;
6. That Council endorse the principle for financial planning purposes for
the existing term of Council that Casino revenues are to be first applied
to fund the construction and related servicing costs for the Civic Centre
project and the remaining funds are to be transferred to operational
capital reserves or reserve funds (vehicle, major equipment, facilities,
roads and bridges, stormwater) that in-turn reduces the City's use of
five year internal loans and eventually all internal loans;
7. That Council authorize staff to apply to all major senior government
grants that are available and applicable, under the grants criteria, and
that the Arts Centre project be designated as the top grant candidate;
8. That the Director, Finance & Treasurer be authorized to begin the
process to amend the Development Charges By-law 7595/17 to
increase the development charge fees that are required to fund the
development charges share of the Civic Centre project based on the
financial plan and that Council approve the engagement of the firm
Watson & Associates Economists Ltd. to undertake this work;
9. That Council approve the additional fees as proposed by Sabourin
Kimble & Associates Ltd. in the amount of $380,000 plus HST for an
increase in scope to undertake the necessary project management,
detailed design, utility relocation coordination and the transportation
planning for phase 1 in accordance with the purchasing policy 10.03
(c), as the assignment is above $50,000;
10.That Council approve the total revised gross project consulting cost for
Sabourin Kimble & Associates Ltd. in the amount of $994,400
(including HST), and the total revised net project cost of $895,488 (net
of HST rebate) to be funded from the Rate Stabilization Reserve;
11.That Council lift the hold on the hiring of the Manager, Arts Centre
position and that staff initiate the process of hiring for the position as
identified in the 2019 budget; and,
12.That the appropriate City of Pickering officials be authorized to take the
necessary actions as indicated in this report.
Carried Unanimously on a Recorded Vote
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Monday, July 22, 2019
� � � � � � � � � Council Chambers
9:30 am
2.3 Chief Administrative Officer, Report CAO 06-19
Municipal Servicing 407 Corridor Lands Phase One
Tender No. T-12-2019
Resolution #117/19
Moved by Councillor Ashe
Seconded by Councillor Brenner
That Tender No. T-12-2019 Municipal Servicing 407 Corridor Lands
Phase One as submitted by TACC Construction Ltd. in the total
tendered amount of $6,702,841.28 (HST included) be accepted;
2. That Council approve the hiring of Sabourin, Kimble & Associates Ltd.
to provide contract administration and inspection services and other
associated costs in the amount of $365,000.00 (HST excluded) for
Tender No. T-12-2019 Municipal Servicing 407 Corridor Lands Phase
One, in accordance with Purchasing Policy 10.03 (c) as the assignment
is over $50,000.00;
3. That the total gross project cost of $9,029,319.00 (HST included),
including the tendered amount and other associated costs, and the
total net project cost of $8,131,181.00 (net of HST rebate) be
approved;
4. That Council authorizes the Director, Finance & Treasurer to front fund
the total net project cost in the amount of $8,131,181.00 as follows:
a) the sum of $7,625,722.00 as approved for in the 2019 Finance and
Taxation Capital Budget to be funded by Third Party Contribution
Reserve Fund;
b) the sum of $400,000.00 as provided for in the 2019 Finance and
Taxation Capital Budget be increased to $505,459.00 to be funded
by a transfer from the Rate Stabilization Reserve;
c) the Treasurer be authorized to make any changes, adjustments,
and revisions to amounts, terms, conditions, or take any actions
necessary in order to effect the foregoing;
5. That Council direct staff to fully recover all front funding costs less
City's share of $505,459.00 from Kubota and future benefiting land
owners;
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4.
Special Council Meeting Minutes
Monday, July 22, 2019
Council Chambers
9:30 am
6. That the City's recoverable costs be subject to annual indexing to take
effect July 1 st and that the non-residential building construction price
index be used for purposes of indexing or a rate of 2 per cent,
whichever is higher; and,
7. That the appropriate officials of the City of Pickering be authorized to
take the necessary actions as indicated in this report.
Carried
Confirmation By-law
By-law Number 7709/19
Councillor McLean, seconded by Councillor Cumming moved for leave to introduce a By-
law of the City of Pickering to confirm the proceedings of July 22, 2019.
Adjournment
Moved by Councillor McLean
Seconded by Councillor Cumming
That the meeting be adjourned.
The meeting adjourned at 11:20 am.
Dated this 22nd day of July, 2019.
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David Ryan, Mayor
Susan Cassel, City Clerk
Carried
Carried
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Present:
Mayor David Ryan
Councillors:
K. Ashe
M. Brenner
S. Butt
I. Cumming
B. McLean
D. Pickles
Also Present:
T. Prevedel
K. Bentley
P. Bigioni
M. Carpino
J. Hagg
R. Holborn
S. Cassel
M. Guinto
J. Halsall
F. Jadoon
S. Milton
T. Ryce
S. Muir
L. Harker
Executive Committee
Meeting Minutes
September 9, 2019
Council Chambers — 2:00 pm
Chair: Councillor Butt
- Chief Administrative Officer
- Director, City Development & CBO
- Director, Corporate Services & City Solicitor
- Director, Community Services
- Fire Chief
- Director, Engineering Services
- City Clerk
- Manager, Public Affairs & Corporate Communications
- Manager, Budgets & Internal Audit
- Manager, Economic Development & Strategic Projects
- Manager, Recreation Services
- Supervisor, Cultural Services
- Coordinator, Corporate Communications & Community Engagement
- Deputy Clerk
Due to a family matter, Councillor Brenner was unable to Chair the Executive Committee Meeting.
Councillor Butt assumed the Chair with the understanding that Councillor Brenner would assume
the Chair at the Planning & Development Committee meeting to be held at 7:00 pm.
1. Disclosure of Interest
No disclosures of interest were noted.
2. Delegations
There were no delegations.
3. Matters for Consideration
3.1 Chief Administrative Officer, Report CAO 08-19
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Continuation of City of Pickering Magazine
Executive Committee
Meeting Minutes
September 9, 2019
Council Chambers — 2:00 pm
Chair: Councillor Butt
A brief question and answer period ensued regarding the costs of the magazine
and whether they had been borne by taxpayers. Staff confirmed that no tax dollars
were used to fund the magazine.
It was requested that staff consider including a notation in future issues, displayed
in a prominent location, to make readers aware of how the magazine is funded.
Recommendation:
Moved by Councillor Pickles
Seconded by Councillor Cumming
That Council approve,
wide distribution of the
forward;
in principal, the continued production and municipal-
Your City magazine, on an as-needed basis going
2. That Council approve, in principal, to retain Graymatter Marketing Solutions for
the project management of the magazine; and,
3. That the appropriate City of Pickering officials be authorized to take the
necessary actions as indicated in this report.
Carried
3.2 Director, Community Services, Report CS 10-19
Tender for Pickering Recreation Complex Heating Boiler System Replacement
Tender No. T-26-2019
Recommendation:
Moved by Mayor Ryan
Seconded by Councillor Cumming
That Tender No. T-26-2019 submitted by Mapleridge Mechanical Contracting
Inc., in the amount of $304,468.33 (HST included) be accepted;
2. That the total gross project cost of $349,668.00 (HST included), including the
amount of the tender, contingency, and other associated costs, and the total
net project cost of $314,887.00 (net of HST rebate), be approved;
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Executive Committee
Meeting Minutes
September 9, 2019
Council Chambers — 2:00 pm
Chair: Councillor Butt
3. That the Director, Finance & Treasurer be authorized to finance the net project
cost of $314,887.00 as provided for in the 2019 Recreation Complex — Core
Capital Budget by a transfer from Federal Gas Tax Reserve Fund; and,
4. That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in this report.
Carried
3.3 Director, Community Services, Report CS 21-19
Quotation No. Q-15-2019
Supply & Delivery of Four One-Ton Dump Trucks with 12' Aluminum Dump Body
Recommendation:
Moved by Mayor Ryan
Seconded by Councillor Cumming
1. That Quotation No. Q-15-2019, submitted by Donway Ford Sales Ltd., in the
amount of $220,724.00 (HST excluded) be accepted;
2. That the total gross project cost of $289,360.00 (HST included), including three
optional lift gates and other associated costs, and that the total net project cost
of $260,578.00 (net of HST rebate) be approved;
3. That the Director, Finance & Treasurer be authorized to finance the total net
project cost of $260,578.00 as follows:
a) the sum of $192,945.00 as provided for in the Capital Budget from
Development Charges Roads & Related;
b) the sum of $67,633.00 as provided for in the Capital Budget from the
Vehicle Replacement Reserve fund; and,
4. That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in this report.
3.4 Director, Community Services, Report CS 28-19
Volunteer Policy Approval
Recommendation:
-3-
-36-
Carried
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Moved by Councillor Pickles
Seconded by Councillor Brenner
Executive Committee
Meeting Minutes
September 9, 2019
Council Chambers — 2:00 pm
Chair: Councillor Butt
That Council approve the Volunteer Policy as set out in Attachment 1, subject
to minor revisions deemed acceptable to the Director, Community Services;
and,
2. That the appropriate officials of the City of Pickering be authorized to take the
necessary actions as indicated in this report.
Carried
3.5 Director, Community Services, Report CS 32-19
Quotation No. Q-16-2019
Quotation for the Supply & Delivery of Four Pick-Up Trucks and Three SUVs
Recommendation:
Moved by Mayor Ryan
Seconded by Councillor Cumming
1. That Quotation No. Q-16-2019, submitted by Blue Mountain Chrysler Ltd. in
the amount of $54,937.00 (HST excluded), Fraser Durham Chrysler podge
Jeep Ram Inc. in the amount of $178,534.82 (HST excluded), and Donway
Ford Sales Ltd. in the amount of $35,807.00 (HST excluded), be accepted;
2. That the total gross project cost of $325,363.00 (HST included) including other
associated costs and that the total net project cost of $288,792.00 (net of HST
rebate) be approved;
3. That the Director, Finance & Treasurer be authorized to finance the total net
project cost of $288,792.00 from the Vehicle Replacement Reserve; and,
4. That the appropriate officials of the City of Pickering be authorized to take
necessary actions as indicated in this report.
3.6 Director, Finance & Treasurer, Report FIN 16-19
2018 Building Permit Stabilization Reserve Fund
Recommendation:
�
-37-
Carried
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4.
5
Moved by Councillor Pickles
Seconded by Councillor Brenner
Executive Committee
Meeting Minutes
September 9, 2019
Council Chambers — 2:00 pm
Chair: Councillor Butt
That Report FIN 16-19 of the Director, Finance & Treasurer be received for
information.
Carried
Other Business
4.1 Councillor Brenner gave notice that he would be presenting two Notices of Motion
with regards to Growth Management and Housing Options at the September 23rd
Council meeting.
Adjournment
Moved by Councillor Cumming
Seconded by Councillor Brenner
That the meeting be adjourned.
The meeting adjourned at 2:03 pm.
-5-
-38-
Carried
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Present:
Mayor David Ryan
Councillors:
K. Ashe
M. Brenner
S. Butt
I. Cumming
B. McLean
D. Pickles
Also Present:
T. Prevedel
K. Bentley
P. Bigioni
C. Rose
S. Cassel
F. Jadoon
N. Surti
C. Morrison
L. Harker
Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
- Chief Administrative Officer
- Director, City Development & CBO
- Director, Corporate Services & City Solicitor
- Chief Planner
- City Clerk
- Manager, Economic Development & Strategic Projects
- Manager, Development Review & Urban Design
- Planner II
- Deputy Clerk
1. Disclosure of Interest
No disclosures of interest were noted.
2. Delegations
2.1 Geoffrey Grayhurst, President, Dorsay Development Corporation
James Miner, Chief Executive Officer, Sasaki
Re: Vision for a Proposed New Community in Northeast Pickering
Geoffrey Grayhurst, President, Dorsay Development Corporation and James
Miner, Chief Executive Officer, Sasaki, withdrew their delegation and did not
appear before the Committee.
2.2 Dayna Gilbert, Director of Development, CAPREIT
Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19
Dayna Gilbert, Director of Development, CAPREIT, was heard under Item 4.2,
Report PLN 20-19.
1
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2.3
2.4
Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
Steve Gilchrist
Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19
Steve Gilchrist, was heard under Item 4.2, Report PLN 20-19.
Gregory Fernandes
Re: Report PLN 20-19, Zoning By-law Amendment Application, A 06/19
Gregory Fernandes was not in attendance and did not make a delegation before
the Committee.
3. Information Reports
Councillor Brenner, Chair, gave an outline of the requirements for a Statutory Meeting
under the Planning Act. He outlined the notification process procedures and also noted
that if a person or public body does not make oral or written submissions to the City
before the By-law is passed, that person or public body are not entitled to appeal the
decision of City Council to the Local Planning Appeal Tribunal (LPAT), and may not be
entitled to be added as a party to the hearing unless, in the opinion of LPAT, there are
reasonable grounds to do so.
C. Rose, Chief Planner, appeared before the Committee to act as facilitator for the
Information Reports portion of the meeting, explaining the process for discussion
purposes as well as the order of speakers.
3.1 Information Report No. 14-19
Zoning By-law Amendment Application A 07/19
Draft Plan of Subdivision Application SP-2019-02
Oak Hill Developments Ltd. and White-Pine General Contractors Ltd.
Lot 60 and 61, Plan 418
(467 and 471 Rosebank Road)
A public information meeting was held under the Planning Act, for the purpose of
informing the public with respect to the above-noted application.
Cody Morrison, Planner II, appeared before the Committee to provide an overview
of Zoning By-law Amendment Application A 07/19. Through the aid of a
PowerPoint presentation, Mr. Morrison provided an overview of the subject lands,
noting that this application is for a residential development, a new public road, and
the extension of Gilmoss Road.
Steve Edwards, Planner, GHD, appeared on behalf of the applicant and
acknowledged that they would continue to work with City Staff on the
2
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4
Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
neighbourhood guidelines to keep with the surrounding area. Mr. Edwards noted
that the Dunn Avenue extension was not proposed with this development, and that
he was available to answer any questions.
Bill Trapper, 520 Gilmoss Road, appeared before the Committee in opposition to
the application. Mr. Trapper expressed his concern due to the fact that there is no
cul de sac proposed and questioned whether this was a requirement on a dead
end road. He also expressed concerns regarding the number of proposed lots on
the property and the ability for snow plows to clear the snow on the road in front of
his property.
Brett Barrer, 529 Gilmoss Road, appeared before the Committee and stated that
the development does not fit with the current neighbourhood, and that the
proposal for 11 homes on 150 feet of frontage is too dense. He stated that there is
no snow removal or garbage pickup on this section of the street, and that the
development property has not been well-maintained. He raised further concerns
regarding access for emergency vehicles and Gilmoss Road not being fully
extended.
Paula MacDonald, 379 Rosebank Road, appeared before the Committee
expressing concerns regarding the potential increase in traffic, and emergency
vehicles being unable to access the area due to the lack of a cul de sac. She
raised further concerns about the precedent the infill development would set for
the future.
There were no further delegations from the public.
A discussion period ensued with Members of Council requesting that the applicant
ensure traffic concerns were addressed and the lack of services are discussed
with the Region of Durham. It was also requested that Staff follow up regarding
the property standards concerns noted on the property, and that Staff address the
issue of street connections as it pertains to the Planning Act so that residents
were informed.
Planning & Development Reports
4.1 Director, City Development & CBO, Report PLN 19-19
Zoning By-law Amendment Application A 02/19
2545633 Ontario Inc.
Pt Lot 6, Plan 585, Now Pt 11, Plan 40R-2633
(2620 Brock Road)
Recommendation:
3
-41 -
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Moved by Councillor Ashe
Seconded by Councillor Butt
Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
That Zoning By-law Amendment Application A 02/19, submitted by 2545633
Ontario Inc., to facilitate a residential stacked townhouse condominium
development on lands municipally known as 2620 Brock Road, be endorsed
subject to provisions contained in Appendix I to Report PLN 19-19, and that staff
be authorized to finalize and forward an implementing Zoning By-law to Council
for enactment following the conveyance of the land required for the collector road
to the City.
Carried
4.2 Director, City Development & CBO, Report PLN 20-19
Zoning By-law Amendment Application A 06/19
City Initiated: City Facilities and Pickering Town Centre Joint Venture
Select Lands East and West of Glenanna Road in the City Centre - REVISED
Dayna Gilbert, Director of Development, CAPREIT, appeared before the
Committee to express CAPREIT's desire to continue to collaborate with the
Pickering Town Centre and the City of Pickering as it pertains to the draft block
plan and the new City Centre. Ms. Gilbert expressed that they wanted to ensure
the collaboration looked at the plans in a holistic manner so that the necessary
road and pedestrian connections to CAPREIT's property were included.
A brief question and answer period ensued with Members of Council questioning
what CAPREIT's future plans are for their property, and how they plan to continue
to protect the interests of their tenants. Ms. Gilbert stated that they had
opportunities to build on other sections of their lands so that tenants could be
transitioned from one building to another. She also responded to questions
regarding how they are ensuring accessibility compliance, and the number of
rental units owned by CAPREIT in the GTA.
Steve Gilchrist appeared before the Committee expressing concerns regarding the
method of disposal of the City-owned lands and questioned what benefits were
being realized by the Developer. He noted that this project is a duplication of
services already present in the area and the lack of detailed studies that showed
operating costs of the new proposed City facilities. Mr. Gilchrist questioned why
the specific amount of development charges was not included in the Report and
why Section 37 of the Planning Act was not utilized for this development. He
concluded with questions pertaining to the number of children who would reside in
the new community and whether there had been any consideration for the need
4
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Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
for new schools and stated that if needed, the associated costs should be borne
by the developers, not the taxpayers.
A brief question and answer period ensued regarding a business case estimate
and peer review of costs, with City Staff advising Council that these would be
provided to Council prior to the September 23, 2019 Council Meeting.
Kyle Bentley, Director, City Development & CBO, provided an overview of the
chronology of events that led to Report PLN 20-19. He noted that through the
Provincial Growth Plan, the City Centre location was identified as a location of
growth and intensified development. With the aid of a PowerPoint presentation,
Mr. Bentley provided an overview of the proposed buildings and building heights in
the development.
Tony Prevedel, Chief Administrative Officer, advised the Committee that Staff are
currently working on the details of the Memorandum of Understanding between
the City of Pickering and OPB Realty Inc, owners of the Pickering Town Centre.
He stated that the particulars of the financial aspects of the development were
presented to Council in July through report FIN 15-19 and that the costs would be
realized through assessment growth, development charges and casino revenues.
A question and answer period ensued between Members of Council and Staff
regarding:
• comparisons between the current zoning and proposed zoning outlined in
Attachments #4 and #5 of Report PLN 20-19, and how these models
demonstrate the differences in densities and visual sight lines through the use
of taller, slender buildings;
• clarification on the floor space index being proposed;
• cost of servicing for the current and proposed zoning;
• how this project addresses the intensification requirements of the Province;
• property evaluation/appraisal of the City owned lands on the south side of The
Esplanade South and the need to ensure the City is getting fair value;
• the maintenance requirements of each property and who will be responsible;
• the underground parking structure and associated costs to the City as well as
the need to consider conducting soil samples to determine if there are any
issues that need to be addressed;
• mitigation measures for wind effects to ensure pedestrian comfort and safety;
• concerns regarding adequate commercial and retail space;
• clarification of the various mixed residential uses in the proposed development
and the size of the rental units in the main tower building;
5
-43-
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Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
concerns regarding building heights and whether the Developer would be
amenable to a reduction in height; and,
timelines for reports back to Council on the various stages of the City Centre
Project and target dates for commencement of construction.
Recommendation:
Moved by Mayor Ryan
Seconded by Councillor Cumming
That City Initiated Zoning By-law Amendment Application A 06/19 to amend
City Centre Zoning By-law 7553/17, as amended, be approved, to:
a) introduce new definitions for Net Floor Area and Floor Space Index;
b) the City of Pickering lands located on the south side of The Esplanade
South, between Glenanna Road and Valley Farm Road, from City Centre
Civic (CCC) to City Centre Two (CC2) to permit residential uses, and to
permit an increase in height for 2 point tower buildings to 121 metres and
97 metres on the lands, and to reduce the maximum building height to 21
metres on the remaining lands;
c) rezone part of the Pickering Town Centre lands, located on the west side
of Glenanna Road south of Kingston Road and north of Pickering
Parkway, to permit a maximum building height of 125 metres, except for 1
building which may have a maximum height of 153 metres; and,
2. Further, that the draft zoning by-law amendment to implement Zoning By-law
Amendment Application A 06/19, as set out in Appendix I to Report PLN 20-19,
be forwarded to Council for enactment.
Yes
Councillor Ashe
Councillor Brenner
Councillor Butt
Councillor Cumming
Councillor Pickles
Mayor Ryan
0
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Carried on a Recorded
Vote as Follows
No
Councillor McLean
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b�
6
Other Business
Planning & Development
Committee Meeting Minutes
September 9, 2019
Council Chambers — 7:00 pm
Chair: Councillor Brenner
5.1 Councillor McLean requested that Staff look into the costs and the ability to
prioritize the installation of sidewalks at Dixie Road and Glendale Drive and Dixie
Road to Merritton Road due to there currently being none there.
5.2 Councillor McLean requested that Staff provide Council with guidelines regarding
the timing and enforcement for putting up election signs for the upcoming Federal
Election.
Adjournment
Moved by Mayor Ryan
Seconded by Councillor Cumming
That the meeting be adjourned.
The meeting adjourned at 9:26 pm.
7
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Carried
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July 3, 2019
The Honourable Doug Ford, Premier of Ontario
Legislative Building
Queen's Park
Toronto ON M7A 1A1
Dear Premier:
Corr� 20-19
Please be advised that Brantford City Council at its meeting held June 25, 2019
adopted the following:
Endorsement of LUMCO Resolution regarding Retail Cannabis Stores
A. THAT the Association of Municipalities of Ontario (AMO) and the Premier
of Ontario be advised that Brantford City Council ENDORSES the
following Resolution adopted by LUMCO (Large Urban Mayors Caucus of
Ontario) at its May 24, 2019 Meeting:
WHEREAS in April 2017, the Federal Government introduced Bill
C-45, The Cannabis Act, and Bill C-46, An Act to Amend the
Criminal Code, outlining plans to legalize, regulate and restrict
access to cannabis in Canada; and
WHEREAS the Province of Ontario responded with corresponding
legislation, the Cannabis Control Act, 2017, the Ontario Cannabis
Retail Corporation Act, 2017, the Cannabis License Act, 2018, and
Bill 36- Cannabis Statue Law Amendment Act, 2018; and
WHEREAS collectively, this legislation created a regulatory regime
effective October 17, 2018 that allows Ontario residents who are 19
years of age or older to: 1. Purchase recreational cannabis online
through the Ontario Cannabis Store 2. Possess up to 30 grams of
cannabis 3. Grow up to four (4) cannabis plants per household 4,
Purchase cannabis from a provincially approved private retail
supplier as of April 1, 2019; and
WHEREAS municipalities across Ontario were given until January
22, 2019 to choose if retail cannabis stores will be prohibited within
their borders and those that "opted out" may at a later date by
resolution of their respective Council, lift the prohibition and permit
them in the future; and
CITY CLERK'S OFFICE City Hall, 100 Wellington Square, B ford, ON N3T 2M2 P.0 Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 � F��19'� 759-7840 www.brantford.ca
WHEREAS Ontario Regulation 468/18 permits limited municipal
regulatory control over location and zoning, licensing and spatial
separation to sensitive land uses other than a school as defined by
the Education Act;
NOW THEREFORE BE IT RESOLVED THAT the Large Urban
Mayors Caucus of Ontario (LUMCO) recommends that additional
local regulatory controls be approved by the Province of Ontario
around retail cannabis stores that would: A. Provide a municipality
with the unrestricted ability to control the location of retail cannabis
stores through zoning; and, B. In the alternative to A; 1) Limit the
concentration and number of cannabis retail stores in any one
municipality by introducing a minimum distance separation
measure between retail stores (minimum 500 metres); and, 2) That
cannabis stores be restricted to a Commercial Zone or Area which
permits retail stores; and 3) Clearly defining sensitive land uses, in
addition to schools, which would be impacted by having a retail
cannabis store located adjacent to them. Such other sensitive land
uses would include, but not be limited to, day cares, colleges and
universities, community centres, nursing homes, libraries and
actively programmed municipal parks; and, 4) That the current
minimum distance separation of 150 meters from a cannabis retail
store to a school be increased to a minimum of 500 metres from
any sensitive land use to be defined as noted in paragraph 3
above; and C. That all municipalities that have approved retail
cannabis stores to be located in their jurisdictions receive 50% of
ALL excise tax collected by the Province of Ontario on the sale of
cannabis; not limited to revenues in excess of $100 million; and
THAT upon adoption of this Resolution by LUMCO, it be presented
to all Ontario Municipal Councils with a request to endorse and that
the municipally adopted resolutions then be forwarded to the
Association of Municipalities of Ontario (AMO) and the Premier of
Ontario's office;
Further, THAT members of the LUMCO Retail Cannabis Committee
request a meeting with Minister poug Downey regarding this
resolution and to also request the AMO Board add this topic as an
agenda item for discussion at the August 2019 AMO Annual
Conference.
B. THAT a copy of this Resolution BE FORWARDED to the MP and MPP
Brantford-Brant, the Federation of Canadian Municipalities (FCM) and
other municipalities in the Province of Ontario.
-47-
3
Your attention with regard to this important matter is most appreciated.
Yours truly,
't
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Char ene Touzel
City Clerk
cc Association of Municipalities of Ontario
Phil McColeman, MP, Brantford-Brant
Will Bouma, MPP, Brantford-Brant
Federation of Canadian Municipalities
Other Municipalities in the Province of Ontario
-48-
Corr. 21-19
THE CORPORATION OF THE CITY OF STRATFORD
Resolution: Opposition to Changes in 2019 Provincial Budget and Planning Act
WHEREAS on April 11, 2019, the Provincial government tabled a new budget, some of which
represents a significant shift in priorities, with direct implications to the City of Stratford and
municipalities across Ontario;
AND WHEREAS this shift in priorities will put disproportionate pressure on municipal
governments to either fully fund Provincially discontinued programs or partially supplement
programs and services at current service levels;
AND WHEREAS the City of StratFord recognizes that the Government of Ontario announced in
May 2019 that it will reverse mid-year cuts to critical services of public health, childcare and
ambulance services and requests an opportunity to work collaboratively to find solutions that
will work for all partners and protect services prior to drafting 2020 budgets;
AND WHEREAS previous legislation that abolished the OMB and replaced it with LPAT received
unanimous — all party support as all parties recognized that local governments should have the
authority to uphold their provincially approved Official Plans and community driven planning;
AND WHEREAS in the spirit of working together for the benefit of all Ontario residents,
Stratford City Council opposes the upcoming changes to the Planning Act as municipalities were
not consulted and afforded an opportunity to provide feedback;
AND REQUESTS a meeting with MPP Pettapiece, the Minister of Municipal Affairs and other
related ministries on the effects of downloading onto municipal governments;
AND THAT this resolution be forwarded to all municipalities in Ontario and to AMO.
The Corporation of the City of Stratford, P.O. Box 818, Stratford ON N5A 6W1
Attention: City Clerk, 519-271-0250 ext 235, clerks@stratford.ca
"Community Exce/%nce with Wor/dwide Impact"
-49-
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f'1�l�� f�l N�
To:
From
Copy
Mayor Ryan and
Members of Council
Marisa Carpino
Director, Community Services
Chief Administrative Officer
City Clerk
Supervisor, Museum Services
Subject: Pickering Museum Village Policy
- Repeal of Pickering Museum Village Policy (CUL 060) &
Pickering Museum Village Procedure (ADM 040-001)
File: A - 1100
Corr. 22-19
August 14, 2019
Pickering Museum Village Policy (CUL 060) originated on May 30, 2011 and was updated on
December 11, 2017. The policy was enacted as a compliance measure to meet the Ontario
Community Museum Standards established by the Province of Ontario. The Pickering Museum
Village participates in the Community Museum Standards program, and receives annual operating
funding of approximately $39,000 from the Community Museum Operating Grant (CMOG)
program.
Over the past several years, CMOG has introduced requirements for museums to have
"standards-specific" policies for areas such as collections management, exhibitions management,
interpretation and education, research, conservation, and community relations, which includes
volunteer management and human resources. For this reason, PMV have since created and
introduced the Collections Development and Management Policy (CUL 010); Exhibit Policy (CUL
050); Interpretation and Programming Policy (CUL 040); Research Policy (CUL 040); and,
Conservation Policy (CUL 020). Community Relations will be guided by the Volunteer Policy
(under development), and the Pickering Museum Village strategic plan.
As a result of these new "standards-specific" policies, the overarching Pickering Museum Village
Policy (CUL 060) and its supporting Pickering Museum Village Procedure (ADM 040-001) are now
redundant. Therefore, it is recommended that Pickering Museum Village Policy (CUL 060) and
Procedure (ADM 040-001) be repealed.
MC/Ig
Attachment Pickering Museum Village Policy (CUL 060)
Pickering Museum Village Procedure (ADM 040-001)
-50-
____�....�. �f..�� fi�.�. �.
�` �
Policy Title: Pickering Museum Viiiage Policy Poiicy Number
CUL 060
Reference Date Originated (m/d/y) Date Revised (m/dJy} Pages
ADM — 040 Boards and May 30, 2011 December 11, 2017 27
Committees Policy
FIN — 030 Financial Control
Policy
City Poficy and Procedure
Manual, Vol. 2 (Human
Resources Policies and
Procedures)
"Standards for Community
Museums in Ontario,"
Government of Ontario, Ministry
of Tourism and Culture, 2006
"Ethics Guidelines," Canadian
Museum Association, 1999.
"Code of Ethics and Guidance for
Practice," The Canadian
Association for Conservation of
Culturaf Property and The
Car�adian Association of
Professional Conservators, 2009
Occupational Healfh � Safety
Act, 2011
Council Resolution #373/17
Approval: Chief Adminja`jrative,
Policy Objective
r Point of Conta�et °
Supervisor, Cultural Services
This Policy document outlines processes thai comply with the.Ministry of Toucism, Gu�tur-e and
Sport's standards for community museums in Ontario, and addresses areas.,that do not have an
associated Pickering Museum Village (hereinafter referred to as the "PMV") policy or procedure
as PMV staff work through a transition from procedure to policy. When the transition is -
completed, this document will be replaced with policies and procedures that reflect all`required
standard areas,. and all current PM�/ functions {Gov�rnance; Finar�ce;=Commuriity; Exhibition,
Interpretation and Education, Human Resources, Coflections Develap.�ment and.IVlanagement,
-51-
Conservation, Research), as well as Volunteers. Amendments will be recommended to existing
City of Pickering policies and procedures that ensure museum-specific operational issues and
needs are covered that also comply with Ministry requirements.
Index
01 Definitions
02 PMV Mandate, Vision, Mission, and Values
03 Governance Procedures
04 Finance
05 Community
06 Exhibition
07 lnterpretation and Education
08 . Human Resources
09 Collection Management Procedure
10 Conservation Procedure
91 Volunteer Procedure
12 Research Procedure
Page
2-5
5-6
6
6-7
7-11
11
11-13
14-17
17-20
20-25
25-27
27
0'I Definitions
01.01 Access - The ability of all users, whether members of the public, staff, or
volunteers, to participate in the use of the PMV and its collections for
enjoyment and edification.
01.02 Accessibility -- The municipality's responsibility to make its services and
activities inclusive for all persons with disabilities:
01.03 Accessioning - The process of taking physical possession and title of the
object and documenting the acquisition.
01.04 Acquisitions -- Objects that the museum has legal ownership and control over
and are generally made by acceptance of donation, purchases or field
collecting. �
Policy Title: Pickering Museum Village Policy
Poiicy Number: CUL 060 - 52 -
Page 2 of 27
01.05 Active Display - Any living history exhibit or demonstration during which
equipment may be operational (e.g., spinning, cooking, steam threshing, etc.),
or movement or action is required by the presenter or visitor.
0'! .06 Active Volunteer - One who participates in mandatory training seminars as
required and attends a minimum of 1 eventlactivity in a 1-year period.
01.07 Artifact - An object created or produced by humans, that has cultural
significance to Pickering. It may be used in exhibition, explanation, or
research, and is held in trust for the public for future generations to appreciate
and learn from. An artifact may be a building, an object includ'[ng furniture,
tools, vehicles, household or personal items, textiles, books or paper records.
01.08 Cataloguing - A process that identifies and records essential information and
identifiable characteristics, pertaining to an object, allowing it to be categorized
according to Chenhall's System of Classification in order that the data may be
effectively retrieved and the object accurately interpreted.
01.09 Chenhall's Nomenc[ature - A universally accepted classification system with
identifying terms tha# enable curators, registrars, and cataloguers to precisely
and accurately describe material culture, and to ensure that there is
standardized understanding of terminology among museum staff and
volunteers working with the artifact collections, and also between museums
nationally and internationally to enable the sharing of information and cultural
objects. ln-house use of this system also creates standardization of
cataloguing for staff and volunteers at PMV, ensuring that record keeping is
accurate, and complete.
01.10 Collections Sub-Comrr�ittee - A sub-committee of the Pickering Museum
Village Advisory Committee.
01.11 Condition Eieport - A document that provides a detailed description of an
object's physical and chemical status, and its overall s#ability, and exhibition
and storage requirements.
01.12 Conservation Treatment - Slowing or reversing deterioration or damages
acquired by an artifact or building.
01,13 Contextual Exhibits - Those artifacts on display in the heritage buildings that
have been selected to illustrate, in context, the daily life in homes, businesses,
and institutions and. on farms within the former bocandaries of Pickering
Township.
01.14 Core Collection - Contains artifacts that have a specific association with (or in
some cases are typically used by) a person, place or event within Pickering
Township that would have been used between 1810 and 1920. Artifacts in this
collection are reserved for research and display under controlled conditions.
Policy Title: Pickering Museum Village Policy Page 3 of 27
Po[icy Number: CUL 060 - 53 -
01.15 Deaccessioning - The process of permanently removing an artifact from the
core collection.
01.16 Disposal � The physical removal or reassignment of an object in the collection.
01.17 Education Collection - Contains objects available for the purpose of
interactive displays and demonstrations which coufd result in deterioration or
damage through use.
01.18 Education Program - Refers to programs designed specificall.y for school
children, and include on-site tour programs and "heritage io go" outreach
programs.
01.19 Exhibits - Refer to on-site living history displays in heritage buildings,
temporary galfery exhibits, off-site displays, travelling exhibits on loan; and
(iving history presentations and demonstrations.
01.20 Inactive Volunteer - A volunteer who has had no contact or participation with
PMV. After 1 year they wilf be removed from the active volunteer list.
01.21 Incoming Loans - Objects that are temporarily accepted into a museum from
another institution and do not involve any change or promise of change in
ownership. These objects receive the same level of care as the museum's own
collection.
01.22 On Leave -- Refers to a planned absence of a volunteer agreed to by the Event
& Volunteer Programmer and the volunteer, and is no longer than 1 year in
length. This leave may be taken at the volunteer's discretion for any reason
including bereavement, study, �llness, stress, and family needs.
01.23 Outgoing Loans -- Objects that are temporarily released from a museum's
collection (or other owner} to another institution and do not involve any change
or promise of change in ownership.
01.24 Preventative Conservation - A strategy that details all actions taken to
impede deterioration of artifacts and buildings, or to protect them from potential
damage. Preventative measures include environmental monitoring and control
where objects are stored or displayed; avoiding, monitoring, recording, and
treating pest infestations; and practising comprehensive housekeeping
routines.
01.25 Public Program - Registered programs, guest presentations, workshops and
foodways programming developed far the public of all ages, requiring
registration or reservation booking, taking place on-site or as off-site outreache
01.26 Repatriation - The process of returning an ariifact to a museum or donor with
which it has stronger provenance or rightful ownership.
Policy Tit1e: Pickering Museum Village Policy Page 4 of 27
Folicy Number: CUL 060 - 54 -
01.27 Ski11s - Refers to skills developmenf training designed to acquaint volunteers
and staff with heritage activities, chores, jobs, and handicrafts to enable them
to build a knowledge base for interpretation.
01.28 Speciaf Event - An annual function, or a one-time function such as a dramatic
production, exhibit opening, grand opening, seasonal celebration, or other
thematic occurrence that meets the PMV Statement of Purpose.
01.29 Temporary Exhibits - Displays deveioped to more deeply interpret a PMV
theme or fiocus, and can reach a broader audience by travelling to an off-site
location, or be installed in the Temporary Gallery space for a set length of time.
01,30 Treatment Report - A detailed description of conservation treatments
performed on an artifact to stabilize, and/or counteract deterioration sustained
by the artifact.
02 PMV Mandate, Vision, Mission, and Values
02.01 As approved by Mayor and Council in September 2011, PMV governing
statements are as follows:
Vision
Engaging communities through innovative, fun and vibrant living history
Mission
Pickering Muse�€m Village wekcomes our guests to explore and experience our
culturai heritage; we.dedicate our buildings, artifacts, and programs to inspire a
broader appreciation and understanding of life in our communities from 1810 to
1920.
Mandate
• Collecting, preserving, documenting, housing, exhibiting, and
interpreting pertinent artifacts
• Researching and documenting historical information .supporting the
township's material and social culture
• Developing programs responsive to the needs of the community
• Recruiting and retaining quality staff and volunteers
• Maximizing the utilization of community organizations and associations
Values
• Accuracy of interpretation
• Access to afl
• Welcoming guest experience
• Respectful
Policy Title: Pickering Museum Village Policy Page 5 of 27
Policy Number: CUL 060 - 55 -
03 Governance Procedures
PMV is owned and operated by The Corporation of the City of Pickering as per By-law #
620/77. To assist with transparency and community relevance, City staff work
cooperatively with the PMV Advisory Committee.
03.01
03.02
The Coordinator, Museum Operations will:
a) Develop Plans, Policies, Procedures, and Standard Operating
Procedures that meet the requirements of the City of Pickering, and the
standards as directed by the Ministry of Tourism, Culture and Sport.
b) Work with the Advisory Committee and its sub-committees to propose
and manage programs and specia[ events that meet the criteria of the
PMV Statement of Purpose; to plan and manage short, medium, and
long-range capital plans; and to manage all aspects of the collection as
outlined in approved plans, policies, and procedures.
c) Ensure the training of, and the ethical behaviour of, al{ sta�F at PMV as
per the "Ethics Guidelines" of the Canadian Museum Association; and
the City of Pickering's Policies, Procedures, and training requiremenis.
Refer to PMV Standard Operating Procedures for detailed information on:
a)
b)
c)
d)
04 Finance
Policy, Procedure, and Standard Operating Procedure development
processes for the City of Pickering.
Working relationships with the Advisory Committee_
Working relationships with the Pickering Museum Village Foundation.
Seeking grants.
04.01 The Coordinator, Coordinator, Museum Operations will:
a)
b)
c)
Provide input on, and manage an annual revenue and expense
operating budget that is available to City staff for review at all times.
Provide input on, and manage capital budget allocations.
Work with the PMV Advisory Committee to put forward funding
proposals to the Pickering Museum Village Foundation.
d) Seek grants to assist with specific projects and to offset operating and
capital costs.
Policy Title: Pickering Museum Village Policy Page 6 of 27
Policy Number: CUL 060
-_ 56 -
04.02 Refer to City of Pickering Financial Control Policy (FIN 030) for details
regarding standard processes and associated procedures.
04.03 Refer to City and PMV Standard Operating Procedures Cash Reports, Bank
Deposits, Use of the Cash Register, Requisitioning Invoices, Gift Shop
Consignment, Facility Bookings, etc.
05 Community
PMV will uphold its mandate by ensuring equal communi#y access to i#s exhibits, artifacts,
and programs by seeking out community partnerships that fit that mandate, and by
enabling community input,
05.01 The Coordinator, Museum Operations wi1f:
a) Ensure that the artifacts and the museum village site will be maintained
and cared for to levels that meet accessibility, health & safety, and
conservation standards as set out by law and the "Standards fior
Community Museums in Ontario".
b) Strive to provide public access to artifacts, exhibits, and educational
resources insofar as that access is not detrimental to the artifacts and
buildings in the museum village's care as directed by the PMV
Conservation Procedure.
c) Endeavour to make partnerships with groups and organizations within
the City of Pickering and beyond, funding agencies, and other museums
whenever those partnerships will benefit the museum village and the
goals set out by the PMV.
d) Provide opportunity for input from stakeholders to ensure that all
services, programs, exhibits, events, and plans undertaken by the PMV
will remain relevant to the PMV mandate and the needs and interests of
the community.
05,02 Public Access:
a) Contextual and Temporary Exhibits will be the primary public access
point to the PMV's collection.
b) Hours of operation will be clearly posted and publicized.
c) Access outside of posted hours of operation will be accommodated
whenever possible to schoof groups, special-interest groups, community
groups, academics, and other interested individuals by special
appointment.
d) Access to the Education Collection and library resources must be made
by appointment.
Poficy Title: Pickering Museum Village Policy Page 7 of 27
Policy Number: CUL 060 - 57 -
e) Access to the artifacts held in the PMV Collection Storage Room and
Conservation Lab will be determined on a case-by-case basis.
f) PMV reserves the right to deny requests for access.
g) Refer to PMV Standard Operating Procedures for detailed information
on how and where operating hours will be posted, and how
appointments will be set up for the public with appropriate staff outside
of regular operating hours and/or staff shifts.
05.03 Accessibility
a) PMV will meet all legislated requirements for persons with disabilities to
the best of its abilify, within available resources, while maintaining the
integrity and aesthetics of as accurate a living history facility as possible.
b) All print material will conform to legislated accessibility standards and
will be provided in alternate formats as requested.
c) As required by the City of Pickering, all new PMV staff and volunteers
must attend an in-house Accessibility Training Session,
d) Refer to PMV Standard Operating Procedures for specific ways in which
the museum village will enable access to persons with disabilities, and
ways in which PMV will provide alternative solutions if accessibility
needs cannot reasonably be met.
05.04 Marketing and Communications
a) The City will provide budgetary funding annually for the promotion and
marketing of the PMV.
b) The Cultural Services team of the Community Services Department wi11
support the PMV in disseminating promotional materials, and producing
interpretive guides, text panels, and signage.
c) PMV staff will operate to the timelines and expecta#ions set out in the
annual PMV Marketing Plan. This plan will include submission
deadlines for:
All press releases, radio, magazine and newspaper
advertisements;
Graphics requests;
iii. Brochures;
iv. Program publications supporting events and programs;
v. Signage; and
Policy Title: Pickering Museum Village Policy , Page 8 of 27
Policy Number: CUL 060 _ 58 _
vi. Promotional print material such as posters and flyers, web
postings, and social media posts and blogs.
d) All materials submitted to the Marketing, Research & Communications
staff will adhere strictly to all fegislated accessibility laws and guidelines,
and to the City of Pickering Writing Sty[e Guide.
e) PMV staff will colEect and maintain a broad range of photographs of
events, programs, and activities to support promotions.
f) PMV staff with the guidance and input of the Marketing, Research &
Communications team, will collect market data on visitors (on-site, web,
and social media).
g) PMV will increase ac�ess by the public to the Collections by posting
images and information (be it text, audio and/or visual), of artifacts not
ordinarily on display, through virtual exhibits and galleries, and the use
of a variety of technological and social media platforms.
h) PMV staff will make it a priority to encourage interaction with the public
through all planned interpretive activities, exhibits, communications, and
social media platforms in order to better engage the community.
05.05 Rental Access
a) The grounds and buildings of PMV will be made avaifable for use by
individuals and groups insofar as new risks to the collection and heritage
buildings are minimized, as conforms to the PMV Conservation
Procedure, and Standard Operating Procedures.
b) Rental use during public or booked operating hours must uphold the
PMV's positive public image and ensure fair access far all users.
c) If the rental use requires the removal of artifacts from a location, #he
Conservator will be responsible for packing, and movinglsupervising
transport of the artifacts, and their return.
d) User fees for rental use m�st generate net revenue.
e) Refer to PMV Standard Operating Procedures for detailed infiormation
Booicing School Tours and Outreach Programs, Facility Rentals, Fifming
Contracts, Preparing User Fees, Setting Up Registered Programs in
Class, Supervising Rentai Use, etc.
05.06 Filming Rental Access
a) If alterations are required to the exterior or interior of the heritage
buildings, acceptance, denial, or acceptable compromises wifl be
Policy Title: Pickering Museum Village Policy Page 9 of 27
Policy Number: CUL 060 _ 59 _
determined by the Coordinator, Museum Operations on a case-by-case
basis, and will include inptat from the Conservator.
b) Film companies must provide all details for proposed alterations so that
the Coordinator, Museum Operations will have the opportunity to review
and seek clarification where necessary in order to deny, accept, or
identify compromises that will be acceptable.
c) Proposed alterations may be allowed if:
The alteration will not damage any original feature ar c.omponent
of the building.
The alteration improves the accuracy of the representative time
period of the building and may be considered a permanent
improvement.
iii. The alteration is removable/reversible.
d) � If alterations (e.g., painting) have been accepted, those details must be
included in the contract, along with any notes, expectations and caveats
{e.g., must paint back to original wall colour with recommended paint,
etc. ).
e) If interior filming will be included in the use, the Coordinator, Museum
Operations and the Conservator must be provided all details and have
the opportunity to deny or identify changes and use that will be
acceptable, including proposed rental or removal of artifacts.
f) The Conservator, or the Coordinator, Museum Operations in the case of
absence, will be the staff person responsible for supervising filming
activity when:
i. Accepted alterations have been approved to the interior or exterior
of heritage buildings.
Artifacts will be removed.
iii. Filming will take place in a heritage building.
g) The Conservafor, or the Coordinator, Museum Operations in the case of
absence, must approve all strike and/or reparation work involving
heritage buildings and artifacts before the film company may leave.
h) If artifacts have been approved to be removed, the Conservator will train
the fiilm crew, and will supervise all removal.
Policy Title: Pickering Museum Village Policy Page 10 of 27
Policy Number: CUL 060 - 60 -
i) The film company will be responsible for arranging and paying for
appropriate storage of artifacts. PMV reserves the right to approve
removal and storage companies.
j) The Conservator will supervise the return of removed artifacts to their
original location.
k) In the case of interior filming, the Conservator will determine the ability
of the artifiacts in that location to withstand light exposure and remove
vulnerable artifacts prior to the commencement of filming.
1)
m)
n)
06 Exhibition
07
All alterat�ons, modifications, compromises, artifact removal etc,, wilf be
recorded in the Film Supervision Log.
Film rental user fees must reflect potentia! overtime of staff required for
supervision.
PMV and the City of Pickering will be acknowledged in film credits.
06�01 Changes to the Temporary Exhibit schedule for exhibits on or off the site will be
made only if adequate resources exist, or can be made available to support the
research, development, installation, and de-installation of the proposed exhibit.
06.02 The Conservator will be responsible for instaflation and de-installation ofi all
exhibits.
06.03 Only staff and/or volunteers trained in exhibit design and handling of artifacts
may develop, install, and de-install an exhibit under the supervision of the
Conservator.
06.04 Temporary exhibits will be developed with clear objectives and measureabEe
outcomes as identified in the lnterpretation and Education Procedure section of
this document.
Interpretation and Education
PMV is a living history site. Through the way in which artifacts are displayed in the
buildings, to the costumed vofunteers and staf€ interpreters, to the demonstrations
performed by those interpreters, the settlement and development of the former Township
of Pickering is brought to life for the visitor. [t is not the intent of PMV to provide a static
display with detailed labels and descriptions within the village site. PMV will uphold its
Statement of Purpose by providing programs, exhibits, special events, and dramatic
productions in which visitors will have, as much as possible, the opportunity to experience
the activities, sounds, textures, smells, and tastes of the past.
Policy Title:
Policy Number
Pickering Museum Village Policy
CU L 060
-61-
Page 1 'I of 27
07,01 All PMV programs and activities will meet the following interpretive themes:
a) Home - types architecture, clothing, food, household work, families,
neighbourhood, society.
b) Education - early schoofs, #ype, curriculum.
c) Work - trades, economy, industry, male and female work outside the
home. �
d) Transportation - methods and modes, styles, road building, navigation.
e) Services - energy sources, medicine, mercantilism, refigious institutions,
social and service clubs.
f) Politics - conditions and changes throughout the 19th and early 20t''
centuries.
07.02 All programming will meet the foflowing aims for students/visitors/participants:
a) Learn more about the historyof Pickering Township.
b} Understand the type of environment that early settlers encountered.
c) Examine the backgrounds and values of the township's early settlers.
d) Understand how settlers (in our community) related to the environment
and how success was gained through innovation and adaptation.
e) [Ilustrate change in the community from the early part of the 19t" century
to the present.
f) Develop skills through hands-on learning experience.
07.03 The Coordinator, Museum Operations will:
a) Be responsible for planning and developing education programs that
meet the curriculum requirements of Ontario schools and the PMV
Statement of Purpose.
b) Be responsible for planning and developing public workshops and
programs that are relevant to the community and meet the PMV
Statement of Purpose.
c) Ensure that education and public programs are widely promoted and
communicated to partner groups and clients.
d} Ensure the booking of all services through the museum office.
Policy Title: Pickering Museum Village Policy Page 12 0# 27
Policy Number: CUL 060 - 62 -
07.04
07.05
e}
f)
Be responsible for setting a temporary exhibition schedule for the
following year, and assign research topics to seasonal staff.
Be responsible for the arrangement of partnership exhibitions off the
PMV.
The Event & Volunteer Programmer will be responsible for:
a) Developing and planning Special Events and pubfic programs as
required by the Coordinator, Museum Operations.
b} Preparing and presenting the next year's line-up of proposed Special
Events to the PMV Advisory Committee each August,.based on current
year outcomes, and for approval by that committee.
c) Ensuring that Special Events and public programs are promoted and
communicated.
The Museum Booking Coordinator will be responsible for:
a)
b)
c)
Initial customer service.
Booking all on-site and outreach progr�mming.
Collecting of all revenues associated with programming.
07.06 On-site education tours wi{I be made available from mid-April to Christmas.
07.07 Ali public programming will be made by appointment or registration. A full
booklet of available tour themes and outreach programs and guest speaker
presentations will be specially designed for, and distributed to, special interest
groups. Program categories may include:
a)
b)
Tours, outreach programs, and guest speaker presentations far special
interest groups and will be booked in advance.
Workshops will be devefoped and set up for pre-registration and will be
promoted in the City Leisure Guide.
07.08 A full schedule of special events will be planned and submitted to the Advisory
Committee six months prior to the start of the next year (July).
07.09 For more details on the use of artifacts in programming, refer to the Collection
Management Procedure and the Conservation Procedure sections of this
document.
Policy Title: Pickering Museum Village Policy Page 13 of 27
Policy Number: CUL 060 - 63 -
08 Human Resources
PMV is an award-winning living history site that excels in customer service, and
innovative and interactive programming. in order to fulfil its purpose, and maintain its
standards, commitment to staff and volunteer investment is necessary.
As a facility owned and operated by the City of Pickering, PMV, its staff, and volunteers
are subject to all policies and procedures regarding the operation of a municipa{ facility,
and the conduct of staff. In addition to those policies and procedures, strict adherence to
the Collective Agreement between The Corporation of the City of Pickering and the
Canadian Union of Public Employees, Local 129 must be observed,
08.01 Human Resources Management
a) Under the guidance of the Human Resources Division, the City of
Pickering will ensure ihat the staff person responsible for the
administration of the PMV and its collection has appropriate training,
credentials, and work experience. That staff person will provide input to
City staff to assist in the recruitment, training, and retaining of high
quality staff, and will guide the City to ensure that the PMV operates in
accordance with Ministry Standards for Community Museums in Ontario,
and the Canadian Museum Association's Ethics Guidelines.
b) All staff members and volunteer positions wifl have a written job
description.
c) Recruitment, performance assessment, recognition, and termination of
PMV staff will be conducted ethically and with strict adherence to all
current legislation, City of Pickering Policies and Procedures, and the
Collective Agreement.
d) Voiunteer recruitment, assessment, recognition and appreciation, and
termination will be conducted ethically, as per the guidelines in the
Volunteer Procedure section of this document.
e} City of Pickering Policies and Procedures, and PMV Standard Operating
Procedures will be followed by all staff and volunteers as is applicable to
their duties and responsibilities.
f) All staff will receive training in, or provide current certification for, the
following:
First Aid (current every two years)
ii. CPR-C and AED (current annually)
iii. Health & Safety Training at Orientation (on-line annually)
iv. Fire Extinguisher Training (annually)
Policy Title: Pickering Museum Village Policy Page 14 of 27
Policy Number: CUL Q60 - 64 -
v. Accessibility, Respect in the Workplace, Sustainable Pickering,
Customer Service, and other training as deemed appropriate.
vi. Emergency Response Plan (annually), Orienta#ion to PMV
{including relevant policies, procedures, and standard operating
procedures).
g) Staff working with children must receive training in HlGH FIVE
(Principles of Healthy Child Development) as a requirement of
employment.
h) Staff working with food must be tra[ned in the guidelines for Safe Food
Handling. A.Safe Food Handling certified staff member must be on duty
to supervise the preparation of food for the public.
i) Staff working witfi chemicals must have Health & Safety/WHMIS training
as applicable.
j) Staff working on computers must agree to attend Computer Orientation
training at the City of Pickering and observe all Policies and Procedures
related to computer use.
k) Clearance to drive the PMV truck will be required for all staff as it will be
a necessary way to transpork displays, exhibits, and presentation
materials and equipment.
I) General training in the care and handling of artifacts will be provided to
ali staff and volunteers to ensure adequate care for the artifacts �n the
PMV's possession, and to aid in activities in all areas of the PMV.
m) Every effort will be made to ensure equal access to the workplace for
staff of all abilities.
n) Every staff person's and volunteer's accomplishments as both an
individual and a team member are recognized through achievement and
recognition programs.
o) All PMV staff and volunteers will be provided a copy of, and be expected
to observe, guidelines for museums as set out in the Canadian Museum
Association's "Ethics Guidelines".
p) All PMV staff and volunteers will be provided a copy of, and be expected
to observe, guidelines for museums as set out in the Canadian Museum
Association's "Ethics Guidelines".
q) All workers also have several general duties under the OH&SA. A
worker must take responsibility for personal health and safety insofar as
he or she is abie. Under the Act, a worker must: work in compliance
with the Act and regulations [section 28(9)(a)]; use or wear any
Policy Title: Pickering Museum Village Policy Page 15 of 27
Policy Number: CUL 060 - 65 -
equipment, protective devices or clothing required by the employer
[section 28(9)(b)]; report to the employer or supervisor any known
missing or defective equipment or protective device that may be
dangerous [section 28(�)(c)]; report any known workplace hazard to the
employer or supervisor [section 28(1}(d}]; report any known
contravention of the Act or regulations to the employer or supervisor
[section 28(1)(d)]; not remove or make ineffective any protective device
required by the employer or by the regulations (section 28(2)(aj]; not use
or operate any equipment or work in a way that may endanger any
worker [section 28(2)(b)]; and not engage in any prank, contest, feat of
strength [section 28(2)(c)].
08.02 Professional Development
a) All siaff and volunteers, incfuding Advisory Committee members, will be
provided with opportunities to participate in.various training workshops,
seminars and conferences, so that they may enhance skills, increase
knowledge, and gain resources to effectively interpref the PMV and the
lifestyies of the 99t" and early 20{" centuries in Pickering Township.
b) A variety of mandatory training seminars and skills development
workshops wifl be offered throughout the year to PMV volunteers. All
staff and volunteers are encouraged and will be provided opportunities
to further their knowledge of history, museo[ogical theory and practice,
and heritage ski[Is, and to share that knowledge in the development and
presentation of programs and services at PMV. Workshop and seminar
presenters wilf be a collectian of qualified PMV staff and knowledgeable
guests. ln-house volunteer training workshops and seminars will be
open, free of charge to all stafF and volunteers.
c) Oniy a qualified and certified Conservator will care for the core collection
and conduct conservation treatment on artifacts. That staff member will
be responsible for planning and presenting general training to staff in the
care and handling of artifacts.
d) The primary focus of staff training will be in the areas outlined in section
08.01 of this Policy. All other areas of development will be assessed as
resources are made available.
e) Membership and participation by PMV stafF in local museum groups
(e.g., York-Durham Association of Museums and Archives, Museum and
Art Gallery Educators Collective of Durham, etc.) will be encouraged and
promoted for the purpose of sharing ideas, nefinrorking, and problem-
solving.
f) Membership and participation in professional associations such as the
Canadian Museum Association (CMA), Ontario Museum Association
(OMA), Canadian Conservation Institute (CCI), Canadian Association of
Policy.Title: Pickering Museum Village Policy Page 16 of 27
Policy Number: CUI. 060 - 66 -
Conservation of Cultural Property (CAC) and attendance at related
conferences by the Coordinator, Museum Operations, the Conservator
and/or the Event & Volunteer Programmer will be encouraged to
promote continual learning and kn�wledge of changing trends within the
field.
g) Staff requesting additional professional development opportunities must
provide adequate background information, and resources applied for
before they may register for conferences, seminars and workshops held
by outside institutions.
h) Each newly appointed PMV Advisory Committee member will be
provided with a comprehensive Orientation Binder, complete with a copy
of the CMA (Canadian Museums Association) Ethics Guidefines,
Ministry of Tourism and Gulture Standards for Museums in Ontario, PMV
Policy, relevant City of Pickering Policies and Procedures, PMV
Volunteer Handbook. ln addition, time will be given at the first meeting,
for a presentation providing an overview of the museum and its
operation. This orientation and introduction will be in addition to the City
of Pickering's orientation for new Committee members.
08.03 Professional Development Investment
a) Resources will be dedicated in the PMV budget to enable the annual
attendance of at least one stafF member at relevant conferences of key
professional associations (e.g. CMA, OMA, CCI, CAC, etc.).
b} Resources will be assured in the PMV budget to provide in-house
workshops and other training sessions for staff and volunteers, and to
allow for the hiring of guest presenters as required.
c) Subscriptions to museologicaf periodicals and memberships, and the
purchase of library resources to support PMV research, program
development, and professional development will be included in the PMV
budget.
08.04 Refer to City of Pickering Human Resources Policies and Procedures, and
Administration Policies and Procedures (particularly those pertaining to Health
& Safety}, and the Collective Agreement for details regarding recruiting, hiring,
supervision, evaluating, and conduct of employees.
08.05 Refer to City of Pickering Policy and Procedure Manual for PMV Standard
Operating Procedures and the Collective Agreement for details regarding,
registering staff for City of Pickering training seminars, orientation of new hires,
employment requisitions, term employee roll-over requisitions, etc.
Policy Title: Pickering Museum Village Policy Page 17 of 27
Policy Number: CUL 060 - 67 -
Q9 Collection Management Procedure
09.01
09.02
Policy Title;
Refer to the Collections Development and Management Policy.
Accessioning Guidelines are as follows:
a)
b)
c)
Items accepted into the collection must conform to the criteria as
outlined in the Collection Development and Acquisitions Policy.
Once an object has been accepted into the collection all documentation
as outlined in related procedures must be completed.
All core collection acquisitions will be identified using the Chenhall
nomenclature for cfassification.
d) Two cataloguing systems will be maintained, one for the core coilect[on
and a separate inventory fior the eduaation collection. I n order to
differentiate the systems, all "core" artifacts will have a number in the
format of YYYY.D.Ia, where `YYYY' is the year accepted into the
collection, `D' is the donation number that year, `I' is..the item number
within that donaiion and `a' is a letter designating item parts where
required. Prior to 2009 all numbers also began with an "X".
e) Where practical, the objects in the education collection will be numbered
in the same way as the core collection except that they will start with the
letter "E". Prior to 2009, items that were not considered core colfection
were prefaced with an "R" suggesting "reproduction". While some items
were, in fact, reproductions, others with this label were antiques. Those
items of age, useful in the Education Collection, will continue to bear the
"R" code; however, files will be updated to reflect their origin and age.
f) A photographic re.cord will be kept of all new acquisitions as part of the
cataloguing process.
g) Collections data is stored on the City's SAN (Storage Area Network),
which is backed up to disk on a daily basis as well as being replicated to
a second SAN at the Recreation Complex for backup and recovery
purposes. The data is also backed up to tape on a monthly basis as
part of a tape backup rotation, with the tapes stored off-site for disaster
recovery purposes.
h) Catalogue numbers will be affixed to artifacts in a manner that will
prevent damage to or deterioration of the object. The PMV Labelling
Artifacts Standard Operating Procedure will be followed by afl staff when
applying an artifact number.
i) As part of the recording system, location information will be kept for
each artifact. When artifacts are moved the new location must be
updated on the artifact record and in the Past PerFect 5.0 database.
Pickering Museum Village Policy Page 18 of 27
Policy Number: CUL 060 _ 68 _
j) Artifacts which are of specific significance to recognizable cultural,
ethnic, or religious groups may be returned to such groups upon their
request under specific guidelines. Such groups must be able to assure
the PMV that the object is integral to the beliefs or culture of the group
and that they are able to provide proper care ofi the object according to
accepted conservation methods. Return ofi such objects will be
approved by the PMV Advisory Committee and approved by Council.
09.03 Inventory of Artifact Collection Guidelines are as follows:
a) PMV will perform regular, comprehensive inventories of artifacts in all
heritage buildings and storage areas.
b) An inventory worksheet shall be used during the inventory and will track
the following:
Artifact Accession Number
Artifact Name
iii. Location
iv. General Condition (Poor, Fair, Good, Excellenf)
v. Name of Recorder
vi. Date of Inventory
c) Staff and volunteers performing inventory must be trained on the .Care
and Handling of Artifacts, and the Inventory Standard Operating
Procedure.
09.04 Loans Guidelines are as fallows:
a) Objects for loan must be in stable enough condition to withstand the
travel, exhibit, and handling conditions that they will undergo to cornplete
the loan.
b) Insurance coverage as appropriate for the individual object and loan
must be provided or specificaliy exempted. The borrowing institution will
be responsible for the cost of packaging, shipping and adequate
insurance coverage.
c) Loans of artifacts to outside institutions and individuals must be
accompanied by a copy of the condition report, detailed photographs,
and the signed loan agreement. Both parties will retain a copy of the
insurance agreement.
Policy Title: Pickering Museum Village Policy Page 19 of 27
Policy Number: CUL 060 _ 69 _
d) For artifacts returning to the PMV after having been on loan, a second
condition report will be done to determine any changes or deterioration
in the artifact.
e) For both outgoing and incoming loans appropriate loan forms must be
signed prior to the loan taking place.
09.05 Refer to the PMV Deaccession Procedure for details regarding the
deaccession of artifacts process.
09.06 When disposing of artifacts .following approval to deaccession, the Government
of Ontario, Ministry of Tourism, Culture and Sport's Museum Section will be
given the option of including the object on the Provincial Donor's List.
10 Conservation Procedure
10.01 Refer to the Conservation Policy for details.
10.02 The Conservator will ensure that artifacts moved from one location to another,
whether on-site or off-site, are packed, transported, and unpacked safely and
securely, and buildings moved are adequately stabilized and supported for
transport.
10.03 Collections Storage Guidelines are as follows:
a) An area will be designated for core collection storage only. This storage
area will be restricted access to trained stafF and volunteers only, and
will be kept dark when staff are not present.
b) Every effort will be made to minimize overcrowding in current storage
conditions, with the aim to improve the facility in the future, and increase
storage capabilities for future acquisitions.
c) The collection storage room will be maintained in organization fo ensure
that similar materials are kept together, with the most sensitive objects
stored in the centre of the area.
d) Housekeeping procedures wilf be routinely followed in heritage buildings
and storage areas, and will be conducted by staff and volunteers with
appropriate training. Schedules and checklists will be provided and
monitored by senior museum staff.
e) Storage shelving will conform to safety standards, will be strong enough
to bear weight required, and will be lined with acid-free blotter paper.
Boxes and supports will be manufactured from conservation quality
materials.
Policy Title: Pickering Museum Village Policy Page 20 of 27
Policy Number: CUL 060 _ 70 _
10.04
10.05
Policy Title:
Policy Number
f) Storage shelving will begin at a minimum height of 4 inches from the
floor to the bottom shelf to mitigate flood damage. Every effort will be
made to avoid direct floor storage.
g) For details regarding care of artifacts on exhibit, refer to the Exhibition
Policy.
Risk Management and Security Guidelines are as follows:
a) PMV will hire a surveillance company to inspect all access gates nightly
to monitor and deter vandalism and potential theft.
b) Any suspected vandalism will be reported immediately by staff by way of
an Incident Repor� that will be filed with the City of Pickering, resulting in
an investigation, and remedial action as necessary. �
c) The Administration Buiiding where the core collection is stored will have
a security alarm system, and the storage room doorwill"be equipped
with a lock.
d) The Redman House Program Centre where the PMV's reproduction
costume collection is stored, and where contextual exhibit artifacts are
stored during the winter will have a security and fire alarm.
e) Concerns about building and artifact conservation noted in regular
Building Maintenance Survey lnspections will be accompanied with
priority dead[ines and action assigned to appropriate staff to correct
noted deficiencies.
f) Afl heritage buildings will be kept locked when not in use. A security
checklist wi11 be maintained by staff, and tracked to note buildings that
are opened and closed during use and operation.
g) Condition Assessments on heritage buildings by PMV staff will be
dependent upon staff and volunteer resources, and may take 2 to 3
years to complete.
h) PMV Disaster Preparedness Plan will include a specified emergency
work area and will ensure that all staff are thoroughly trained and
familiar with the plan.
Storage and Exhibition Environmenta{ Monitoring and Controls Guidefines are
as follows:
a) PMV will strive to restrict light levels to acceptable levels as determined
by the sensitivity of the artifact material. Light levels will be minimized by
the folfowing measures:
Pickering Museum Village Policy Page 21 of 27
CUL 060
-71-
Fluorescent light bulbs in the storage area and conservation lab
will be covered in UV filter sleeves.
Light bulbs over shelves where the most sensitive artifacts {e.g.
textiles) are stored will be reduced from two bulbs to one to
decrease visibfe light damage.
iii. Nouvir Fibre Optic lighting system will illuminate the Temporary
Gallery space.
iv. UV film will be placed on all windows in exhibition locations,
incfuding Temporary Gallery space and heritage buildings.
v. PMV will use a digital light meter and a UV light meter to monitor
light levels routinely to mitigate artifact deterioration.
vi. All heritage buildings will be provided with double-lined
reproduction curtains that will be opened only when the PMV is
open to the public.
b) Refaiive humidity and temperature levefs wifl be minimized and
maintained within the appropriate range (40% — 60% relative humidity
with 50% being the goal and 18°C - 22°C for the temperature), as much
as is feasibly possible by the following measures:
A thermo-hygrograph will be operating in the core collection
storage area at all times. Record charts will be changed, analyzed
and filed. monthly. The calibration must be checked every three
months using a sling psychrometer, and it will be reconditioned
every six months.
Digital hygrometer thermometers will be installed in every heritage
building to monitor temperature and relative humidity. Records will
be maintained, and artifacts at risk removed when ranges are
unacceptable.
iii. Dehumidifiers will be operaied in areas where required, and will be
maintained, monitored, emptied, and recorded as necessary.
iv. Anomalies in environmental conditions will be investigated by the
Conservator, and corrected promptly.
c) Dust and pollution will be minimized through the foflowing measures:
Use of door mats, regular sweeping, dusting, and vacuuming
routines.
Policy Title: Pickering Museum Village Policy Page 22 of 27
Policy Number: CUL 060 _ 72 _
ii. Smoking will be prohibited in the PMV, and will be restricted to the
public parking lot on the upper site, or off the PMV property on the
lower site.
iii. Fans will be used to improve air circulation around the artifacts in
the core collection storage area.
d) PMV will strive to deter pests and infestations by practicing good
housekeeping procedures, restricting food and drink to designated
areas, completing regular inspections, and responding to suspected
pest-related issues promptly. Integrated pest management will be
conducted as follows:
i. The Conservator will work collaboratively with maintenance staff
and pest contractors io monitor, record, and report pest activities
and infestations and ensure appropriate action is taken to treat
infestations.
ii. Trained pest control specialists will be contracted to advise and
treat chronic pest infestations that threaten the col[ection andlor
heritage buildings or the safety of staff, volunteers, and guests.
iii. Regular treatments will be performed by professionals on areas
where there are known reoccurrences in an effort to prevent and
deter infestation.
iv. Sticky traps will be used in buildings where there is suspected
insect activity.
v. Mouse bait will be placed in strategic locations throughout the
buildings and rnonitored monthly.
vi. Food and beverages will be restricted in heritage buiidings as
much as possible. Heritage cooking demonstrations will be the
exception, and will be properly cleaned up afterwards.
vii. All areas where food is prepared or served will be cleaned and
sanitized immediately.
viii. Garbage and recycling must be removed daily, or more frequentiy
as volume requires.
ix. Food and beverages will be strictly prohibited in the conservation
lab and collections storage areas.
x. Fresh plants and flowers are strictly prohibited inside any buifding
on site including the Administration Building and the Redman
House Program Center. The exception will be weddings; floral
arrangements will be removed at the conclusion of the rental.
Policy Title: Pickering Museum Village Policy Page 23 of 27
Policy Number: CUL 060 _ 73 _
xi. Plants, flowers and grass will not be permitted to grow within 2 feet
ofi the buildings.
xii. All storage areas and heritage buildings will be inspected monthly
for signs of pests and infestations.
xiii. Staff and volunteers will be trained to recognize signs of pest
presence and will report sightings and evidence to the
Conservator.
e) Recording of environmentaE conditions will be conducted by the following
measures:
Staff and volunteers will report any concern regarding
temperature, humidity, housekeeping, maintenance, and
suspected pest to collection and/or maintenance staff immediately.
ii. All data from environmental recording systems and devices will be
kept on file in the Conservation Lab. Every effort will be made to
correct deficiencies as they arise.
iii. For further details refer to the PMV Housekeeping and
Maintenance Manual, the Environmental Monitoring Standard
Operating Procedure, and the Pest Management Standard
Operating Procedure.
10.06 Conservafion Treatment Space Gui�elines are as follows:
a) A conservation lab space will be allocated in the Administration Building,
specifically for the care and treatment of collections.
b) The fab space will be adjacent to triage and storage areas.
c) Chemicals will be appropriately stored in a locked chemical storage unit,
and MSDS sheets will be maintained by staff for all products stored in
the unit.
10.07 Conservation Treatment Guidelines are as follows:
a) PMV will perform conservation treatments involving intervention only as
a last resor� after preventive conservation measures have proven
unsuccessful in stabilizing the artifact.
b) Prior to deciding upon a course of conservation treatment, PMV siaff will
endeavour to maintain a balance between revelation, investigation, and
preservation. The following considerations will be contemplated:
i. Intended use of object
Policy Title: Pickering Museum Village Policy Page 24 of 27
Policy Number: CUL 060 _ 74 _
11
ii, Context
Conservation ethics
Condition of the object
Composition of the object
Historic evidence and information
Aesthetic entity
Informative activity
COC1Sel'Vat1011 PeSOUCCeS
Conservator's competence
Object of belief (e.g. First Nations)
Sustainable long-term preservation of the artifiact
Vofunteer Procedure
In order to effectively meet its Statement of Purpose, PMV will provide an extensive and
comprehensive volunteer program that will employ volunteers in a variety of specialized
clubs or societies, as well as costumed interpretation and behind the scenes,
administrative support. PMV will ensure a fufl vofunteer program that wi{I include
mandatory and optional training opportunities, service hours tracking, and recognition of
achievement. Volunteers will receive a Volunteer Handbook in which their roles, training,
and expectations are clearly outlined. At all times, volunteers wil{ be hefd to the ethics as
outlined in the City of Pickering Human Resources Policies, and the Canadian Museum
Associations "Ethics Guidelines".
11.01
Policy Title:
The Event and Volunteer Programmer will:
a) Draft and maintain current job descriptions for lead positions of volunteer
clubs and societies at PMV. Job descriptions will be approved by the
Coordinator, Museum 4perations, the Supervisor, Cultural Services, and
Human Resources Division as appropriate.
b) Recruit, interview, and follow up on references, criminal reference
checks, and/or vufnerable sector screenings to determine appropriate
volunteer candidates.
c} Ensure that all new volunteers attend mandatory training seminars,
which will include, but not be limited to orientation to the City of
Pickering and the PMV, emergency response plan, health & safety
Pickering Museum Village Policy Page 25 of 27
Policy Number: CUL 060 _ 75 _
guidelines, accessibilily standards, fire extinguisher use, customer
service, etc.
d) Ensure that all volunteers attend refreshertraining seminars and a
minimum of one skills development workshop annually or as required in
the Volunteer Handbook.
e) Provide training that meets the needs of PMV, its Statement of Purpose,
and the volunteer team.
f) Track all volunteer hours and skills contributions.
g) Maintain a current list of active and inactive volunteers.
h) Schedule volunteer work.
i) Nominate volunteers for appropriate federal, provincial and other outside
awards programs and opportunities.
j) Plan and present an annual Volunteer Appreciation Reception at which
the service achievements of the PMV volunteers will be acknowledged,
shared, appreciated, and rewarded.
11.02 Volunteers have the right to:
a) Be treated as a co-worker, not just free hefp.
b) A suitable and mutually agreed-upon assignment.
c) Be prepared for the job by orientation and training sessions thai are
thoughtfully planned and efFectively presented.
d) Advice and support from a designated supervisor, continued training on
the job, information on new developments, and training for greater
responsibility.
e) Know whether or not their work is effective and how it can be improved.
f) Be kept infiormed about programs, activities, and happenings at the
PMV.
g) Be heard, to feel free to make suggestions, and to have respect shown
for an honest opinion.
h) Be appreciated and recognized for contributions to the success of PMV.
1'f.03 Volunteer will be responsible to:
a) Be aware of the goals and objectives of the PMV as contained in its
Statement of Purpose.
Policy Title: Pickering Museum Village Policy Page 26 of 27
Policy Number: CUL 060 _ 76 _
b) Be sincere in their offer of service.
c) Maintain a good working relationship with staff and other volunteers.
d) Represent the staff, volunteers, and PMV in a positive manner.
e) Be cheerFul and pfeasant when working with the public.
f) Welcome supervision and guidance graciously and consult with staff
when unclear on policy or action.
g) Undertake training as required and be willing to ieam from all sources
including reading material, staff, other volunteers, and the public.
h) Follow organizational guidelines and maintain the integrity and
confidentiality of PMV.
i) Work as a team member to carry out c(uties reliably, to be on time, and
to call with as much notice as possible if not available for the agreed-
upon assignment.
11.04 Any serious br.each in the above listed Rights and Responsibilities, to City of
Pickering Policies and Procedures, or to the Ethics Guidelines as outlined by
the Canadian Museum Association may result in the termination of a volunteer
12 Research Procedure
12,01 Refer to the PMV Research Poiicy.
12.02 Time will be made available for stafF required to conduct research, and to
supervise research work performed by volunteers as required and as program
development moves forward in areas targeted by the Coordinator, Museum
Operations.
12.03 Refer to the Conservation Policy, and to sections 05 (Community Procedure)
and 10 (Conservation Procedure) of this document for details on public access
to the collection, and on care and handling of artifacts.
Policy Title: Pickering Museum Vi[lage Policy Page 27 of 27
Policy Number: CUL 060 - 77 -
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City Procedure
Procedure Title: Pickering Museum Village Procedure Procedure Number:
ADM 040-001
Reference: Date Originated: Date Revised:
ADM — 040 Boards and Committee Policy May 30, 2011 June 1, 2012
"Standard for Community Museums in
Ontario", Government of Ontario, Ministry of
Tourism and Culture, 2006
"Ethics Guidelines", Canadian Museum
Association, 1999.
"Code of Ethics and Guidance for Practice",
The Canadian Association for Conservation
of Cultural Property and The Canadian �
Association of Professional Conservators,
2009 .
Occupationa/ Hea/th 8 Safet Act, 2091
Approval: Chief A inistrative Officer Point of Contact: Coordinator, Museum
Operations
Procedure Objective
This procedure was developed to ensure that as a responsible steward of the
community's heritage, Pickering Museum Village ("PMV") will uphold its Vision, Mission,
Values, Goals and Mandate while meeting the standards required by the Ministry of
Tourism, Culture and Sport for community museums in the key areas of: Governance,
Finance, Community, Exhibition, Interpretation and Education, Research, Human
Resources, Collection, Conservation and Volunteers.
For specific and detailed standard operational procedures relating to each of the key
areas detailed in this procedure, refer to PMV Standard Operating Procedures, City of
Pickering Procedures, City of Pickering Standard Operating Procedures, and the
associated Pickering Museum Village Standards documents as updated from time to
time at the request of the Ministry of Tourism, Culture and Sport.
-79-
Index
01 Definitions , 2
02 PMV Mandate, Vision, Mission, and Values 5
03 Governance Procedures 5
04 Finance Procedure g
05 Community Procedure 7
06 Exhibition Procedure g
07 Interpretation and Education Procedure 13
08 Human Resources Procedure 19
09 Collection Management Procedure 21
10 Conservation Procedure 28
11 Volunteer Procedure 33
12 Research Procedure ' 35
01 Definitions
01.01 Access is the ability of all users, whether members of the public, staff, or
volunteers, to participate in the use of the museum village and its
collections for enjoyment and edification.
01.02 Accessibility refers to the municipality's responsibility to make its
services and activities inclusive for all persons with disabilities.
01.03 Accessioning is the process of taking physical possession and title of
the object and documenting the acquisition.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-8�-
Page 2 of 49
01.04 Acquisitions are objects that the museum has legal ownership and
control over and are generally made by acceptance of donation,
purchases or field collecting.
01.05 Active Display refers to any living history exhibit or demonstration during
which equipment may be operational (e.g., spinning, cooking, steam
threshing, etc.), or movement or action is required by the presenter or
visitor.
01.06 Active Volunteer is one who participates in mandatory training seminars
as required and attends a minimum of 1 event/activity in a 1 year period.
01.07 Artifact: An object created or produced by humans, that has cultural
significance to Pickering: It may be used in exhibition, explanation, or
research, and is held in trust for the public for future generations to
appreciate and learn from. An artifact may be a building, an object
including furniture, tools, vehicles, household or personal items, textiles,
books or paper records.
01.08 Cataloguing: a process that identifies and records essential information
and identifiable characteristics, pertaining to an object, allowing it to be
categorized according to Chenhall's System of Classification in order that
the data may be effectively retrieved and the object accurately
interpreted.
01.09 The Collections Committee is a sub-committee of the Pickering
Museum Village Advisory Committee.
01.10 Condition Report is a document that provides a detailed description of
an object's physical and chemical status, and its overall stability, and
exhibition and storage requirements.
01.11 Conservation Treatment refers to slowing or reversing deterioration or
damages acquired by an artifact or building.
01.12 Contextual Exhibits are those artifacts on display in the heritage
buildings that have been selected to illustrate, in context, the daily life in
homes, businesses, and institutions and on farms within the former
boundaries of Pickering Township.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-81-
Page 3 of 49
01.13 Core Collection contains artifacts that have a specific association with
(or in some cases are typically used by) a person, place or event within
Pickering Township that woufd have been used between 1810 and 1920.
Artifacts in this collection are reserved for research and display under
controlled conditions.
01.14 Deaccessioning is the process of permanently removing an artifact from
the core collection.
01.15 Disposal is the physical removal or reassignment of an object in the
collection.
01.16 Education Collection contains objects available for the purpose of
interactive displays and demonstrations which could result in
deterioration or damage through use.
01.17 Education Program refers to programs designed specifically for school
children, and include on-site tour programs and "heritage to go" outreach
programs.
01.18 Exhibits refer to on-site living history displays in heritage buildings and,
temporary gallery exhibits, and to off-site displays, travelling exhibits on
loan, and living history presentations and demonstrations.
01.19 Inactive Volunteer refers to a volunteer who has had no contact or
participation with PMV. After 1 year they will be removed from the active
volunteer list.
01.20 Incoming Loans are objects that are temporarily accepted into a
museum from another institution and do not involve any change or
promise of change in ownership. These objects receive the same level
of care as the museum's own collection.
01.21 On Leave refers to a planned absence of a volunteer agreed to by the
Event & Volunteer Programmer and the volunteer, and is no longer than
1 year in length. This leave may be taken at the volunteer's discretion for
any reason including bereavement, study, illness, stress, and family
needs.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-82-
�
,�
Page 4 of 49
i
01.22 Outgoing Loans are objects that are temporarily released from a
museum's collection (or other owner) to another institution and do not
involve any change or promise of change in ownership.
01.23 Preventative Conservation refers to a strategy that details all actions
taken to impede deterioration of artifacts and buildings, or to protect them
from potential damage. Preventative measures include environmental
monitoring and control where objects are stored or displayed; avoiding,
monitoring, recording, and treating pest infestations; and practising
comprehensive housekeeping routines.
01.24 Public Program refers to registered programs, guest presentations,
workshops and foodways programming developed for the public of all
ages, requiring registration or reservation booking, taking place on-site or
as off-site outreach.
01.25 Repatriation is the process of returning an artifact to a museum or donor
with which it has stronger provenance or rightful ownership.
01.26 Skills refers to skills development training designed to acquaint
volunteers and staff with heritage activities, chores, jobs, and handicrafts
to enable them to build a knowledge base for interpretation.
01.27 Special Event refers to an annual function, or a one-time function such
as a dramatic production, exhibit opening, grand opening, seasonal
celebration, or other thematic occurrence that meets the PMV Statement
of Purpose.
01.28 Temporary Exhibits are displays developed to more deeply interpret a
PMV theme or focus, and can reach a broader audience by travelling to
an off-site location, or be installed in the Temporary Gallery space for a
set length of time.
01.29 A Treatment Report provides a detailed description of conservation
treatments performed on an artifact to stabilize, and/or counteract
deterioration sustained by the artifact.
02 PMV Vision, Mission, Values, and Mandate
Vision
Engaging Communities through innovative, fun, and vibrant living history
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-83-
Page 5 of 49
Mission
Pickering Museum Village welcomes our guests to explore and experience our
cultural heritage; we dedicate our buildings, artifacts, and programs to inspire a
broader appreciation and understanding of life in our communities from 1810 to
1920.
Mandate
� Collecting, preserving, documenting, housing, exhibiting, and interpreting
pertinenf artifacts.
• Researching and documenting historical information supporting the
township's material and social culture.
• Developing programs responsive to the needs of the community.
• Rec�uiting and retaining quality staff and volunteers.
• Maximizing the utilization of community organizations and associations.
Values
• Accuracy of interpretation
• Access to all
• Welcoming guest experience
• Respectful workplace
03 Governance Procedures
PMV is owned and operated by The Corporation of the City of Pickering as per
By-law # 620/77. To assist with transparency and community relevance, City
staff work cooperatively with PMV Advisory Committee.
03.01 The Coordinator, Museum Operations will:
a) Develop Standard Operating Procedures that meet the requirements of
the City of Pickering, and the standards as directed by the Ministry of
Tourism, Culture and Sport.
b) Work with the Advisory Committee and its sub-committees to propose
and manage programs and special events that meet the criteria of the
PMV Statement of Purpose; to plan and manage short, medium, and
long-range capital plans; and to manage all aspects of the collection as
outlined in the Collections Procedure and related Standard Operating
Procedures.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-84-
Page 6 of 49
c) Ensure the training of, and the ethical behaviour of, all staff at PMV as
per the "Ethics Guidelines" of the Canadian Museum Association, and
the City of Pickering's Policies, Procedures, and training requirements.
03.02 Refer to PMV Standard Operating Procedures for detailed information on:
a) Policy, Procedure, and Standard Operating Procedure development
processes for the City of Pickering.
b) Working relationships with the Advisory Committee.
c) Working relationships with the Pickering Museum Village Foundation
d) Seeking grants.
04 Finance Procedures
04.01 The Coordinator, Museum Operations will:
a) Provide input on, and manage an annual revenue and expense
operating budget that is available to City staff for review at all times.
b) Provide input on, and manage capital budget allocations.
c) Work with PMV Advisory Committee to put forward funding proposals
to the Pickering Museum Village Foundation.
d) Seek grants to assist with specific projects and to ofFset operating and
capital costs.
04.02 Refer to City of Pickering Financial Control Policy (FIN 030) for details
regarding standard processes and associated procedures for Cash
Receipts (FIN 030-001), Expense and Mileage Claim Reimbursements
(FIN 030-002), and Petty Cash and Float Handling (FIN 030-004).
04.03 Refer to City and PMV Standard Operating Procedures for detailed
information on Cash Reports, Bank Deposits, Use of the Cash Register,
Ticket Ops, Requisitioning Invoices, Gift Shop Consignment, Facility
Bookings, etc.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-85-
Page 7 of 49
05 Community Procedure
PMV will uphold its mandate by ensuring equal community access to its exhibits,
artifacts, and programs by seeking out community partnerships that fit that
mandate, and by enabling community input.
05.01 The Coordinator, Museum Operations will:
a) Ensure that the artifacts and the museum village site will be maintained
and cared for to levels that meet accessibility, health & safety, and
conservation standards as set out by law and the "Standards for
Community Museums in Ontario".
b) Strive to provide public access to artifacts, exhibits, and educational
resources insofar as that access is not detrimental to the artifacts and
buildings in the museum village's care as directed by the PMV
Conservation Procedure.
c) Endeavour to make partnerships with groups and organizations within
the City of Pickering and beyond, funding agencies, and other
museums whenever those partnerships will benefit the museum village
and the goals set out by the PMV.
d) Provide opportunity for input from stakeholders to ensure that all
services, programs, exhibits, events, and plans undertaken by the
PMV will remain relevant to the PMV mandate and the needs and
interests of the community.
e) Refer to PMV Standard Operating Procedures for detailed information
on working with partner groups.
f) Refer to City of Pickering Health & Safety Guidelines, and PMV
Standard Operating Procedures for detailed information on Health &
Safety issues for all employees, and for guidelines associated with the
museum village jobs.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-86-
Page 8 of 49
05.02 Public Access:
a) The living history exhibits in the PMV's artifact buildings, and the
temporary gallery space will be the primary public access point to the
PMV's collection.
b) Hours of operation will be clearly posted and publicized.
c) Access outside of posted hours of operation will be accommodated
whenever possible to school groups, special-interest groups,
community groups, academics, and other interested individuals by
special appointment.
d) Access to the Education Collection and library resources must be
made by appointment.
e) Access to the artifacts held in the PMV Collection Storage Room and
Conservation Lab will be determined on a case-by-case�basis.
f) PMV reserves the right to deny requests for access.
g) Refer to PMV Standard Operating Procedures for detailed information
on how and where operating hours will be posted, and how
appointments will be set up for the public with appropriate staff outside
of regular operating hours and/or staff shifts.
05.03 Accessibility:
a) PMV will meet all legislated requirements for persons with disabilities
to the best of its ability, within available resources, while maintaining
the integrity and aesthetics of as accurate a living history facility as
possible.
b) All print material will conform to legislated accessibility standards and
will be provided in alternate formats as requested.
c) As required by the City of Pickering, all new PMV staff and volunteers
must attend an in-house Accessibility Training Session.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-87-
Page 9 of 49
d) Refer to PMV Standard Operating Procedures for specific ways in
which the museum village will enable access to persons with
disabilities, and ways in which PMV will provide alternative solutions if
accessibility needs cannot reasonably be met.
05.04 Marketing and Communications
a) The City of Pickering will provide budgetary funding annually for the
promotion and marketing of the PMV.
b) The Culture & Recreation Marketing, Research & Communications
team will support the PMV in disseminating promotional materials, and
producing interpretive guides, text panels, and signage.
c) PMV staff will operate to the timelines and expectations set out in the
annual PMV Marketing Plan. This plan will include submission
deadlines for:
i. all press releases, radio, magazine and newspaper
advertisements
ii. graphics requests �
iii. brochures
iv. program publications supporting events and programs;
v. signage
vi. promotional print material such as, posters and flyers
vii. web postings, and social media posts and blogs
d) All materials submitted to the Marketing, Research & Communications
staff will adhere strictly to all legislated accessibility laws and
guidelines, and to the City of Pickering Style Guide.
e) PMV staff will collect and maintain a broad range of photographs of
events, programs, and activities to support promotions.
f) PMV staff with the guidance and input of the Marketing, Research &
Communications team, will collect market data on visitors (on-site,
web, and social media).
g) The PMV will increase access by the public to the Collections by
posting images and information (be it text, audio and/or visual), of
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
Page 10 of 49
artifacts not ordinarily on display, through virtual exhibits and galleries,
and the use of a variety of technological and social media platforms.
h) PMV staff will make it a priority to encourage interaction with the public
through all planned interpretive activities, exhibits, communications,
and social media platforms in order to better engage the community.
05.04 Rental Access
a) The grounds and buildings of PMV will be made available for use by
individuals and groups insofar as new risks to the collection and
heritage buildings are minimized, as conforms to the PMV
Conservation Procedure, and Standard Operating Procedures.
b) Rental use during public or booked operating hours must uphold the
PMV's positive public image and ensure fair access for all users.
c) If the rental use requires the removal of artifacts from a location, the
Conservator will be responsible for packing, and moving/supervising
transport of the artifacts, and their return.
d) User fees for rental use must generate net revenue.
e) Refer to PMV Standard Operating Procedures for detailed information
Booking School Tours and Outreach Programs, Facility Rentals,
Filming Contracts, Preparing User Fees, Setting Up Registered
Programs in Class, Supervising Rental Use, etc.
05.05 Filming Rental Access
a) If alterations are required to the exterior or interior of the heritage
buildings, acceptance, denial, or acceptable compromises will be
determined by the Coordinator, Museum Operations on a case-by-
case basis, and will include input from the Conservator.
b) Film companies must provide all details for proposed alterations so
that the Coordinator, Museum Operations will have the opportunity to
review and seek clarification where necessary in order to deny,
accept, or identify compromises that will be acceptable.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-89-
Page 11 of 49
c) Proposed alterations may be allowed if:
i. The alteration will not damage any original feature or
component of the building.
ii. The alteration improves the accuracy of the representative time
period of the building and may be considered a permanent
improvement:
iii. The alteration is removable/reversible.
d) If alterations (e.g., painting) have been accepted, those details must
be included in the contract, along with any notes, expectations and
caveats (e.g., must paint back to original wall colour with
recommended paint, etc.).
e) If interior filming will be included in the use, the Coordinator, Museum
Operations and the Conservator must be provided all details and have
the opportunity to deny or identify changes and use that will be
acceptable, including proposed rental or removal of artifacts.
fl The Conservator, or the Coordinator, Museum Operations in the case
of absence, will be the staff person responsible for supervising filming
activity when:
i. accepted alterations have been approved to the interior or
exterior of heritage buildings
ii. artifacts will be removed or rented
iii. filming will take place in a heritage building
g) The Conservator, or the Coordinator, Museum Operations in the case
of absence, must approve all strike and/or reparation work involving
heritage buildings and artifacts before the film company may leave.
h) If artifacts have been approved to be removed, the Conservator will
train the film crew, and will supervise all removal.
i) The film company will be responsible for arranging and paying for
appropriate storage of artifacts. Pickering Museum Village reserves
the right to approve removal and storage companies.
j) The Conservator will supervise the return of removed artifacts to their
original location.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-90-
Page 12 of 49
k) In the case of interior filming, the Conservator will determine the ability
of the artifacts in that location to withstand light exposure and remove
vulnerable artifacts prior to the commencement of filming.
I) All alterations, modifications, compromises, artifact removal etc., will
be recorded in the Film Supervision Log.
m) Film rental user fees must reflect potential overtime of staff required
for supervision.
n) Pickering Museum Village and the City of Pickering will be
acknowledged in film credits.
06 Exhibition Procedure
Exhibitions are a medium for interpretation. All exhibitions developed and
installed by PMV staff, on or off of the museum village site will relate to the PMV
mandate and link to the PMV's identified interpretive themes.
06.01 To promote the broadest opportunity possible for guests to be engaged,
involved, educated, and entertained, PMV exhibitions will be of three
distinct types:
a) Contextual exhibits are those artifacts on display that have been
selected to illustrate, in context, the daily life in homes, businesses,
institutions, and on farms within the former boundaries of Pickering
Township, The buildings of PMV and their surroundings will be used
to develop a"time street" to cover the period from 1810 to 1920. Each
building will establish a specific point in that continuum.
b) Temporary exhibits, are displays developed to more deeply interpret a
PMV theme or focus, or highlight artifacts not normally on display, and
can reach a broader audience by travelling to an off-site location, or be
installed in the Temporary Gallery space for a set length of time.
c) Active exhibits represent those displays that involve interpretation and
interactive participation with the public by employing the physical use
of an Education artifact.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-91-
Page 13 of 49
06.02 Signage, Publications, and Text Panels
a) In keeping with the aesthetics of an authentic living history site, there
will be no signage or text provided within the village setting except for
indications of the location of public washrooms and AED machines.
b) All information presented to visitors will be provided by costumed
interpreters, or from printed material provided to each visitor upon
entering the site. .
c) All information presented in text or by staff and volunteers will be
based upon documented research, and will be accurate, objective,
relevant, truthful, sensitive, and interesting.
d) Text panels for temporary gallery exhibitions and all publication
materials will conform to accessibility standards and copyright law.
e) Refer to City Procedures and PMV Standard Operating Procedures for
guidelines on writing style and accessibility standards.
06.03 Temporary Exhibit Schedule
a) Temporary exhibits will be planned well enough in advance to ensure
adequate time for proper research, development, installation, and de-
installation.
b) The schedule of exhibits in the PMV Temporary Gallery space will be
set no less than one year in advance, with dates of installation and
take-down scheduled to ensure qualified staff will be available to
perform the work.
c) Changes to the schedule for exhibits on or off the site will be made
only if adequate resources exist, or can be made available to support
the research, development, installation, and de-installation of the
proposed exhibit.
d) The Conservator will be responsible for installation and de-installation
of all exhibits.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-92-
Page 14 of 49
e) Only staff andlor volunteers trained in exhibit design and handling of
artifacts may develop, install, and de-install an exhibit under the
supervision of the Conservator.
f) Temporary exhibits will be developed with clear objectives and
measureable outcomes as identified in the Interpretation and
Education Procedure section of this document.
g) The PMV may request the loan of an artifact from another institution
for the purpose of enhancing the theme of the Temporary Exhibit.
06.04 Use of Artifacts in Exhibitions
a) Artifacts selected for exhibit must be stable, and will be monitored to
ensure safe exposure in chosen settings (living history heritage
buildings, temporary gallery, off-site exhibition location, etc.).
b) Selection of artifacts for exhibit will be determined in strict adherence
to Conservation and Collection Management Procedures.
c) Artifacts in contextual exhibits will be conserved to a"usable"
condition, as if they are in regular use during the time represented in
order to accurately represent the interpretive through-lines of the
museum village. Artifacts will not be restored to "brand-new" condition.
d) Sensitive artifacts in contextual exhibits in the heritage buildings will be
removed to storage for the coldest months of the year.
e) Wherever possible, rooms in buildings will be cordoned off so that the
public may view the exhibits from a safe distance.
f) No artifact on display as part of a Temporary Exhibit will be used or
handled.
g) All artifacts chosen to be displayed as part of a Temporary Exhibit will
have a detailed Condition Report completed, as well as photographic
documentation. Cleaning, stabilization and treatment reports on
artifacts prior to exhibition will be performed by the Conservator.
Refer to Conservation Procedures section of this document for more
details.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001 �
-93-
Page 15 of 49
h) Off-Site Temporary Exhibitions will be mounted in public venues that
are monitored and / or approved by the Conservator, environmentally
controlled, and secured from handling and theft.
i) Artifacts which are subject to damage or deterioration from exposure to
light and heat will be displayed only in areas where light, heat, and
humidity levels can be monitored and controlled.
j) Where multiple artifacts of one type of item are available, a schedule of
rotation from display to storage will be implemented to mitigate
deterioration due to light, heat, and humidity exposure.
k) Design and materials used for mounting contextual and/or temporary
exhibits will ensure the protection of the artifact from damage due to
either environmental factors or handling by the public.
I) All materials used in the mounting of artifacts will be chemically inert,
stable and acid free. Mounts will b� designed to ensure adequate
support of artifacts while being unobtrusive to the overall aesthetic of
the exhibit.
m) Those artifacts deemed to be hazardous to the public, or particularly
sensitive, will be exhibited in display cases.
06:05 Use of Artifacts in Active Displays
a) An Education Collection of artifacts has been identified for the
purposes of demonstrating use of items. These items have been
determined to have no provenance, are not threatened by irreparable
damage, and have been determined to have significant value as tools
of interpretation.
b) If multiple examples of a particular piece of equipment are present
within the collection, artifacts of no provenance or historical connection
may be accessioned to the Education Collection.
c) Active exhibits will seek to engage and involve the visitor in a way that
ensures learning by interaction, or "hands-on" experience.
d) Artifacts with large moving parts and engines will only be operated by
staff and/or volunteers with the legally required certification and
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-94-
Page 16 of 49
training to do so (e.g., steam traction engines), and with safety barriers
in place to ensure public safety. This equipment must be registered,
maintained, and regularly inspected to ensure they meet all legal
standards.
e) Refer to PMV Standard Operating Procedures for detailed information
on how to handle artifacts, and how Education Collection artifacts may
be used.
06.06 Accessibility of Exhibits
All exhibits will be accessible to the public, as per legislative requirements,
and insofar as can be made possible in a living history environment. For
details on accessibility and public access, refer to the Community
Procedure of this document, and the City of Pickering Accessibility Policy.
07 Interpretation and Education Procedure
PMV is a living history site. Through the way in which artifacts are displayed in
the buildings, to the costumed volunteers and staff interpreters, to the
demonstrations performed by those interpreters, the settlement and development
of the former Township of Pickering is brought to life for the visitor. It is not the
intent of PMV to provide a static display with detailed labels and descriptions
within the village site. PMV will uphold its Statement of Purpose by providing
programs, exhibits, special events, and dramatic productions in which visitors will
have, as much as possible, the opportunity to experience the activities, sounds,
textures, smells, and tastes of the past.
07.01 Interpretive Themes, Aims & Programming Categories
All PMV programs and activities will meet the following interpretive themes:
a) Home — types of architecture, clothing, food, household work, families,
neighbourhood, society.
b) Education — early schools, type, curriculum.
c) Work — trades, economy, industry, male and female work outside the
home.
d) Transportation — methods and modes, styles, road building, navigation.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-95-
Page 17 of 49
e) Services — energy sources, medicine, mercantilism, religious
institutions, social and service clubs.
f) Politics — conditions and changes throughout the 19�h and early 20tn
centuries.
All programming will meet the following aims for students/visitors/participants:
a) Learn more about the history of Pickering Township.
b) Understand the type of environment that early settlers encountered.
c) Examine the backgrounds and values of the township's early settlers.
d) Understand how settlers (in our community) related to the environment
and how success was gained through innovation and adaptation.
e) Illustrate change in the community from the early part of the 1 g�n
century to the present.
� Develop skills through hands-on learning experience.
Interpretative programming falls into three basic categories:
a) Education Programs — consist of both on-site tours and Heritage to Go
Outreach Programs and must be booked in advance.
b) Public Programs — consist of on-site themed tours, outreach and guest
presentations, and specialized workshops.
c) Special Events and Exhibitions — consist of scheduled large events
throughout the calendar year, and themed temporary exhibitions in the
Gift Shop gallery space and exhibitions off-site. "Special Events".
includes dramatic productions.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
-96-
Page 18 of 49
07.02 The Coordinator, Museum Operations will:
a) Be responsible for pianning and developing education programs that
meet the curriculum requirements of Ontario schools and the PMV
Statement of Purpose.
b) Be responsible for planning and developing public workshops and
programs that are relevant to the community and meet the PMV
Statement of Purpose.
c) Ensure that education and public programs are widely promoted and
communicated to partner groups and clients.
d) Ensure the booking of all services through the museum office.
e) Be responsible for setting a temporary exhibition schedule for the
following year, and assign research topics to seasonal staff.
fl Be responsible for the arrangement of partnership exhibitions off the
museum village site.
07.03 The Event & Volunteer Programmer will be responsible for:
a) Developing and planning Special Events and public programs as
required by the Coordinator, Museum Operations.
b) Preparing and presenting the next year's line-up of proposed Special
Events to the PMV Advisory Committee each August, based on current
year outcomes, and for approval by that committee.
c) Ensuring that Special Events and public programs are promoted and
communicated.
07.04 The Museum Program Assistant will be responsible for:
a) Initial customer service.
b) Booking all on-site and outreach programming.
c) Collecting of all revenues associated with programming.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
_97_
Page 19 of 49
07.05 Development of New Programs
a) New programs will be developed only if they fit the PMV Statement of
Purpose, and relevant museum interpretive themes. Priority for
development of new programs will only be given consideration when
gaps in programming areas are clearly identified, and user feedback
suggests expansion of programming is required. For Special Events,
outcomes will be measured annually to determine what changes can
or should be made for the following year, and put forward to the PMV
Advisory Committee for approval. .
b) Only staff who are proven program developers, and/or are trained and
mentored in PMV program development will undertake the research,
design, and piloting of a new program.
c) From research to program implementation, staff and volunteers will
interpret Pickering's heritage and history with accuracy, objectivity,
truthfulness, sensitivity, relevance, and will conduct themselves
ethically at all times.
d) All program material will adhere to legislative requirements (e.g.,
copyright, accessibility standards, etc.)
07.06 Education Programs
On-site Education Tours and Heritage to Go outreach programs will be
made by appointment. A full booklet of available tour themes and
Heritage to Go outreach programs will be specially designed for, and
distributed to teachers and will include curriculum connections and a fee
schedule. The Education Programs offered by PMV will endeavour to
make the history of the area as real as possible so that students will be
better able to empathize with early settlers of the region.
On-site education tours will be made available from mid-April to
Christmas.
07.07 Public Programs
All public programming will be made by appointment or registration. A full
booklet of available tour themes and outreach programs and guest
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
_gg_
Page 20 of 49
speaker presentations will be specially designed for, and distributed to,
special interest groups.
a) Themed tours, outreach programs, and guest speaker presentations
for special interest groups will be booked in advance.
b) Workshops will be developed and set up in the Class system for
-� inclusion in the City Leisure Guide.
c) Special public programs such as themed teas, suppers, etc., will be
arranged by appointment.
07.08 Special Events and Exhibitions
a) All special events and exhibitions will meet the themes, aims, and the
PMV Statement of Purpose as above.
b) A full schedule of special events will be planned and submitted to the
Advisory Committee six months prior to the start of the next year (July).
c) Exhibitions will be planned one year in advance.
d) Off-site exhibitions and active displays will be arranged based on
criteria outlined in Section 06.04 and 06.05 of the Exhibition Procedure
and relevant Standard Operating Procedures.
07.09 Use of Artifacts in Programming
a) Items of the artifact collection on exhibit in its heritage buildings are
to illustrate life in Pickering Township as it was between 1810 and
1920. .
b) Wherever possible, artifacts required for programming use and
education will be reproductions, or items from the education
collection.
c) Only those staff trained in the safe handling of artifacts will be
authorized to handle artifacts from the core collection.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
_gg_
Page 21 of 49
d) All staff and volunteers will be trained in how to differentiate an
Education object from an education collection artifact from a Core
Collection artifact.
e) For more details on artifacts, refer to the Collection Management
Procedure and the Conservation Procedure sections of this
document.
07.10 Program Outcomes
All programs at PMV will be open to evaluation by users in the following
ways: "
a) All booked tours, outreach programs, and registered programs
(includes education tours, Heritage to Go programs for students and
the public, and leisure programs and workshops) will include a
program evaluation form at the conclusion. For those leaders who
cannot complete the form upon completion of the program, the
program take home package will include a stamped, self-addressed
envelope to encourage feedback.
b) Special Event and General Admission guests will be personally
greeted and encouraged to complete a visitor exit survey and/or a
visitor comment card upon leaving.
c) A feedback station incorporating both an interactive task and
comments will be part of each temporary exhibit.
d) Attendance statistics will be maintained for all PMV programs and
activities.
e) The PMV email address will be prominent on the website and
promoted as a channel of communication to staff from visitors.
f) Social media feedback from guests will be tracked and recorded.
07.11 Refer to the Research Procedure, Collection Management Procedure, and
Conservation Procedure sections of this document, and PMV Standard
Operating Procedures for details regarding developing programs, special
Procedure Title: Pickering Museum Village Procedure Page 22 of 49
Procedure Number: ADM 040-001
- 100 -
events, and exhibitions, booking programs, setting up registered programs
in Class, etc.
08 Human Resources
PMV is an award-winning living history site that excels in customer service, and
innovative and interactive programming. In order to fulfil its purpose, and
maintain its standards, commitment to staff and volunteer investment is
necessary.
As a facility owned and operated by the City of Pickering, PMV, its staff, and
volunteers are subject to all policies and procedures regarding the operation of a
municipal facility, and the conduct of staff. In addition to those policies and
procedures, strict adherence to the Collective Agreement between the
Corporation of the City of Pickering and the Canadian Union of Public
Employees, Local 129 must be observed.
08.01 PMV Human Resources Management
a) Under the guidance of the Human Resources Division, the City of
Pickering will ensure that the staff person responsible for the
administration of the PMV and its collection has appropriate training,
credentials, and work experience. That stafF person will provide input to
City staff to assist in the recruitment, training, and retaining of high
quality staff, and will guide the City to ensure that the PMV operates in
accordance with Ministry Standards for Community Museums in
Ontario, and the Canadian Museum Association's Ethics Guidelines.
b) All staff inembers and volunteer positions will have a written job
description.
c) Recruitment, performance assessment, recognition, and termination of
PMV staff will be conducted ethically and with strict adherence to all
current legislation, City of Pickering Policies and Procedures, and the
Collective Agreement.
d) Volunteer recruitment, assessment, recognition and appreciation, and
termination will be conducted ethically, as per the guidelines in the
Volunteer Procedure section of this document.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 101 -
Page 23 of 49
e) City of Pickering Policies and Procedu�es, and PMV Standard
Operating Procedures will be followed by all staff and volunteers as is
applicable to their duties and responsibilities.
f) All staff will receive training in, or provide current certification for, the
following:
i. First Aid (current every two years)
ii. CPR-C and AED (current annually)
iii. Health & Safety Training at Orientation (and annually)
iv. Fire Extinguisher Training (annually)
v. Accessibility, Respect in the Workplace, Sustainable
Pickering Training, Customer Service, and other training as
deemed appropriate
vi. Emergency Response Plan (annually) Orientation to PMV
(including relevant policies, procedures, and standard.
operating procedures)
g) Staff working with children must receive training in HIGH FIVE
(Principles of Healthy Child Development) as a requirement of
employment.
h) Staff working with food must be trained in the guidelines for Safe Food
Handling. A Safe Food Handling certified staff member must be on
duty to supervise the preparation of food for the public.
i) Staff working with chemicals must have Health & Safety/WHIMIS
training as applicable.
j) Staff working on computers must agree to attend Computer Orientation
training at the City of Pickering and observe all Policies and
Procedures related to computer use.
k) Clearance to drive the PMV truck will be required for all staff as it will
be a necessary way to transport displays, exhibits, and presentation
materials and equipment.
I) General training in the care and handling of artifacts will be provided to
all staff and volunteers to ensure adequate care for the artifacts in the
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 102 -
v
Page 24 of 49
PMV's possession, and to aid in activities in all areas of the museum
village.
m) Every effort will be made to ensure equal access to the workplace for
staff of all abilities.
n) Every staff person's and volunteer's accomplishments as both an
individual and a team member are recognized through achievement
and recognition programs.
o) All PMV staff and volunteers will be provided a copy of, and be
expected to observe, guidelines for museums as set out in the
Canadian Museum Association's "Ethics Guidelines".
p) All supervisors must: ensure that a worker complies with the OH&SA
and regulations [section 27(1)(a)]; ensure that any equipment,
protective device or clothing required by the employer is used or worn
by the worker [section 27(1)(b)J; advise a worker of any potential or
actual health or safety dangers known by the supervisor [section
27(2)(a)]; if prescribed, provide a worker with written instructions about
the measures and procedures to be taken for the worker's protection
[section 27(2)(b)]; and take every precaution reasonable in the
circumstances for the protection of workers [section 27(2)(c)J.
q) All workers also have several general duties under the OH&SA. A
worker must take responsibility for personal health and safety insofar
as he or she is able. Under the Act, a worker must: work in
compliance with the Act and regulations [section 28(1)(a)]; use or wear
any equipment, protective devices or clothing required by the employer
[section 28(1)(b)]; report to the employer or supervisor any known
missing or defective equipment or protective device that may be
dangerous [section 28(1)(c)]; report any known workplace hazard to
the employer or supervisor [section 28(1)(d)]; report any known
contravention of the Act or regulations to the employer or supervisor
[section 28(1)(d)J; not remove or make ineffective any protective device
required by the employer or by the regulations [section 28(2)(a)]; not
use or operate any equipment or work in a way that may endanger any
worker [section 28(2)(b)]; and not engage in any prank, contest, feat of
strength [section 28(2)(c)].
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 103 -
Page 25 of 49
08.02 Professional Development
a) All staff and volunteers, including Advisory Committee members, will
be provided with opportunities to participate in various training
workshops, seminars and conferences, so that they may enhance
skills, increase knowledge, and gain resources to effectively interpret
the museum village and the lifestyles of the 19th and early 20in
centuries in Pickering Township.
b) A variety of mandatory training seminars and skills development
workshops will be offered throughout the year to PMV volunteers. All
staff and volunteers are encouraged and will be provided opportunities
to further their knowledge of history, museological theory and practice,
and heritage skills, and to share that knowledge in the development
and presentation of programs and services at PMV. Workshop and
seminar presenters will be a collection of qualified PMV staff and
knowledgeable guests. In-house volunteertraining workshops and
seminars will be open, free of charge to all staff and volunteers.
c) Only a qualified and certified Conservator will care for the core
collection and conduct conservation treatment on artifacts. That staff
member will be responsible for planning and presenting general
training to staff in the care and handling of artifacts.
d) The primary focus of staff training will be in the areas outlined in
section 08.01 of this procedure. All other areas of development will be
assessed as resources are made available.
e) Membership and participation by PMV staff in local museum groups
(e.g., York-Durham Association of Museums and Archives, Museum
and Art Gallery Educators Collective of Durham, etc.) will be
encouraged and promoted for the purpose of sharing ideas,
networking, and problem-solving.
f) Membership and participation in professional associations such as the
Canadian Museum Association (CMA), Ontario Museum Association
(OMA), Canadian Conservation Institute (CCI), Canadian Association
of Conservation of Cultural Property (CAC) and attendance at related
conferences by the Coordinator, Museum Operations, the Conservator
and/or the Event & Volunteer Programmer will be encouraged to
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 104 -
Page 26 of 49
promote continual learning and knowledge of changing trends within
the field.
g) Staff requesting additional professional development opportunities
must provide adequate background information, and resources applied
for before they may register for conferences, seminars and workshops
held by outside institutions.
h) Each newly appointed PMV Advisory Committee member will be
provided with a comprehensive Orientation Binder, complete with a
copy of the CMA (Canadian Museums Association) Ethics Guidelines,
Ministry of Tourism and Culture Standards for Museums in Ontario,
PMV Procedure, relevant City of Pickering Policies and Procedures,
PMV Volunteer Handbook. In addition, time will be given at the first
meeting, for a presentation providing an overview of the museum and
its operation. This orientation and introduction will be in addition to the
City of Pickering's orientation for new Committee members.
08.03 Professional Development Investment
a) Resources will be dedicated in the PMV budget to enable the annual
attendance of at least one staff member at relevant conferences of key
professional associations (e.g. CMA, OMA, CCI, CAC, etc.).
b) Resources will be assured in the PMV budget to provide in-house
workshops and other training sessions for staff and volunteers, and to
allow for the hiring of guest presenters as required.
c) Subscriptions to museuological periodicals and memberships, and the
purchase of library resources to support PMV research, program
development, and professional development will be included in the
PMV budget.
08.04 Refer to City of Pickering Human Resources Policies and Procedures,
and Administration Policies and Procedures (particularly those pertaining
to Health & Safety), and the Collective Agreement for details regarding
recruiting, hiring, supervision, evaluating, and conduct of employees.
08.04 Refer to PMV Standard Operating Procedures and the Collective
Agreement for details regarding, registering staff for City of Pickering
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 105 -
Page 27 of 49
training seminars, orientation of new hires, employment requisitions,
term employee roll-over requisitions, etc.
09 Collection Management Procedure
The collection of artifacts is a tangible representation of the community's heritage
and is integral to the existence of the PMV, as outlined in the PMV Mandate,
Vision, Mission, and Values. As a responsible steward of those artifacts in its
possession, the PMV will maintain current standards and operating procedures
for all collection related activities. Those duties will include collection
development, acquisitions, accessioning, loans, deaccession, and disposal of
artifacts, and the proper documentation of those artifacts.
These procedures provide responsibilities and guidelines in the following areas:
Collection Development and Acquisition, Collection Management, Loans, and
Deaccession.
09.01 Responsibilities:
a) The Coordinator, Museum Operations:
i. Will be responsible for acceptance of any artifact into the
collection. Additions to the collections will be jointly approved
by the Coordinator, Museum Operations, the Conservator, and
the Collections Committee according to the guidelines set out
in the PMV Collections Development and Acquisitions
Guidelines and the PMV Accessioning Standard Operating
Procedure.
ii. Will recommend artifact accession, deaccession, or loan, as
set out in the PMV collections Development and Acquisitions
Procedure.
iii. Will ensure the.day-to-day management and care of the
collection according to the standards established by the
Government of Ontario, Ministry of Tourism, Culture and Sport
and the museum community.
iv. Will maintain a list of items determined to be desirable for its
purposes. This list will be reviewed annually by the Collections
Committee.
v. Will, with the assistance of the Conservator and the
Collections Committee, review the management of the
collection annually.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 106 -
Page 28 of 49
vi. Must approve outgoing loan of any artifacts to other
institutions.
vii. Must approve any incoming loan of artifacts to other
institutions.
viii. Assess and deem artifacts that do not fit the PMV mandate
and/or Guidelines for Collecting.
ix. Will endorse a list of artifacts for deaccessioning. This includes
movement from the Core Collection to the Education
Collection, and will submit that list to the Collection Committee
to be forwarded for Council approval.
x. Will ensure that all staff and volunteers working at the PMV
understand and maintain confidentiality in all matters
pertaining to the museum's operation, including collection
records, and security systems and routines.
b) Pickering Museum Village Advisory Committee (PMVAC) will:
i. Appoint a Collections Committee which will review and make
recommendations regarding the development, management
and care of the collections. The Collections Committee will
include appropriate staff, representation of the PMVAC and
may also include knowledgeable members of the community.
ii. Be responsible for acceptance and deaccessioning of any
artifact into the collections as recommended to the Collections
Committee by the Coordinator, Museum Operations,
according to the parameters set out in the Collections
Development and Acquisitions Procedures.
iii. Annually review, through its Collections Committee, the PMV
list of desirable artifacts to acquire, as submitted by the
Coordinator, Museum Operations.
iv. Annually review and approve, through its Collection
Committee, a deaccession list for submission to Council for
approval.
c) The Conservator wilL•
i. Be responsible for completing and maintaining all
documentation pertaining to the collection.
ii. Maintain the day-to-day management and care of the
collection according to the standards established by the
Government of Ontario, Ministry of Tourism, Culture and Sport
and the museum community.
iii. Assist with reviewing the management of the collection
annually.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
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Page 29 of 49
iv. Maintain a list of artifacts for deaccessioning. This includes
movement from the Core Collection to the Education
Collection.
v. Be responsible for accessioning all artifacts into the collection
(both Core and Education).
vi. Be responsible for updating and maintaining the electronic
artifact collection database.
09.02 Collection Development and Acquisition Guidelines
As a responsible steward of those artifacts in its possession, the PMV will
make every reasonable effort to collect, document, and preserve those
artifacts reflective of the museum village's mandate.
The objective of this section is to outline the scope of the PMV collection,
establish the priorities for collecting, and regulate the artifacts that will be
accepted into the collection. It is based on the standards for ethical
behaviour and legislative requirements acceptable to the Government of
Ontario, Ministry of Tourism, a�Culture and Sport, to the Canadian
Museum Association, and to the museum field at large.
For details on how to collect (when and how to complete. temporary gift
receipts and final loan agreements), completing requisitions for tax
receipts, maintaining a list for collecting, determining if an artifact should
be deaccessioned, and the steps required to perform that process, refer to
PMV Standard Operating Procedures.
a) PMV will collect only those objects that meet a minimum of one the
following provenance criteria:
i. were made and/or used in Pickering Township
ii. are associated with a person, place or event in Pickering
iii. are, to a certain extent, typical or representative of objects made
or used in Pickering and that are historical, cultural, or aesthetic
in nature that primarily cover the period from 1810 to 1920.
b) Acquisitions made either by donation or purchase, will be guided by
the parameters set out in PMV's mandate.
c) The object must be in reasonable condition and be able to be housed
and preserved in accordance with recognized museum standards.
d) PMV will collect only those objects that can be cared for as outlined in
the Collection Management and Conservation Procedures.
Procedure Title: Pickering Museum Village Procedure Page 30 of 49
Procedure Number: ADM 040-001
- 108 -
e) In acquiring artifacts for the collection, the PMV and its representatives
will act responsibly and in a manner sympathetic to members of the
community.
f) No human remains will be accepted into the collection.
g) Objects, which are of specific significance to recognizable cultural,
ethnic, or religious groups, will be added to the collection and
displayed under specific guidelines. Representatives of such groups
will be consulted to ensure that any display or depiction of such objects
is sensitive to their beliefs and concerns.
h) In order to facilitate public and educational programming, and to avoid
deterioration of the Core Collection through use, the PMV will also
collect objects for an Education Collection.
i) Objects which are accepted into the Education Collection will be those
that are typical or representative of objects made or used in Pickering
from 1810 to 1920, but which have no specific association with a
person, place or event within the Township. These objects may be
duplicates of those within the Core Collection.
j) Consideration will be given to the probable outcome of the PMV's
refusal to accept the donation in regard to its sale, loss of history/
provenance or destruction.
k) The PMV will collect objects with regard to all municipal, provincial and
federal statutes and agreements concerning the control or banning of
specific materials or objects.
I) PMV staff, Advisory Committee, and Collections Sub-Committee may
not personally collect items that fall within the PMV's collection
mandate. Such personal collections will be considered a conflict of
interest.
m) The PMV will avoid accepting items with stipulations or legal
restrictions, including provincial and federal acts, or in contravention of
UNESCO Conventions.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 109 -
Page 31 of 49
n) The PMV will respect the provisions contained in the Copyright Act,
Ontario Heritage Act, and the Freedom of Information Act and
Protection of Privacy Act insofar as they apply to the ethical acquisition
of artifacts.
o) Refer to "Accessioning an Artifact" Standard Operating Procedure for
specific details and steps.
09.03 Accessioning Guidelines
All pertinent information regarding the history of the artifacts will be collected,
recorded, and preserved.
a) Items accepted into the collection must conform to the criteria as
outlined in the Collection Development and Acquisitions Policy.
b) Once an object has been accepted into the collection all
documentation as outlined in related procedures must be completed.
c) All core collection acquisitions will be identified using the Chenhall
nomenclature for classification.
d) Two cataloguing systems will be maintained, one for the core collection
and a separate inventory for the education collection. In order to
differentiate the systems, all "core" artifacts will have a number in the
format of YYYY.D.Ia, where `YYYY' is the year accepted into the
collection, `D' is the donation number that year, `I' is the item number
within that donation and `a' is a letter designating item parts where
required. Prior to 2009 all numbers also began with an "X".
e) Where practical, the objects in the education collection will be
numbered in the same way as the core collection except that they will
start with the letter "E". Prior to 2009, items that were not considered
core collection were prefaced with an "R" suggesting "reproduction".
While some items were, in fact, reproductions, others with this label
were antiques. Those items of age, useful in the Education Collection,
will continue to bear the "R" code; however, files will be updated to
reflect their origin, and age.
f) A photographic record will be kept of all new acquisitions as part of the
cataloguing process.
g) A hard copy of all catalogue records will be maintained in the Redman
House Program Centre.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 110 -
Page 32 of 49
h) The electronic records will be backed up on the City of Pickering
computer server that is accessible to the PMV. The data is stored on
the city's SAN (Storage Area Network), which is backed up to disk on a
daily basis as well as being replicated to a second SAN at the
Recreation Complex for backup and recovery purposes. The data is
also backed up to tape on a monthly basis as part of a tape backup
rotation, with the tapes stored off-site for disaster recovery purposes.
i) Catalogue numbers will be affixed to artifacts in a manner that will
prevent damage to or deterioration of the object. The PMV Labelling
Artifacts Standard Operating Procedure will be followed by all staff
when applying an artifact number.
j) As part of the recording system, location information will be kept for
each artifact. When artifacts are moved the new location must be
updated on the artifact record and in the Past Perfect 5.0 database.
k) Artifacts which are of specific significance to recognizable cultural,
ethnic, or religious groups may be returned to such groups upon their
request under specific guidelines. Such groups must be able to assure
the PMV that the object is integral to the beliefs or culture of the group
and that they are able to provide proper care of the object according to
accepted conservation methods. Return of such objects will be
approved by the PMV Advisory Committee and approved by Council.
I) Where applicable, the PMV will follow all guidelines and maintain
records required by municipal, provincial or federal statutes, such as
for firearms or hazardous materials that may be held in the collection.
09.04 Inventory of Artifact Collection
a) The PMV will perform regular, comprehensive inventories of artifacts
in all heritage buildings and storage areas.
b) An inventory worksheet shall be used during the inventory and will
track the following:
i. Artifact accession number
ii. Artifact name
iii. Location
iv. General Condition (Poor, Fair, Good, Excellent)
v. Name of Recorder
vi. Date of Inventory
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
Page 33 of 49
c) Staff and volunteers performing inventory must be trained on the Care
and Handling of Artifacts, and the Inventory Standard Operating
Procedure.
09.05 Loans Guidelines
PMV will maintain current collections management procedures for, and
proper documentation of, the incoming and outgoing loan of those artifacts
within its possession.
a) Objects for loan must be in stable enough condition to withstand the
travel, exhibit, and handling conditions that they will undergo to
complete the loan.
b) Insurance coverage as appropriate for the individual object and loan
must be provided or specifically exempted. The borrowing institution
will be responsible for the cost of packaging, shipping and adequate
insurance coverage.
c) Loans to other recognized institutions may be approved for a set
period of time providing the institution can ensure that handling,
storage and display will meet requirements to safeguard the artifacts.
This will include proper environmental controls and security
precautions for both storage and display and returning the objects as
packaged by PMV.
d) Incoming loans will be discouraged except for the purpose of a
temporary exhibition or a specific research or educational project.
e) For both outgoing and incoming loans, a condition report, with
photographic documentation, will be required by PMV at the time of the
loan.
f) Loans of artifacts to outside institutions and individuals must be
accompanied by a copy of the condition report, detailed photographs,
and the signed loan agreement. Both parties will retain a copy of the
insurance agreement.
g) For artifacts returning to the PMV after having been on loan, a second
condition report will be done to determine any changes or deterioration
in the artifact. �
h) For both outgoing and incoming loans appropriate loan forms must be
signed prior to the loan taking place.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 112 -
Page 34 of 49
09.06 Deaccession Guidelines
a) The PMV will not collect artifacts with the intention of future
deaccession.
b) From time to time, artifacts may require removal from the collection.
c) Artifacts may be recommended by the Collections Sub-Committee for
deaccession if:
i. The artifact is the subject of repatriation. An artifact of specific
significance to recognizable cultural, ethnic or religious groups
may be returned to such groups upon their request under PMV
procedural guidelines. Such groups must be able to assure the
PMV that the object is integral to the beliefs or culture of the
group and that they are able to provide proper care of the object
according to accepted conservation methods. Dea�cessioning
and return of such objects must be approved by the PMVAC
and approved by Council.
ii. The artifact is significantly incomplete (unidentifiable piece or
fragment) or not representative of the type of object.
iii. The artifact is in such poor condition that preservation,
conservation or restoration is not a viable option.
iv. The artifact is duplicated in the collection and a duplicate is not
of value to the collection.
v. The artifact is not relevant to the PMV's collecting mandate.
vi. There is incomplete documentation and provenance for the
artifact.
vii. The artifact has no effective use in current or future exhibitions,
research, interpretation, or public use.
viii. There are ethical issues related to ethnographic collections and
human remains.
ix. There are restrictions on legal title. .
x. It has subsequently been found that there is questionable legal
title.
xi. Correcting old accessioning mistakes (i.e. item was never
meant to be an artifact or accessioned).�
xii. The object is a threat to the collection, staff, volunteers, or
structure of the PMV.
d) The PMV Advisory Committee must approve the recommendation of
the Collections Sub-Committee in a formal meeting of the committee.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 113 -
Page 35 of 49
e) The passed motion to approve the deaccession list will be forwarded
to the Mayor and Council for final approval.
� Only after approval by City Council may objects be removed from the
Core and Education Collections in accordance with the Collection
Management Procedure.
g) Records (or a copy) will be maintained by the Conservator for all
artifacts deaccessioned and will include the original catalogue
information, documentation of the reason(s) for deaccessioning and
approval, and documentation of the disposal of the artifact. Note will
be made with the original entry in the Collection Register of the date of
deaccessioning.
09.07 Disposal Guidelines
Once an artifact has been deaccessioned according to the preceding
guidelines, the following guidelines for disposal will be followed.
a) PMV will make all reasonable efforts to inform the registered donor
or family (if donor is deceased) that the object is to be disposed of
and that they will be given one month from the date of notice in
which to reply if they desire the object returned to them.
b) Following such period, other local museums will be notified of the
objecYs availability.
c) The Government of Ontario, Ministry of Tourism, Culture and
SporYs Museum Section will be given the option of including the
object on the Provincial Donor's List.
d) Providing all of these steps in 04.01 have been followed, the object
may then be offered for sale to the public by whatever vehicle the
Collection Committee sees as necessary.
e) No member or family member of the Collection Committee, the
PMVAC or the PMV staff will be allowed to purchase the object.
f) If however, an artifact is in a total state of disrepair as determined
by a professional conservator, then the artifact may be destroyed in
view of two persons consisting of the Coordinator, Museum
Operations and at least one member of the PMVAC.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 114 -
Page 36 of 49
10 Conservation Procedure
PMV is responsible for the conservation and preservation of the artifacts in its
collection. PMV will strive to provide, within reasonable financial ability, the best
preventative maintenance, conservation care, and physical environment to
artifacts within its possession whether by donation, loan, or purchase. Collection
care, and conservation, both pre�entive and treatment-based, will be undertaken
only by a qualified conservator. Where treatment and care exceeds the scope of
the conservator, PMV will seek the guidance and skills of qualified experts. All
staff working with the collection will maintain strict adherence to the Candadian
Museum Association's "Ethics Guidelines" and the "Code of Ethics and Guidance
for Practice" as outlined by the Canadian Association for Conservation of Cultural
Property and the Canadian Association of Professional Conservators and will
follow all current legislation affecting conservation and collection care.
10.01 The Coordinator, Museum Operations will:
a) Be responsible for determining conservation priorities and nature and
extent of conservation treatments required in conjunction with the
Conservator.
b) Ensure that cleaning, repair or conservation of any artifact is carried
out only by qualified personnel, and in such a manner as to maintain
the historical and artistic integrity of that artifact.
c) Ensure that the Conservator:
i. Completes condition reports on any artifact prior to undergoing
any treatment. Three condition report formats will exist, one
each for objects, textiles, and archival material.
ii. Completes treatment reports for each treatment performed on
an artifact. Reports must be detailed, and include every step of
treatment procedures.
iii. Takes photographs of any artifact, before, during and after
treatment.
iv. Maintains photographs and records on arifacts and buildings
requiring conservation treatment in the electronic database.
d) Ensure that all staff and volunteers working with the collection will be
trained in the safe handling and care of artifacts.
e) Ensure that all maintenance and housekeeping responsibilities are
carried out by trained and qualified staff and service providers.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 115 -
Page 37 of 49
f) Ensure that regular inspections of the buildings and exhibits, both
temporary and contextual, are performed on a regular basis.
10.02 The Conservator will:
a) Complete inventories and assessments of the Collection on a
regular basis.
b) Complete condition reports on artifacts prior to commencing
treatment.
c) Analyze the information within the condition reports to determine
level and extent of treatment required.
d) Advise the Coordinator, Museum Operations on conservation
priorities, and nature and extent of conservation treatments
required, based on information gathered from condition reports.
e) Clean, repair and/or conserve artifacts, while maintaining their
historical and artistic integrity.
f) Ensure that treatment reports are completed for each treatment
performed on an artifact. Reports must be detailed, and include
every step of treatment procedures.
g) Ensure that photographs are taken of any artifact, before, during
and after treatment, and maintained in the electronic database.
h) Ensure that records are kept on artifacts and buildings requiring
conservation treatment.
i) Train all staff and volunteers working with the.collection in the safe
handling and care of artifacts and housekeeping procedures.
j) Ensure that all core artifacts and education collection items are
sufficiently stable for exhibition, research, program, demonstration,
and education use.
k) Ensure that artifacts moved from one location to another, whether
on-site or off-site, are packed, transported, and unpacked safely
and securely, and buildings moved are adequately stabilized and
supported for transport.
I) Ensure that all products and methods employed in the labelling of
artifacts are tested and proven stable for the material type of the
artifact, and will not harm or damage the artifact.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 116 -
Page 38 of 49
m) Conduct regular inspections of all buildings and exhibits (both
temporary and contextual) insofar as risk assessment, condition,
pest management, and housekeeping and maintenance for artifacts
is concerned.
10.03 Collection Storage Guidelines
PMV will provide adequate storage areas to contain the size and scope of
the core collection. These areas will be clean, orderly and
environmentally controlled insofar as is feasible. These areas will meet the
following criteria:
a) An area will be designated for core collection storage only. This
storage area will be restricted access to trained staff and volunteers
only, and will be kept dark when staff are not present.
b) Every effort will be made to minimize overcrowding in current storage
conditions, with the aim to improve the facility in the future, and
increase storage capabilities for future acquisitions.
c) The collection storage room will be maintained in organization to
ensure that similar materials are kept together, with the most sensitive
objects stored in the centre of the area.
d) Housekeeping procedures will be routinely followed in heritage
buildings and storage areas, and will be conducted by staff and
volunteers with appropriate training. Sehedules and checklists will be
provided and monitored by senior museum staff.
e) Storage shelving will conform to safety standards, will be strong
enough to bear weight required, and will be lined with acid-free blotter
paper. Boxes and supports will be manufactured from conservation
quality materials.
� Storage shelving will begin at a minimum height of 4 inches from the
floor to the bottom shelf to mitigate flood damage. Every effort will be
made to avoid direct floor storage.
g) For guidelines on exhibition, refer to the Exhibition Procedures section
of this document
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 117 -
Page 39 of 49
10.04 Risk Management and Security
a) PMV will work to mitigate exposure of the artifacts to damage or loss
through fire, flood, water damage, theft, vandalism, accident, insects
and vermin.
b) PMV will hire a surveillance company to inspect all access gates
nightly to monitor and deter vandalism and potential theft.
c) Any suspected vandalism will be reported immediately by staff by way
of an Incident Report that will be filed with the City of Pickering,
resulting in an investigation, and remedial action as necessary.
d) The Administration Building where the core collection is stored will
have a security alarm system, and the storage room door will be
equipped with a lock.
e) The Redman House Program Centre where the PMV's reproduction
costume collection is stored, and where contextual exhibit artifacts are
stored during the winter will have a security and fire alarm.
f) Regular, formal Building Maintenance and Hazard Inspections will be
performed on every heritage and non-heritage building. Concerns will
be noted with priority deadlines and action assigned to appropriate
staff to correct noted deficiencies.
g) All heritage buildings will be kept locked when not in use. A security
checklist will be maintained by staff, and tracked to note buildings that
are opened and closed during use and operation.
h) Access to the Core Collection Storage Area is restricted to senior PMV
staff. Staff, volunteers, service providers, and approved guests will
enter only with the accompaniment of those staff indicated.
i) A full Condition Assessment will be undertaken on all buildings,
storage areas, and artifacts periodically, and will take 2-3 years to
complete, depending upon staff and volunteer resources.
j) PMV staff will maintain a Disaster Preparedness Plan in the event of
emergencies such as fire, flood, accident, etc. This plan will include a
specified emergency work area and will ensure that all staff are
thoroughly trained and familiar with the plan.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 118 -
� '
Page 40 of 49
10.05 Storage and Exhibition Environmental Monitoring and Controls
a) The PMV will strive to restrict light levels to acceptable levels as
determined by the sensitivity of the artifact material. Light levels will be
minimized by the following measures:
Fluorescent light bulbs in the storage area and conservation
lab will be covered in UV filter sleeves.
Light bulbs over shelves where the most sensitive artifacts
(e.g. textiles) are store will be reduced from two bulbs to one
to decrease visible light damage.
iii. Nouvir Fibre Optic lighting system will illuminate the
Temporary Gallery space.
iv. UV film will be placed on all windows in exhibition locations,
including Temporary Gallery space and heritage buildings.
v. The museum will use a digital light meter and a UV light
meter to monitor light levels routinely to mitigate artifact
deterioration.
vi. All heritage buildings will be provided with double-lined
reproduction curtains that will be opened only when the
museum village is open to the public.
b) Relative humidity and temperature levels will be minimized and
maintained within the appropriate range (40% — 60 % relative
humidity with 50% being the goal and 18°C - 22°C for the
temperature), as much as is feasibly possible by the following
measures:
i. A thermohygrograph will be operating in the core collection
storage area at all times. Record charts will be changed,
analyzed and filed monthly. The calibration must be
checked every three months using a sling psychrometer,
and it will be reconditioned every six months.
ii. Digital hygrometer thermometers will be installed in every
heritage building to monitor temperature and relative
humidity. Records will be maintained, and artifacts at risk
removed when ranges are unacceptable.
iii. Dehumidifiers will be operated in areas where required, and
will be maintained, monitored, emptied, and recorded as
necessary.
iv. Anomalies in environmental conditions will be investigated
by the Conservator, and corrected promptly.
c) Dust and pollution will be minimized through the following measures:
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 119 -
Page 41 of 49
i. Use of door mats, regular sweeping, dusting, and
vacuuming routines.
ii. Smoking will be prohibited in all buildings, and the centre of
the village; smoking is only permitted 15 feet from any
building. The preferred "smoking area" is the picnic area of
the village site.
iii. Fans will be used to improve air circulation around the
artifacts in the core collection storage area.
d) Integrated pest management will be conducted as follows:
PMV will strive to deter pests and infestations by practicing good
housekeeping procedures, restricting food and drink to designated
areas, completing regular inspections, and responding to suspected
pest-related issues promptly.
i. The Conservator will work collaboratively with maintenance
staff and pest contractors to monitor, record, and report
pest activities and infestations and ensure appropriate
action is taken to treat infestations.
ii. Trained pest control specialists will be contracted to advise
and treat chronic pest infestations that threaten the
collection and/or heritage buildings or the safety of staff,
volunteers, and guests.
iii. Regular treatments will be performed by professionals on
areas where there are known reoccurrences in an effort to
prevent and deter infestation.
iv. Sticky traps will be used in buildings where there is
suspected insect activity.
v. Mouse bait will be placed in strategic locations throughout
� the buildings and monitored monthly.
vi. Food and beverages will be restricted in heritage buildings
as much as possible. Heritage cooking demonstrations will
be the exception, and will be properly cleaned up
aftenNards.
vii. All areas where food is prepared or served will be cleaned
and sanitized immediately.
viii. Garbage and recycling must be removed daily, or more
frequently as volume requires.
ix. Food and beverages will be strictly prohibited in the
conservation lab and collections storage areas.
x. Fresh plants and flowers are strictly prohibited inside any
building on site including the Adminstration Building and the
Redman House Program Center. The exception will be
weddings; floral arrangements will be removed at the
conclusion of the rental.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 120 -
Page 42 of 49
xi. Plants, flowers and grass will not be permitted to grow
within 2 feet of the buildings.
xii. All storage areas and heritage buildings will be inspected
monthly for signs of pests and infestations.
xiii. Staff and volunteers will be trained to recognize signs of
pest presence and will report sightings and evidence to the
Conservator.
e) Recording of environmental conditions will be conducted by the
following measures:
_ i. StafF and volunteers will report any concern regarding
temperature, humidity, housekeeping, maintenance, and
suspected pest to collection andlor maintenance staff
immediately.
ii. All data from environmental recording systems and devices
will be kept on file in the Conservation Lab. Every effort will
be made to correct deficiencies as they arise.
f) In areas where the temperature, humidity, lighting, and air cleanliness
cannot be controlled (e.g., heritage buildings, temporary gallery, etc.),
only those artifacts deemed stable enough to withstand exposure will
be on exhibit.
g) For further details refer to the PMV Housekeeping and Maintenance
Manual, the Environmental Monitoring Standard Operating Procedure,
and the Pest Management Standard Operating Procedure.
10.06 Conservation Treatment Space
a) A conservation lab space will be allocated in the Administration
Building, specifically for the care and treatment of collections.
b) Sufficient workspace will be made available for conservation
treatment.
c) The lab space will be adjacent to triage and storage areas.
d) Chemicals will be appropriately stored in a locked chemical storage
unit, and MSDS sheets will be maintained by staff for all products
stored in the unit.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 121 -
Page 43 of 49
10.07 Conservation Treatment
a) The PMV will perform conservation treatments involving intervention
only as a last resort after preventive conservation measures have
proven unsuccessful in stabilizing the artifact. .
b) Prior to deciding upon a course of conservation treatment, PMV staff
will endeavour to maintain a balance between revelation, investigation,
and preservation. The following considerations will be contemplated:
i. Intended use of object.
ii. Context
iii. Conservation ethics
iv. Condition of the object
v. Composition of the object
vi. Historic evidence and information
vii. Aesthetic entity
viii. Informative activity
ix. Conservation resources
x. Conservator's competence
xi. Object of belief (e.g. First Nations)
xii. Sustainable long-term preservation of the artifact
c) The PMV will ensure that conservation treatments are undertaken by a
qualified conservator.
d) A full condition report will completed by the Conservator and treatment
options will be researched to determine the best course of action.
e) Any treatment which has the possibility of negatively affecting the
artifact in the future, or is beyond the scope of the Conservator will be
discussed with a specialist in the field.
f) The condition report, treatment report, and full photographic
documentation will be maintained throughout the treatment process
and added to the artifact's Master File, and linked to the artifact in the
electronic database.
g) The Coordinator, Museum Operations and the Conservator will set
priorities for the conservafion of materials in the collection in the
following order:
i. Artifacts requiring emergency treatment or stabilization.
ii. Artifacts with specific historic, value and provenance.
iii. Artifacts required for display or exhibit.
iv. Education Collection artifacts used in programming and
interpretation.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 122 -
� � �
Page 44 of 49
11 Volunteer Procedure
In order to effectively meet its Statement of Purpose, PMV will provide an
extensive and comprehensive volunteer program that will employ volunteers in a
variety of specialized clubs or societies, as well as costumed interpretation and
behind the scenes, administrative support. PMV will ensure a full volunteer
program that will include mandatory artd optional training opportunities, service
hours tracking, and recognition of achievement. Volunteers will receive a
Volunteer Handbook in which their roles, training, and expectations are clearly
outlined. At all times, volunteers will be held to the ethics as outlined in the City
of Pickering Human Resources Policies, and the Canadian Museum Associations
"Ethics Guidelines".
11.01 The Event and Volunteer Programmer will:
a) Draft and maintain current job descriptions for lead positions of
volunteer clubs and societies at PMV. Job descriptions will be
approved by the Coordinator, Museum Operations, the Supervisor,
Culture & Recreation and Human Resources Division as appropriate.
b) Recruit, interview, and follow up on references, criminal reference
checks, and/or vulnerable sector screenings to determine appropriate
volunteer candidates.
c) Ensure that all new volunteers attend mandatory training seminars,
which will include, but not be limited to orientation to the City of
Pickering and the PMV, emergency response plan, health & safety .
guidelines, accessibility standards, fire extinguisher use, customer
service, etc.
d) Ensure that all volunteers attend refresher training seminars and a
minimum of one skills development workshop annually or as required
in the Volunteer Handbook.
e) Provide training that meets the needs of PMV, its Statement of
Purpose, and the volunteer team.
� Track all volunteer hours and skills contributions.
g) Maintain a current list of active and inactive volunteers.
h) Schedule volunteer work.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
- 123 -
Page 45 of 49
i) Nominate volunteers for appropriate federal, provincial and other
outside awards programs and opportunities.
j) Plan and present an annual Volunteer Appreciation Reception at
which the service achievements of the PMV volunteers will be
acknowledged, shared, appreciated, and rewarded.
11.02 Volunteer Rights and Responsibilities
Volunteers have the right to:
a) Be treated as a co-worker, not just free help.
b) A suitable and mutually agreed-upon assignment.
c) Be prepared for the job by orientation and training sessions that are
thoughtfully planned and effectively presented.
d) Advice and support from a designated supervisor, continued training
on the job, information on new developments, and training for greater
responsibility.
e) Know whether or not your work is effective and how it can be
improved.
f) Be kept informed about programs, activities, and happenings at the
PMV.
g) Be heard, to feel free to make suggestions, and to have respect shown
for an honest opinion.
h) Be appreciated and recognized for contributions to the success of
PMV.
Volunteers will be responsible to:
a) Be aware of the goals and objectives of the PMV as contained in its
Statement of Purpose. �
b) Be sincere in your offer of service.
c) Maintain a good working relationship with staff and other volunteers.
d) Represent the staff, volunteers, and PMV in a positive manner.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
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J <
Page 46 of 49
, � i
e) Be cheerful and pleasant when working with the public.
fl Welcome supervision and guidance graciously and consult with staff
when unclear on policy or action.
g) Undertake training as required and be willing to learn from all sources
including reading material, staff, and other volunteers, and the public.
h) Follow organizational guidelines and maintain the integrity and
confidentiality of PMV.
i) Work as a team member to carry out duties reliably, to be on time, and
to call with as much notice as possible if not available for the agreed-
upon assignment. .
11.03 Volunteer Termination
Any serious breach in the above listed Rights and Responsibilities, to City
of Pickering Policies and Procedures, or to the Ethics Guidelines as
outlined by the Canadian Museum Association may result in the
termination of a volunteer.
12 Research Procedure
Research is integral to understanding our communities' past, interpreting that
heritage to site guests through exhibitions, education programs, public programs,
special events, and dramatic productions. PMV is dedicated to presenting high
quality programs that are accurate, relevant, and interesting. To that end, all
research undertaken by staff and/or volunteers must adhere to the PMV
Statement of Purpose, and must relate to the museum village's interpretive
themes as outlined above in the Interpretation & Education Procedure.
12.01 Research by staff and/or volunteers at PMVwill be conducted by staff
and/or volunteers in the following primary areas of focus:
a) Collections (including artifacts in the collection, artifacts under
consideration for acquisition, and the museum village's buildings, their
interior designs, and gardens).
b) Program development (including Education programs, public
programs, special events, exhibitions, and dramatic productions).
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
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Page 47 of 49
c) Program support (costume, culinary heritage, dance forms, founding
family genealogy).
d) Living history equipment restoration (includes work to accurately
maintain and operate gas and steam equipment and to create
authentic furnishing and other wooden reproductions for museum
use).
e) Professional development and training (includes all museological
aspects relevant to the appropriate and current operation of a living
history site).
f) Grants and subsidies (includes sourcing new funding opportunities).
g) Assisting and supporting the public and their research projects.
12.02 All research conducted by staff and/or volunteers must be accurate and as
objective as possible so as to represent the histories of Pickering's
communities as truthfully and honestly as possible.
12.03 Only those staff and volunteers with proven research skills will conduct
research at and on behalf of PMV. Staff and volunteers who have no
previous research skills will be trained as required.
12.04 Time will be made available for staff requited to conduct research, and to
supervise research work performed by volunteers as required and as
program development moves forward in areas targeted by the
Coordinator, Museum Operations.
12.05 All research will be conducted in an ethical manner, and will be properly
documented, and sources clearly notated. Where outside assistance,
financial or otherwise, has been provided, or copyright permission has
been granted to reproduce content, it shall be publicly acknowledged.
Similarly, when PMV has supported the research of another individual or
group, acknowledgement of the PMV's contribution must be identified as
part of the terms of the partnership.
12.06 Costs associated with research will be absorbed in the budget account
most applicable (special events, program, travel, stationery).
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
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a . ,
Page 48 of 49
° e
12.07 Research and written work conducted by staff and / or volunteers of PMV
for. the benefit of the museum village, will be the exclusive and sole
property of the City of Pickering.
12.08 A research space including a desk, chair, adequate lighting, library,
resource files, and access to digitized and electronic artifact collection
information will be made accessible to PMV staff and volunteers, and
members of the public (with staff supervision).
12.09 Staff, volunteers, and members of the public requiring access to the
collection for research purposes must be trained in the safe handling of
artifacts prior to access being granted, as per the Conservation Procedure
and the Community Procedure. Wherever possible or necessary, items in
the Education Collection may be substituted at the discretion of the
Coordinator, Museum Operations.
12.10 Refer to Conservation Procedure and Community Procedure for more
details on public access to the collection and on care and handling of
artifacts.
Procedure Title: Pickering Museum Village Procedure
Procedure Number: ADM 040-001
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Page 49 of 49
Corr. 23-19
Associaban of
Mun�ci a��bes�ntari�
p
Fixin t e Housin
A or a i itv Crisis
Municipal Recommendations for Housing in
Ontario
14 August 2019
The Association of Municipalities of Ontario (AMO) is a non-partisan, non-profit representing almost all of
Ontario's 444 municipalgovernments. Working together, the municipal order ofgovernment can achieve shared
goals and address common challenges.
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
Table of Contents
Tableof Contents ........................................................................................................................... 2
A Message from AMO President and Chair of AMO's Affordable Housing and Homelessness
TaskForce .................................................................................................................................. 3
ExecutiveSummary ....................................................................................................................... 5
Introduction................................................................................................................................... 7
Principles to Guide an All-of-Government Approach ................................................................... 9
Roles and Jurisdiction in Housing ............................................................................................... 10
Ontario's Municipal Order of Government ............................................................................. 10
The Government of Ontario .................................................................................................... 11
The Federal Government ......................................................................................................... 12
Action Plan for an All-of-Government Approach ....................................................................... 14
1) Increasing the Supply of Affordable Market Housing for Families .............................. 14
2) Creating a Financially Sustainable Model for Community Housing ............................. 22
3) Expanding Affordable Housing Options ........................................................................ 28
4) Ending Homelessness .................................................................................................... 31
5) Supporting People with their Health Care Needs for Successful Tenancies ............... 32
Conclusion — Looking Forward and Next Steps ........................................................................ 34
Appendix A: AMO Affordable Housing and Homelessness Task Force Membership (2015 to
2018) ........................................................................................................................................ 35
Appendix B: Summary of Recommendations ............................................................................ 36
Increasing the Supply of Affordable Market Housing for Families ........................................ 36
Creating a Financially Sustainable Model for Community Housing ...................................... 39
Expanding Affordable Housing Options .................................................................................. 40
EndingHomelessness .............................................................................................................. 41
Supporting People with their Health Care Needs for Successful Tenancies ......................... 41
EndNotes ..................................................................................................................................... 42
�a
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
A Message from AMO President and Chair of AMO's
Affordable Housing and Homelessness Task Force
Housing affordability is top of mind for people in Ontario.
Housing is in short supply. Home ownership is out of reach for many. Rents are too high
relative to incomes and Ontario's homeless desperately need a roof over their heads. The
lack of suitable affordable housing in Ontario is a significant problem that all orders of
government must work together to address in partnership with the private, non-profit, and
co-operative housing sectors.
The federal and provincial governments have recognized the severe housing challenges
facing Ontario families and have come together recently with various strategies, plans, and
funding programs to address the issue. While these initiatives are welcome, more must be
done to meet the housing challenges faced by the people of this province. Despite recent
measures, many of AMO's outstanding recommendations to address the housing supply and
affordability crisis remain relevant.
Finding solutions to address the housing crisis is a priority for AMO's Board and AMO's
Affordable Housing and Homelessness Task Force. The task force is comprised of municipal
elected officials and senior staff involved in housing from across Ontario. The task force also
includes representatives from key organizations on the front lines of housing and
homelessness prevention, namely the Ontario Municipal Social Services Association (OMSSA),
the Northern Ontario Service Deliverers' Association (NOSDA), the Ontario Non-Profit
Housing Association (ONPHA), and the Co-operative Housing Federation of Canada - Ontario
Region (CHF-ON). Advice from the Housing Services Corporation (HSC) and the Ontario
Federation of Indigenous Friendship Centres (OFIFC) also informs AMO's work on housing
and homelessness issues. The task force has also benefited from regular collaboration with
the Ministry of Municipal Affairs and Housing (MMAH) on housing and homelessness
matters. Members of AMO's Planning Task Force also worked jointly with the Housing Task
Force, especially on considerations to increase private market housing supply in Ontario.
This paper consolidates the numerous recommendations developed by the housing task
force and approved by AMO's Board of Directors in recent years that have yet to be taken up
the provincial government. They reflect perspectives from municipal governments and
District Social Service Administration Boards (DSSABs) working on Ontario's front lines. Their
timely implementation would realize efficiencies in Ontario's housing system and deliver real
outcomes for Ontarians. The recommendations suggest actions by all orders of government,
as well as housing developers, which would both preserve existing stock and expand the
supply of affordable housing options. The recommendations also address homelessness.
Solutions to address the housing crisis are, and will continue to be, an AMO priority in the
years ahead. The goal of this paper is to advance a conversation beyond the existing
initiatives on how to comprehensively address the housing crisis in Ontario and support
healthy and prosperous local communities.
3
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
We look forward to discussions with all housing partners. We must take advantage of the
current opportunity to address these housing challenges.
Sincerely,
Jamie McGarvey
AMO President
Mayor of Parry Sound
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
Executive Summary
The housing and homelessness crisis in Ontario is serious and widespread, cutting across all
four corners of the province and hitting everyone from the middle class to our most
vulnerable residents. At its core, it reflects a shortage of affordable housing supply right
across Ontario. Both the provincial government and the federal government have taken
action through Ontario's release of the Community Housing Renewal Strategy and the
Housing Supply Action Plan, and the federal governmenYs National Housing Strategy.
However, more needs to be done and municipal governments have a number of outstanding
recommendations to help address the housing challenges facing Ontario families.
Municipal governments are on the front lines of a multi-faceted crisis. This crisis includes a
lack of affordable homeownership and rent. Municipalities use local planning and financial
tools to create responsible, appropriate, and affordable housing development that
contributes to strong communities. They need flexibility and provincial support to bring
more housing on stream more quickly, without compromising oversight and due diligence.
As well, there is aging, underfunded, and inadequate amounts of Community Housing to
meet demand. Municipal governments struggle to deliver costly community housing,
crushed by a backlog in capital repairs. Ontario is the only province in Canada where
community housing is a municipal responsibility. This burden was never intended to be
carried by the property tax base. It is critical to have a sustainable model for funding
operations and capital repairs, including permanent and predictable funding for housing
supports.
Chronic homelessness persists amidst a lack of supportive housing for people with complex
health needs, including mental health and addictions. Municipal governments are primary
providers of shelters and services for the homeless. The pressure on these services is
worsened by the crisis in community housing. Many emergency shelters are at capacity and
homelessness touches municipalities of all sizes, across all of Ontario. A more focused effort
to address chronic homelessness is needed.
The federal and provincial governments have recognized the need for action and it is critical
that all three orders of government work together to create more affordable housing that
meets Ontarians' needs. The National Housing Strategy creates a platform for the federal,
provincial, and municipal governments to come together to talk about how best to improve
housing outcomes for the people of Ontario. The AMO-Ontario Memorandum of
Understanding (MOU) Table should continue to help facilitate municipal-provincial
discussions on the housing file. An all-of-government approach is needed.
This discussion paper consolidates AMO's existing housing and homelessness prevention
policy positions that have yet to be taken up by the provincial government. The paper
focuses on five key municipal priorities for housing in local communities:
1) increasing the supply of affordable market housing for families
2) creating a financially sustainable model for community housing
3) expanding affordable housing options
4) ending homelessness; and
5) supporting people with their health care needs for successful tenancies.
5
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
Given the municipal role in housing, municipal governments and DSSABs are well positioned
to provide advice on what is needed to address the housing affordability and supply crisis
that is compromising quality of life for many and putting many others at risk. While the
Housing Supply Action Plan makes some important steps, more needs to be done.
Shelter is one of the most fundamental human needs. AMO looks forward to continuing to
work together with the federal and provincial governments, along with private developers
and housing providers, to tackle the crisis and bring about comprehensive change for
Ontarians.
�
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
Introduction
Too many people in Ontario struggle to find housing that makes sense for their needs and for
their pocketbooks. Homeownership is increasingly out of reach, rental prices are
skyrocketing, and our population is changing faster than the market can adapt to provide the
right housing mix. This housing crisis is widespread and points to an affordable housing
supply shortage across the province.
The construction of new housing infrastructure is not keeping pace with demand. This
affects both people looking for housing and their communities. The access and availability of
affordable stock directly relates to the ability to retain and attract workers into the labour
force. As well, there is an economic return on investment, as housing development creates
jobs in construction and other sectors.
Existing community (i.e. social) housing also faces significant sustainability challenges.' Many
emergency shelters are at capacity and homelessness is prevalent in municipalities of all
shapes, sizes, and geographies. The goal of eliminating chronic homelessness across Ontario
is becoming harder to achieve.
Conditions in the private housing market make challenges in community housing and
homelessness prevention even worse. Unable to find affordable housing on their own, many
people turn to community housing to find shelter. What they find is a long waitlist. In some
parts of the province the waitlist is growing at an unprecedented speed. Meanwhile, some
community housing units sit empty because they are in a state of disrepair. Across the
province, people are couch surfing and sleeping in abandoned barns and tents throughout
the cold winter months. Our population is also aging with increasingly complex health
needs, including mental health, addictions, and trauma-related needs. There are not enough
supportive housing units to address demand and housing people in need of support with
private landlords can be challenging.
The housing affordability and supply challenges facing Ontario are real and pressing. Both
the federal and provincial governments recognized this with the release of recent plans and
strategies. This includes the provincial Community Housing Renewal Strategy and Housing
Supply Action Plan, and the National Housing Strategy. For these initiatives to succeed, all
orders of government must work together to advance transformational change. An "all-of-
government" approach to the housing crisis must also involve meaningful partnerships with
the private and community sectors. Government cannot do it alone.
This discussion paper moves the conversation on housing solutions forward by consolidating
AMO's outstanding housing and homelessness prevention related policy positions that have
yet to be taken up by other orders of government. If implemented, these recommendations
can bring about meaningful change while complementing existing provincial and federal
initiatives.
' Social housing is now referred to as Community Housing by the Province of Ontario. This paper reflects this
change in terminology.
7
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
The paper begins by outlining principles to guide an all-of-government response to the
housing crisis. It then provides a breakdown of roles and jurisdiction in housing and finishes
by proposing action items for consideration by each order of government and housing
developers. The paper focuses on five key municipal priorities for housing in local
communities:
1) increasing the supply of affordable market housing for families
2) creating a financially sustainable model for community housing
3) expanding affordable housing options
4) ending homelessness; and
5) supporting people with their health care needs for successful tenancies.
We have a unique opportunity to collectively identify and implement affordable and
community-based housing solutions for Ontarians. All three orders of government are at the
table. As local front line leaders, municipal governments have their sleeves rolled up and are
ready to continue the work.
��
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
Principles to Guide an All-of-Government Approach
A principled approach is necessary to identify meaningful housing solutions that work for all
Ontario families. AMO puts forward the following principles to guide an all-of-government
approach to housing in Ontario:
All orders of government should work together to ensure that the people of
Ontario have access to safe, suitable, and affordable housing options. They
should dedicate adequate resources to the full range of housing, including
homeless shelters, community housing, supportive housing, rental housing, and
home ownership. Special attention should be paid to housing solutions for those
most in need and for middle-income households.
2. All orders of government should foster'complete communities' with a diverse
range and mix of housing options, densities, and tenures developed through
sound planning processes.
3. Municipal governments and District Social Service Administration Boards areclosest to
the people and best positioned to plan and manage housing and homelessness
prevention services in their communities. Municipal autonomy is necessary to protect
the public interest and meet local needs.
4. Where municipal governments are the primary funders of services in Ontario, they
should be the principal policy maker, with input from local communities and
housing stakeholders. Provincial legislation, regulations, and policies should give
flexibility to meet local needs rather than direct how services are to be delivered.
Municipal Service System Managers should be treated as equal partners to co-
design housing and homelessness prevention systems in Ontario.
5. Housing and homelessness prevention programs are essentially a means for
income redistribution. As such, they should not be funded primarily through
property tax revenue. It is unsustainable and at odds with basic principles of good
public and fiscal policy.
6. All orders of government should work in partnership with Indigenous communities
to advance co-developed, Indigenous-driven housing solutions that meet the needs
of Indigenous people.
�]
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AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
Roles and �urisdiction in Housing
Each order of government has a role to play in addressing the housing supply and
affordability crisis. Municipal governments as local planning authorities and service system
managers; the Province as a steward of the land use planning and community housing
systems; and, the federal government as a system enabler.
The federal and provincial governments also play a role in funding and in the development of
frameworks to implement housing approaches. When it comes to strategizing and
implementing solutions on the ground, the federal and provincial governments should defer
to the expertise of municipal governments and service system managers on the front lines.
Ontario's Municipal Order of Government
Housing pressures are most keenly felt as a local issue. As the order of government closest
to the people, municipal governments and District Social Service Administration Boards
(DSSABs) do the heavy lifting in tackling the crisis on the ground.
The municipal interest in housing can be broken down into two general categories. On one
hand, municipal governments are responsible for local planning and the implementation of
the Ontario Building Code. Municipal governments also pride themselves in being stewards
of complete communities that provide a wide range of housing options for residents.
Complete communities are places where homes, jobs, schools, community services, parks,
and recreation facilities are easily accessible.' A well-designed built environment also
promotes resident quality of life and population health.
On the other hand, some municipal governments administer the community housing system
locally. Ontario's 47 Consolidated Municipal Service System Managers (CMSMs) and DSSABs
co-fund, manage, plan, and administer community housing. They also develop affordable
housing stock and deliver homelessness prevention programs. Collectively, the 47 are known
as Service System Managers.2 CMSMs are upper tier (i.e. county, region) and single-tier
governments located in southern Ontario, except for Sudbury in the north which is also a
CMSM. DSSABs perform the function of service system manager for social services in
northern Ontario, including for housing and homelessness prevention services.
Ontario is the only Canadian province or territory where municipal governments are
responsible for the funding and delivery of community housing. In 2017, property taxpayers
contributed over $1.77 billion towards community housing.2 This significant investment by
municipal governments is a result of the provincial downloading of community housing to
service system managers in 2001 - 2002. This amount is just for community housing. It does
z According to Ontario's Housing Policy Statement: "Service Managers occupy a unique position as system
managers and service providers in the areas of housing assistance, homelessness prevention and support
services, income support programs, early learning and child care services. There are also opportunities for
Service Managers to work with other related service systems - such as health, community services, children and
youth, child welfare, corrections - to enable people to access the housing and supports that they need. The
province is promoting coordination efforts across service systems to help maintain housing stability, prevent
homelessness and improve outcomes for people."
10
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
not include the full range of spending by municipal governments for housing-related
supports, homelessness prevention programs, or financial incentives that they provide to
facilitate affordable housing development. Due to limitations in provincial data collection, a
figure representing the full picture is challenging to pull together.
Service system managers work in partnership with co-operative, non-profit, and Indigenous
community housing providers. They also consult with community members to address the
housing needs of vulnerable, low-income Ontarians. The HousingServicesAct, 20� � requires
service system managers to develop ten-year housing and homelessness plans. These plans
are based on local needs and guide local actions to address homelessness and housing in
line with provincial and local priorities. The Act also sets service level standards such as the
minimum level of assistance that must be provided by service system managers. Eligibility
for rent-geared-to-income (RGI) assistance is also legislated by the Act and its regulations. As
well, municipal governments provide housing benefits and rent supplements.
All municipal governments, regardless of whether or not they are designated Service System
Managers, play a critical role in facilitating affordable housing. They have several planning
and financial tools at their disposal. For example, municipalities can implement community
improvement plans, waive or defer development charges, and designate housing providers
as municipal capital facilities to provide financial assistance. Many do so to the extent that
fiscal circumstances allow and community priorities dictate. It works best where there is
close collaboration between service system managers and other municipalities to achieve
mutual goals.3
The Government of Ontario
The Government of Ontario has a multifaceted role to play in the search for'made in Ontario'
housing solutions. More recently, it has taken a keen focus in addressing the housing crisis
with the release of its Housing Supply Action Plan and related legislation.
More Homes, More Choices: Ontario's Housin�SupplvAction Plan aims to make it easier to
build new housing, and suggests changes to planning, heritage, environmental assessments,
endangered species, and conservation-related policy. As well, the Action Plan promises to
help renters by making it easier to build new rental properties and to develop secondary
suites in existing homes. Many of these provincial proposals have already been addressed
with the royal assent of Bill �08, the More Homes, More ChoicesAct, 2019.
On the planning front, the Province regulates the municipal planning function through
legislation like the PlanningAct. It is also responsible for numerous provincial directives
including the Provincial Policy Statement (PPS), the Greenbelt Plan, and various regional
growth plans. This overarching planning framework sets requirements for municipal
3 For more information on what is in the municipal toolbox, see the guide "Municipal Tools for Affordable
Housing" produced by the Ministry of Municipal Affairs and Housing on their website
http://www.mah.gov.on.ca/AssetFactory.aspx%3Fd id%3D9270
11
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
planning activities, including notifications, public meetings, consultation with third parties,
and timelines.
Ontario is also responsible for numerous processes that may affect timelines in the
municipal development approval process. This includes the Local Planning Appeal Tribunal
(LPAT), provincial environmental assessments, Ontario's land registry, and more. The
Government of Ontario also provides citizen guides to help developers and homeowners
navigate the land use planning process.
When it comes to community housing, the Ontario government is the steward of the housing
system, creating legislation and establishing service requirements for Service System
Managers. The Province regulates community housing through the HousingServicesAct,
20� � and sets guidelines for local Housing and Homelessness Plans through the Ontario
Policy Statement: Service Mana$er Housing and Homelessness Plans and through various
housing strategies. A new Community Housing Renewal Strategy was released by the
provincial government in April 2019 to sustain, repair, and grow the community housing
system.
Ontario also has several funding programs to help people find homes. Municipal
governments and DSSABs manage service delivery through these provincial funding
programs, including the Community Homelessness Prevention Initiative (CHPI), the Strong
Communities Rent Supplement, Home for Good, the Canada-Ontario Community Housing
Initiative (COCHI) and the Ontario Priorities Housing Initiative (OPHI). This is the successor
program to the former Investment in Affordable Housing (IAH) program. Additionally,
provincial programs provide funding to: support affordable housing construction; facilitate
homeownership and renovations; advance homelessness prevention; increase access to low-
cost financing; and, provide rent supplements and housing allowances, amongst other
objectives. Some of these programs, like the OPHI and COCHI programs, are co-funded with
the federal government. They all have specific mandates and targets with time-limited
funding. The provincial government is also the primary funder of supportive housing in
Ontario.
For more information on Ontario's housing programs and initiatives, see the MMAH website.
The Federal Government
The federal government functions as a system enabler when it comes to housing policy and
funding. Leveraging its fiscal capacity, Canada can help make community housing financially
viable across the country, promote the expansion of more affordable housing options, and
help prevent homelessness.
The first full federal community housing program in Ontario began in the 1950s. Many units
were built under this federal leadership. From 1986 to1992, the federal governmenYs role in
housing slowly diminished until funding for new community housing came to a complete halt
in 1993. The federal government then transferred administrative responsibility for its
community housing stock to the province through a 1999 agreement with Ontario. These
12
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
administrative functions were further passed on to municipal governments with the
enactment of the SocialHousingReformActin 2000.
In the years that followed, the federal government slowly began taking tentative steps
towards reclaiming its prior role. It returned in force beginning in 2016 with consultations
for a new National Housing Strategy. As part of the strategy, several remaining federal
housing programs will be replaced by successor initiatives.
The National Housing Strategy announced in 2017 is a Canada-wide $40 billion, 10-year plan.
A bilateral agreement on the National Housing Strategy was signed between Canada and
Ontario in 2018. Work is ongoing to finalize the design and implementation of the strategy in
the Ontario context. Notably, a Trilateral Coordination Forum has been created with
representatives from the federal, provincial, and municipal orders of government to advance
the strategy in Ontario. Key highlights of the agreement are:
• investments of approximately $4 billion over 9 years to protect, renew, and expand
community housing — this funding will also support Ontario's priorities related to
housing repair, construction, and affordability;
• a new Canada Housing Benefit in Ontario; and
• long-term, predictable funding to preserve existing community housing units beginning
April 1, 2019.
Funding opportunities are also available outside of the bilateral agreement through the
National Co-Investment Fund and other initiatives. Other federal housing supports include
seed funding programs, funding to preserve community housing, support for innovative
financing opportunities, various loan insurance programs, and other investments in
affordable housing. In addition, the federal government is creating a Technical Resource
Centre called the Community Housing Transformation Centre. The purpose of this Centre is
to help community housing providers build capacity to become more effective and
sustainable.
AMO is pleased to see federal-provincial co-operation under the National Housing Strategy
and the willingness to work with service system managers. Both the provincial and municipal
governments are providing significant funding to cost match the federal dollars and leverage
investments in Ontario. The 2019 Ontario Budget confirmed the provincial investment in the
strategy. It also indicated next steps in negotiating and co-designing the Canada-Ontario
Housing Benefit with the Canada Mortgage and Housing Corporation (CMHC). This proposed
housing benefit will help address housing affordability.
While the 2019 Federal Budget did not include further new investments for community
housing, it did include initiatives targeting private market housing. This includes assistance
for new home buyers and an increase in funding for new rental construction. The federal
budget also includes funding to support urban Indigenous service providers. As well, the
federal government introduced legislation that would require future governments to
maintain an ongoing National Housing Strategy. This is significant. Some, nonetheless, feel
the government is not going far enough to establish an enshrined right to housing.
For more information on the National Housing Strategy, see AMO's submission to the 2016
National Housing Strategy consultation process here. Information on the strategy and
13
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AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
federal housing programs is also available from the federal government and from the
Canada Mortga�e and Housing Corporation. The Canada-Ontario bilateral agreement can
also be found on the CMHC website.
Action Plan for an All-of-Government Approach
1) Increasing the Supply of Affordable Market Housing for Families
The cost of market housing — both homeownership and rental — is increasingly out of reach
for everyday people. According to the CMHC, the cost of the average new single-detached
home in Ontario was $1,003,516 in February 2019. The median was around $750,000.3
When resales are incorporated, the province-wide average for February 2019 was $580,019.4
In the rental market, the average price of a three-bedroom apartment is around $1,500.5
Prices are even higher in the GTHA for both home sales and rental prices. This impacts the
overall figures for Ontario. Given relatively stagnant wage growth, the cost of
homeownership, and high rents, it now takes potential buyers around 12 years to save for a
down payment.6
The proportion of renters and homeowners in core housing need, defined as people paying
more than 30% of their income on housing, is increasing. According to the 2016 census,
Ontario was the province with the highest proportion of households in core housing need.
This situation is not limited to one region or municipalities of a certain size. There are many
different housing markets in the province, all with their unique needs.
Another key challenge relates to low vacancy rates and the amount of new rental stock
entering the housing market. Across Ontario, the vacancy rate for rental housing is at a
meagre 1.8%.' This means that renters have limited options when it comes to upgrading to a
new apartment or downsizing to save costs. New housing stock is also taking too long to get
to market for a range of reasons, many of which are outside of municipal control. Estimates
suggest that Ontario is already short 29,000 affordable rental homes. This means that 13,700
new rental homes must come online each year for the next ten years to accommodate
population growth.$ Meanwhile, over 100,000 new proposed housing units across Ontario
are waiting for development appeal proceedings due to an under-resourced Local Planning
Appeal Tribunal (LPAT).g
The factors leading to an unaffordable housing market are complex. They include a
combination of low vacancy rates, inadequate supply, high commodity and investment
interests, but also modest employment and labour markets. Many buyers and renters do not
make enough money to truly afford housing available on the market.
While housing affordability is a challenge province-wide, some problems are unique to
Ontario's north and rural areas. Given stable or declining population levels, homeownership
is relatively accessible in most of Northern Ontario. Rents are also 20-30% below the
province-wide average. Instead, in the north, the key challenge is the state of existing
housing. A short construction season and a limited supply of skilled trade workers mean that
new housing is harder and more expensive to build. This means that families have no place
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to move or ability to renovate when their existing homes become older and increasingly
obsolete. For this reason, much of the housing stock needs to be renovated.'o
Throughout the consultation on Ontario's Housing Supply Action Plan, AMO identified actions
that all orders of government and developers could take to improve Ontario's housing supply
and affordability. AMO emphasized that many delays in the planning approval process were
due to incomplete applications, third-party reviews and provincial processes, and due to
decision timelines. AMO also emphasized that growth should continue to pay for growth.
Bill 108, the More Homes, More ChoicesAct, 20�9took several actions to advance the
Province's Housing Supply Action Plan, including: reforming development charges for hard
services; introducing a new community benefit charge framework for soft services; and,
reforming the LPAT process. Changes were also made to shorten legislated planning
approval timelines.
The government effort to find solutions to the problems at hand are laudable. However,
there are still some details to be worked on to achieve key goals. Bill 108 received mixed
reviews from AMO and municipal governments. Ontario's municipal governments are
nonetheless committed to continuing to work with the province to advance housing in local
communities. While there are positive elements, there are some areas of concern such as
the return to de novo hearings at the LPAT and the potential limiting of municipal ability to
recover the costs of growth and plan effectively for the good of their communities.
At the time of writing, several regulations related to the new community benefits framework
and development charge reforms are open for public consultation on the regulatory registry.
It is important that the finalized regulations reflect municipal input and do not have a
negative fiscal impact on municipal governments. There is also an important consultation
underway on changes to the Provincial Policy Statement, including measures to support
housing development.
While AMO is pleased that the government is prioritizing housing supply with the release of
the Housing Supply Action Plan, more needs to be done. All orders of government and the
development community must strive for continuous improvement to address the housing
supply and affordability crisis. In its initial submission to the Housing Supply Action Plan,
AMO made numerous recommendations for all three orders of governments and developers
to help address the issue. Many of these recommendations remain relevant now that
Ontario's plan has been released. AMO appreciates that the provincial government has
signalled that its work to increase housing supply will continue. Therefore, the following
recommendations should be considered for the future. Ontario's municipal governments are
on the front line and ready to work with all government and community partners to find and
implement housing solutions that make sense for Ontario families.
While addressing market housing is important, it must be said that measures to improve
market housing alone will not solve the housing crisis in Ontario. Co-ops and government-
funded community housing also require attention. The private market is nonetheless a
critical contributor with an important role to play.
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✓ Streamline to Speed up the Approval Process by Addressing Implementation
Challenges
Speed is an important factor in bringing new housing supply to market. One of the key
measures introduced through Bill 108 was shortening the timelines for municipal
governments to make planning decisions related to official plans from 210 to 120 days and
from 150 days to 90 days for zoning by-law amendments. As well, plans of subdivision
applications are now sheltered from third- party appeals.
When it comes to planning, municipal governments look for good processes and due
diligence to safeguard the public interest, ensure local standards are met, and to make sure
that communities are designed using sound planning principles. All involved parties can
make changes that would speed up the development approval process. A key challenge for
many municipal governments is that developers will submit incomplete or inadequate
applications that are not detailed enough, causing delays in the planning approval process.
Improving the quality of applications submitted to municipal governments would speed up
approvals. As well, many delays in the planning process are due to delays in agency or
provincial approval processes and requirements.
It is unclear how legislative changes related to the LPAT will speed up the construction of
housing. Although Ontario has committed to increasing the number of LPAT adjudicators to
clear the backlog, appeal proceeding timelines will likely increase in the near future once the
LPAT returns to old de novo hearing rules.
The PlanningActhad previously empowered municipal councils to make the decision on
planning matters based on a test of the application's conformity to the municipality's official
plan, provincial plans, and the Provincial Policy Statement. With the passing of Bill 108,
adjudicators will rule based on what they perceive to be the best planning outcome. The
reinstated rules also allow planning applicants to introduce new evidence during the hearing
process not previously shared with the municipality in the initial application. Historically,
drawn out de novo hearings have delayed construction. This raises concerns that the return
to these rules will result in further delays. AMO urges the government to monitor and
evaluate the impacts of these changes.
There remain a number of implementation challenges to speeding up new housing
development. All parties involved, whether it be municipal governments, the provincial
government or developers, can take steps to help. AMO understands that the government
will continue its efforts to increase housing supply. The following recommendations are
presented for further consideration by all.
Recommendation #�: That municipal governments continue to work to
ensure that zoning by laws are up to date with official plans.
Recommendation #2: That municipal governments pursue and move
towards e-permitting if they have the resources.
Recommendation #3.• That municipal governments consider the benefit of
third-party coordinating engineers as a potential option.
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Recommendation #4: That municipal governments explore the benefits of
offering one-window'concierge services'to fast track priority proposals.
Recommendation #5.• That municipal governments consider whether
adopting a Community Planning Permit System would meet the needs of
their local communities.
Recommendation #6.• That municipal governments consider succession
management strategies to ensure that they can continue to employ well-
qualified building inspectors.
Recommendation #7.• That the provincial government modernize notice
provisions.
Recommendation #8.• That the provincial government continue to
document and disseminate Best Management Practices (BMPs) and provide
data support to municipal governments to foster learning, resulting in
continuous improvement.
Recommendation #9: That the provincial government provide support to
housing developers including sharing of BMPs.
Recommendation #�0.• That the provincial government provide training to
help municipal governments increase the supply of building inspectors.
Recommendation #��: That housing developers take steps to ensure they
submit complete, quality applications to reduce timelines and reduce the
number of resubmissions.
Recommendation #�2: That housing developers take good care to prepare
comprehensive site plans.
Recommendation #�3.• That housing developers diligently and completely
fulfill contractual Clearing Conditions in a timely manner.
Recommendation #�4.• That housing developers ensure timely building
inspections to keep projects on track and on schedule.
✓ Promote a Mix of Housing and Missing Middle Housing
AMO believes in fostering complete communities with a diverse range and mix of housing
options, densities and tenures to meet needs as required by the PPS. This is essential if
municipal governments are to meet affordability targets.
In many areas, there is a lack of what is known as'missing middle' housing. This term means
different things to different people. Generally, it refers to a missing range of middle density
housing options. This is housing that can adapt to different lifestyles - such as
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intergenerational living, new families, and seniors aging in place. This could include row
houses, semi-detached homes, townhouses, or other options. For many,'missing middle'
housing can also refer to housing affordable to middle income earners.
In many cases, not enough housing for both families and seniors is being built near transit,
schools, workplaces and amenities. For example, families need family-sized housing and
rental accommodations. In other situations, over-housed seniors may need options to
downsize their living accommodations and/or seek shared housing arrangements. Potential
solutions to address these challenges require innovative thinking. Secondary suites, flex
housing, and the construction of homes that can be easily outfitted with accessibility features
later on should be part of the equation.
Municipal governments have a range of tools under provincial legislation to facilitate
affordable housing development. One promising tool is inclusionary zoning as it requires a
share of affordable housing in new developments. However, Bill 108 limits municipal
governments' ability to effectively leverage this tool. Inclusionary zoning is now limited to
protected major transit station and development permit system areas. This means that
inclusionary zoning will not be possible in areas that lack major transit stations. There are
also barriers to creating development permit systems that will limit the number of units built
leveraging inclusionary zoning in these areas. Inclusionary zoning has been successful in
otherjurisdictions, primarily in the United States. It can help fill in the gap in'missing
middle' income housing if provincial rules allow it to be used in broader situations.
It is also important for all three orders of government to work together to increase the
supply of rental units. The lack of new builds has had a negative impact on affordability in
the rental market. Increasing the number of rentals will help maximize the mix of housing in
Ontario's municipalities.
Recommendation #�5.� That the provincial government provide further
information and promote awareness among municipal governments of
their ability to enact inclusionary zoning by-laws, including on the new rules
following the Royal Assent of Bill 108.
Recommendation #�6.� That municipal governments revisit zoning to
explore zero-lot-line housing, tiny homes, laneway housing, flex housing,
shared housing, and other types of housing that reduce land costs and
increase density.
Recommendation #�7.• That the provincial government consider financial
incentives for developers to encourage missing middle-type housing for
moderate-income families.
Recommendation #�8.� That the provincial government support growth of
new housing supply with corresponding investments in infrastructure
including schools, hospitals, transit, and transportation.
Recommendation #�9.• That the provincial government work in partnership
with municipal governments to change public attitudes opposed to
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intensification by making the public more aware of the negative impact of
sprawl on the environment, traffic congestion, and on the costs of
municipal services.
Recommendation #20.� That the provincial government ensure there is
enough flexibility and supports for municipal governments to look at
underused and strategically located employment lands for mixed-uses,
including housing.
Recommendation #2�• That developers consider a menu of finishes so that
more modest options are available.
Recommendation #22: That developers consider the potential for
expandable/reducible units (i.e. time-share units often have the option of
combining adjoining units for larger floor plans or closing off access for
small units).
Recommendation #23.• That developers design buildings in a way that
allows for the future installation of accessible features.
✓ Support the Cost of New Housing Supply Through Existing Tools
Some have pointed to municipally imposed charges and fees as contributing to the high cost
of housing. However, fees like development charges are not the root cause of the housing
supply and affordability crisis nor would reducing them solve the problem. Rather it will
create new ones. Municipal governments and the Province must work together to dispel
myths about development charges, property taxes, and user fees by promoting how they are
critical to creating livable homes and communities.
Growth must pay for itself. Development charges are not a revenue source for municipal
governments. Rather, they are cost recovery for expensive but necessary infrastructure to
connect new builds to existing municipal services, including water, sewage, roads, and
electricity. A house cannot be occupied without access to these vital municipal services. The
infrastructure cannot pay for itself nor is it fair to increase neighbours' property taxes or
reduce existing municipal services to finance expensive infrastructure for new developments.
Despite the importance of development charges as a cost recovery tool for municipal
governments, the Province introduced reforms as part of Bill 108 against municipal advice.
Now, only select municipal'hard'services are eligible for development charges as a matter of
legislation. As well, in many cases, development charges are payable over 6 years rather
than being payable to the municipality up front. This increases administrative burden and
cost for municipal governments. It was however positive that the province added in new
expenses into the development charges calculation including paramedic services and waste
diversion.
Bill 108 also introduced a new Community Benefits charge framework to replace height and
density bonusing under Section 37 of the P/anningAct. The Community Benefits charge
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framework will create a mechanism for municipal governments to finance the development
of soft services now ineligible for development charges. A risk for municipal governments is
that these changes will impact the ability for growth to pay for growth. By listening to
municipal advice, the Province can minimize negative impact as it develops regulations.
Recommendation #24.• Municipal governments should continue to exercise
the ability to voluntarily provide financial incentives when they are able,
and at their sole discretion, to facilitate the targeted development of new
affordable housing in line with local municipal objectives.
Recommendation #25.� The provincial government should ensure
development charges and community benefits charges are calculated in a
way that ensures growth pays for growth.
Recommendation #26.� The provincial government should consider
allocating revenues generated from the land transfer tax and the non-
resident speculation tax to affordable housing and for financial incentives
to encourage housing solutions for moderate-income households.
For more information on development charges and their importance to the fiscal health of
our municipal governments, click here.
✓ Explore Innovative Housing Solutions
We must encourage innovative solutions to address the housing supply and affordability
crisis. Promising practices from other jurisdictions in Canada and abroad should be
identified and considered. Any innovative housing policy options identified through this
exercise must balance the needs of communities while ensuring public safety.
Not in My Back Yardism (NIMBYism) often contributes to local opposition to new housing
developments. NIMBYism can lead to delays in approval timelines and slow down the
construction of new builds. There is a role for the Province to play to support municipal
governments in gaining public acceptance for new housing developments. Public education
can change the culture around NIMBYism and facilitate new developments.
Recommendation #27.• That municipal governments continue to work with
developers to encourage innovative housing while still conforming to the
standards of the Ontario Building Code.
Recommendation #28.• That the provincial government research and
disseminate promising practices from other jurisdictions about how to
facilitate innovative housing supply.
Recommendation #29.• That the provincial and federal governments ensure
that municipal governments continue to have the discretion to offer home
ownership programs and renovation support programs with funding from
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federal-provincial housing programs available under the National Housing
Strategy.
Recommendation #30.• That the provincial government explore and pilot
new innovative home ownership programs with municipal governments for
low- and moderate-income people, with a special focus on first-time
homebuyers, including shared-equity schemes and rent-to-own
approaches.
Recommendation #3�• That the provincial government advocate to the
federal government for more robust home ownership programs.
Recommendation #32: That the provincial government research and share
promising practices to make better use of existing homes, buildings, and
neighbourhoods to increase the supply of housing (e.g. matchmaker
services that facilitate shared living arrangements between seniors in "over-
housed" situations and renters, including students).
Recommendation #33.• That the provincial government consider a"Yes in
My Backyard" initiative to address NIMBYism and change public attitudes
against new'missing middle' and community housing developments.
✓ Protecting Tenants while Balancing Landlord Rights
Facilitating new rental housing that is safe, secure and suitable for renters requires special
attention. There is a widespread shortage of rental housing in the province appropriate for
low- and moderate-income people including seniors and families. Very few purpose-built
rentals have been constructed in recent years. Changes in this area may benefit landlords by
making it easier to create rental units and may help tenants by ensuring housing stability.
It is important to recognize that increasing the supply of rental housing will not necessarily
increase affordability. Rents in new builds have been largely unaffordable for low-income
households. Although there is a demand for affordable rental accommodations, there is a
gap between what households can afford and the revenue that is required to support new
rental development.
A balance must be struck between landlord and tenant rights and obligations to encourage
new rental units and to preserve existing ones. With proper encouragement, secondary
suites can also be part of the solution.
Recommendation #34: The provincial government should consider input
from the public, including landlord and tenant organizations, to find the
appropriate balance between landlord and tenant rights and obligations.
Recommendation #35.• The provincial government should provide more
public education to both landlords and tenants on their rights and
obligations.
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Recommendation #36.• The provincial government should provide
investments and incentives for purpose-built rental housing.
Recommendation #37.• The provincial government should explore ways to
speed up the landlord and tenant board process, including by addressing
the adjudicator shortage.
Recommendation #38.• The provincial government should promote
awareness and provide information to municipal governments about ways
to effectively facilitate legal second suites and new rentals in a manner that
meets the needs of communities.
Recommendation #39.• Municipal governments should exercise their ability
under the PlanningActto facilitate the creation of legal second suites and
new rentals in a manner that meets the needs of communities, conforms
appropriately to municipal by-laws, and advances public safety.
Recommendation #40.� The provincial government should provide low cost
loans to homeowners who wish to renovate to create new legal second
units in accordance with local municipal bylaws.
2) Creating a Financially Sustainable Model for Community Housing
The Auditor General's recent report on "Social and Affordable Housing" found that there were
185,000 households representing almost 481,000 people on the community housing
waitlist." The 2016 census results also indicate that 15.3% of Ontario households are in core
housing need. This means that people are living in unsuitable, inadequate or unaffordable
housing, and do not have access to better options in their community.12 About 20% of
Ontario's renters rely on community housing. This is a significant proportion.
In many cases, service system managers are struggling to afford providing community
housing and to keep the existing stock in a good state of capital repair. The long-term fiscal
sustainability challenges facing community housing must be addressed for service system
managers to continue finding homes for low-income Ontario families. There is much that
can be done to improve the flow of funding and to increase flexibility to get the job done
more effectively. AMO is looking forward to the solutions proposed in the provincial
Community Housing Renewal Strategy, released in 2019. The strategy responds to municipal
asks. It is a good foundation. Still, AMO has further recommendations and AMO will
continue to work collaboratively with MMAH to strengthen the community housing sector.
For more information about the provincial strategy, see the Ministry website.
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✓ Review and Improve Funding Arrangements to Secure Permanent, Predictable
Funding for Housing Supports
Service System Managers face funding shortfalls when it comes to community housing. A
number of challenges contribute to the fiscal pressure facing the community housing system
including:
• the capital repair backlog;
• the end of operating agreements;
• uncertainty around the end of mortgages;
• the cost of creating and maintaining new and existing units;
• the phasing out of time-limited programs; and
• the cost of services for people who need additional supports.
To effectively plan over the long-term, service system managers require predictable funding
sources for housing programs. While the National Housing Strategy commits funding over
the period of a decade, service system managers plan on longer term horizons, over 20 to 30
years out.
Of immediate concern is the growing backlog of capital repairs in the community housing
portfolio. Service system managers cannot address this backlog alone. Preserving
community housing is important because much of the stock is 40 to 60 years old. Despite
long waiting lists, some community-housing units are unoccupied because there is no
funding for major capital repairs. The federal and provincial governments have the greatest
fiscal capacity to fund the significant capital needs of community housing.
These problems date back to 2000 and 2001 when community housing was first downloaded
to municipal governments by Ontario. This transfer of responsibility was done without a
corresponding transfer of adequate financial reserves to address both current and future
forecasted capital needs. Of all the community housing units in Ontario, 70 percent are
estimated to have capital reserve shortfalls, with a total capital repair backlog amounting to
an estimated $1.5 billion as of 2016.13 This figure has likely risen in recent years due to an
insufficient amount of dedicated federal and provincial funding. The Ontario Non-Profit
Housing Association (ONPHA) estimates the figure could be as high as $2.6 billion and that it
would cost $65 billion to fully replace all existing community housing units.14,'S
Deferred maintenance must be dealt with to ensure that community housing remains viable.
Maintaining the existing community housing portfolio is the most efficient and cost-effective
way to immediately provide affordable housing to those in need. It is critical that units
remain in good condition. A plan with enough funding from all orders of government will
help ensure a sustainable supply of safe, adequate, and well-maintained community housing
units. While federal and provincial funding under the National Housing Strategy will help
with the situation, the problem exceeds the funding committed to Ontario. A good next step
would see the three orders of government collaborate to fully identify the magnitude of the
capital repair backlog. This will help determine what is needed to address the situation.
Perhaps the most serious challenge when it comes to community housing is the looming end
of operating agreements, as housing providers pay off their mortgages. The federal
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subsidies associated with these agreements are gradually phasing out and ending within the
next decade, with a significant decrease of funding in the next five years. The problem is
twofold. As mortgages end, agreements expire and funding ceases, some housing providers
may no longer be financially viable and may cease to operate unless provided additional
financial assistance from service system managers.4 It is promising that the federal
government has committed to keeping the baseline funding from the operating agreements
in the system.
In other cases, without an operating agreement or funding, existing housing providers may
choose to sell their units or convert them to market rentals. This would affect the housing
stability of tenants and decrease the overall supply of community housing stock. At the same
time, service system managers are still obligated under provincial legislation to provide the
same amount of assistance to continue to meet the Service Level Standards as prescribed
under the HousingServicesAct, 20�� and regulations. If housing providers take units out of
the system, service system managers will be left scrambling to replace them. They may also
have to provide alternate housing benefits to affected households so they can continue to
afford their housing, and to prevent possible economic evictions.
The end of operating agreements threatens to chip away at the supply and preservation of
community housing. Municipal governments and other Service System Managers have been
assessing the problem and finding solutions.5 The government is set to issue legislation to
address the matter. For a transitional period, housing providers would continue to operate
with a community housing mandate, unless exempted from the HousingServicesActby the
Minister. While a welcome move, it is a short-term solution. Ongoing discussions are
necessary to find a long-term solution for this complex issue. It is promising to see the
attention paid by MMAH to working with both Service System Managers and housing
providers to find solutions that work for all involved, including tenants to maintain their
housing stability.
Another issue affecting sustainability relates to the Ontario Works (OW) and the Ontario
Disability Support Program (ODSP) and the shifting of costs to service system managers. The
issue is that the provincial government has set historically low rent scales for community
housing tenants living in RGI units who receive OW or ODSP as their sole source of income.
These rent scales have not been adjusted for decades. Under provincial rules, tenants
receiving OW or ODSP benefits receive much lower amounts for shelter if they live in
community housing when compared to what they would receive if they were paying rent to
landlords in private buildings. This means that community housing providers receive lower
rental income and require greater subsidy from service system managers to cover their
operating costs. This differential is often several hundred dollars per month per rental unit,
costing service system managers millions of dollars each year in additional RGI subsidy
funding.
4 AMO and the Housing Services Corporation examined the issue of viability in a post-operating agreement
environment. For further information see: https://share.hscorp.ca/files/208-social-housing-end-dates-in-
ontario 2012-2/
5 Housing Services Corporation has developed a resource toolkit to assist Service System Managers, see:
https://share.hscorp.ca/post-slider/evaluating=pro�ects-reaching-expirv-the-service-manager-eoa-toolkit/
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In effect, low and inadequate rent scales result in a hidden municipal subsidy of provincial
income support programs paid for with property tax dollars. There is also no clear rationale
to explain why household rent and associated shelter allowance amounts paid to community
housing providers for OW and ODSP households in receipt of RGI are less than what is paid
to private landlords. There should be parity. Addressing this issue will place community
housing on a more sustainable footing. In 2012, the Commission for the Review of Social
Assistance for Ontario calculated the fiscal impact of outdated rent scales to service system
managers at $200 million annually.16 These funds could be used to address capital repairs
and to improve quality of life for tenants.
Another issue relates to energy efficiency. The previous provincial government introduced
capital retrofit programs to reduce green house gas emissions and create more energy
efficient community housing. These programs demonstrated an immediate impact reducing
operating costs for buildings. Now that the provincial cap and trade initiative has wound
down, there is no more dedicated provincial funding for community housing energy retrofits.
These investments improved building performance and enhanced the quality of life for
tenants while reducing greenhouse gas emissions. In doing so, the phased-out program
filled an important need in community housing because most of Ontario's community
housing buildings were built at a time when little attention was paid to energy-efficient
design. Retrofits benefited vulnerable tenants by reducing the cost of their utility bills. Given
the value of energy retrofit programs, Ontario's municipal governments would support the
introduction of an alternative provincial funding envelope to finance energy efficiency retrofit
supports in community housing.
Recommendation #4�: That the provincial and federal governments
commit to permanent, predictable, and sustainable base funding that
supports both asset management and the renewal of community housing.
Recommendation #42: That the provincial and federal governments
provide sufficient and ongoing funding to help eliminate the current
community housing capital repair backlog in Ontario to achieve and
maintain a good state of repair.
Recommendation #43.• That the provincial government work with Service
System Managers to assess the impact of the end of federal operating
agreements and the separate issue of end of mortgages on their
community housing portfolios.
Recommendation #44.• That the provincial government provide clarity and
certainty regarding the obligations of community housing providers and
Service System Managers upon the expiry of federal operating agreements
and the end of mortgages to ensure that housing stability is maintained for
existing tenants.
Recommendation #45.� That the provincial government end municipal
subsidy of social assistance recipients in community housing by addressing
the antiquated rent scales.
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Recommendation #46.• That the provincial and federal governments
promote environmental sustainability in community housing with dedicated
funding for energy efficient retrofits that bring down energy costs and
improve housing provider sustainability over the long-term.
✓ Reduce Administrative Burden to Help Service System Managers Do Their Jobs
Various measures could be taken to reduce administrative burden and costs for Service
System Managers and community housing providers.
Top of mind are the complexities of the wait list system, which is costly and burdensome to
administer. The provincial government has committed to reforming wait list administration
as part of its Community Housing Renewal Strategy and has engaged with Service System
Managers as it contemplates reforms. This is a positive step forward. A new, more flexible
approach would allow for better management of community housing waitlists in a way that is
effective and cost efficient.
Simplifying Rent-Geared-to-Income (RGI) will also help service system managers, housing
providers and tenants. The current system is costly and burdensome to administer. It is also
complex and confusing for tenants. Reform as initially proposed by the government in the
Community Housing Renewal Strategy should serve to bring down cost-prohibitive
administration costs while making life easier for those who live in community housing if
implemented appropriately. A new system that leverages the Canada Revenue Agency's
Income Tax Verification System would help streamline the process. Simplification should not
make any tenant materially worse off than before, nor should it increase costs for service
system managers. Addressing the rent scales issue should be viewed as a complimentary
exercise to RGI simplification.
The reporting burden is another challenge for service system managers. While collecting
data to gauge performance and make evidence-based decisions is critical, too many
resources are being shifted away from front line services for administrative purposes
because of intensive reporting requirements. Currently Service System Managers submit the
Service Manager Annual Information Return (SMAIR). This is done in part by using data
collected from individual housing providers' Annual Information Return (AIR). The SMAIR
and the AIR are based on the reporting requirements set out in the Canada-Ontario Social
Housing Agreement, 1999 (SHA). Separate reporting requirements for housing programs
further add to the administrative burden. AMO acknowledges the importance of complying
with federal funding transfer reporting requirements. However, as the programs are only
part of the overall portfolio, statistical data collection and analysis is often done manually by
many service system managers. The value of this information is often unclear when it comes
to evaluation and policy development.
AMO appreciates MMAH's efforts to streamline reporting. We look forward to the results of
this provincial initiative. Federal reporting requirements under the National Housing
Strategy (NHS) is a live conversation. While some reporting will be necessary to monitor and
evaluate NHS initiatives, the federal government should keep in line with Ontario's shift
towards reducing the reporting burden. To keep administration costs down, only necessary
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data should be collected. Reporting should happen at reasonable intervals and in a
transparent manner.
Data that is collected on a province-wide basis should be shared with service system
managers to support continuous improvement and better local service system planning. For
example, it would be helpful if the Province used the 10-Year Housing and Homelessness
Plans submitted by each service system manager to identify common themes, activities,
beneficial practices, and proposed outcomes. This information and related data should
inform the growing repository of evidence-based practices.
Recommendation #47.� That the provincial government simplify the
administration of the RGI system for Service System Managers, community
housing providers, and tenants of community housing, including addressing
rent and utility scales at the same time.
Recommendation #48.• That the provincial and federal governments update
community housing-related reporting requirements to better support
evidence-based policy decisions while reducing administrative burden and
cost. Technological innovation should be leveraged to facilitate reporting
and to improve data collection and analysis as well as service delivery.
✓ Increase Flexibility for Municipal Governments and Service System Managers
To encourage Service System Managers to succeed and to increase the delivery of provincial
and local municipal priorities, it is strongly recommended that those delivering housing
services be given greater flexibility, authority, and reduced'red tape'. In particular, Service
System Managers should have maximum flexibility to identify and address local priorities
based on the municipal context. It is appreciated that the federal-provincial funding
programs under the National Housing Strategy reflect and afford a great deal of flexibility.
Two areas that would benefit from more flexibility is the application of subsidies and the
management of the waiting list. Both are complex and administratively burdensome in their
current form and AMO hopes waitlist administration will improve pending the
implementation of reforms under the Community Housing Renewal Strategy.
It is challenging to implement provincial priorities ahead of local priorities. The province-
wide priorities may not always speak to the greatest need locally. It might be best if
provincial priorities were guidelines for service system managers to consider. No two
municipal geographies in Ontario are the same, meaning that more locally flexible and less
prescriptive requirements are important. 'One-size-fits all' approaches generally do not work
well where local situations vary and different housing markets exist.
As it currently stands, the community housing system is designed for RGI subsidies and
Portable Housing Benefits as the primary means of housing assistance. However, municipal
governments are innovating with new forms of housing assistance to better match applicants
with housing options and to make better use of waiting list resources. The problem is that
this innovation with housing assistance is not officially recognized in the HousingServices
Act, 20��and its regulations. As a result, some innovative housing supports do not count
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towards Service System Managers' legislated Service Level Standards. Innovative approaches
require a business case for the Minister to approve on case-by-case basis.
Just as the HousingServicesAct, 20� � was amended to recently allow housing benefits to be
accepted as a legitimate form of housing assistance, other forms of housing support should
also be recognized. For example, condominiums are sometimes purchased and rented out
to tenants at below-market rents. This kind of activity should be recognized as housing
assistance. A change in this area would not cost the Province anything to implement. It
would also provide added flexibility to support innovation at the local level. A good start
would be for the provincial government to review the outcomes of these service system
manager initiatives with the goal of identifying best practices and modernizing the service
level standards.
Greater flexibility is also needed for capital housing infrastructure programs. Take, for
example, the'use it or lose it' approach, which refers to the inability to carry over funds from
one fiscal year to the next. This funding approach makes it prohibitive to build larger
housing projects in communities and is especially problematic for smaller Service System
Managers. Federal-provincial capital housing programs should operate with the same
flexibility as other federal and provincial infrastructure programs that allow carry-over from
one fiscal year to the next. This would allow for proper planning and implementation for the
best long-term housing outcomes.
Recommendation #49.• The provincial government should increase local
flexibility and support innovation by broadening the provincial approach to
Service Level Standards to include all types of housing subsidy assistance
administered by Service System Managers.
Recommendation #50.• That the provincial government work with the
federal government to make housing capital programs more effective by
eliminating the 'use it or lose it' approach to funding and allow Service
System Managers to carry over funding between fiscal years similar to other
federal and provincial infrastructure programs.
3) Expanding Affordable Housing Options
Steps should be taken to further facilitate the expansion of other affordable housing options
in Ontario, including non-profit, co-operative and private sector projects. This will ease
pressure on subsidized rental housing and fill in the gap where the private market fails to
provide suitable housing for low- and moderate-income people.
One challenge is that an increasing share of federal-provincial funding programs under the
National Housing Strategy will be going towards financing portable housing benefits instead
of the construction of new units or the repair of community housing.6 While these benefits
6 A Portable Housing Benefit is a form of financial assistance (i.e. cash allowance) provided to eligible low-
income individuals and family units on municipal community housing waiting lists to help pay their rents. It is a
portable benefit not tied to a particular building or landlord. With this benefit, individuals and families can
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to help low-income families pay their rent are a longstanding municipal ask and a welcome
tool in the municipal tool kit, funding for portable benefits cannot replace funding to build
and maintain affordable housing units. This is especially important given current vacancy
rates in some areas across the province.
Although the recipients' ability to exercise choice in deciding where they will live in the
private market is beneficial, portable housing benefits only work well in places with higher
vacancy rates and ample supply of affordable, purpose-built rental. They also work well to
help individuals in immediate need of housing support, such as people experiencing
homelessness or survivors of domestic violence and human trafficking. Federal-provincial
funding programs need to strike a balance so that these initiatives can support the use of
portable benefits while also contributing to the development of new housing supply.
Discussion is needed to ensure that portable housing benefit-related program design
provides local flexibility. Any portable housing benefit must be calculated in a way that
ensures the benefit amount is enough to cover actual costs in local housing markets.
Currently, survivors of domestic violence and human trafficking receive special priority on
community housing waiting lists for RGI subsidies. Over the years, the Special Priority Policy
(SPP) has received mixed reviews when it comes to its' effectiveness in supporting survivors.
It is not always the preferred option for women, men, and families fleeing abuse. A
dedicated provincially-funded portable housing allowance program specific to these
survivors is the better policy option. The existing Portable Housing Benefit - Special Priority
Policy program should therefore continue and be enhanced. In addition, funding should be
provided to establish and maintain much needed community supports for these households.
The Strong Communities Rent Supplement Program is an important housing option that is at
risk. It enables service system managers to fund RGI rent supplement agreements in their
communities. The program's 20-year funding commitment ends in 2022/23. The end of this
program will take $50 million a year from Ontario's community housing system, reducing
access to affordable housing. It will also place more vulnerable households at risk. Funding
for this program must continue beyond 2023. If funding is not renewed, then a transitional
funding plan will be necessary to protect tenants currently using the program.
Another funding program with potential to expand housing options is the National Co-
Investment Fund administered by the CMHC. AMO is pleased to see the federal government
move forward with this housing infrastructure initiative. While there have been positive
efforts to consult with service system managers, there are some concerns about the onerous
application process and administrative and reporting burdens associated with the potential
funding. The challenge, especially for smaller rural, northern and Indigenous housing
providers, is that the scoring criteria reduces the chances that their projects will be approved.
Many applicants have found it challenging to meet the environmental and accessibility
targets while staying focused on affordability.
exercise choice in the housing marketplace to choose their place of living, either in a non-profit, co-operative or
private rental accommodation. It is considered an alternative form of housing assistance to traditional RGI units
in community housing.
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In addition, supporting documentation and professional opinions and studies currently
required for the application can be both cost and resource prohibitive. AMO acknowledges
that this is a new program and appreciates that the CMHC is actively learning through the
process and making improvements as they go. It is essential that feedback through the
National Housing Strategy Trilateral Coordination Forum and other mechanisms foster
continuous improvement to ensure that housing projects are successfully approved and
implemented as per the federal governmenYs plan.
Affordable housing development requires stable funding with an ability to stage and plan
developments over longer time periods. This allows for work with both private and non-
profit developers. Municipal governments and DSSABs need to be able to engage private
developers as partners in affordable development. Allowing stacking of housing funding with
other government capital development programs and incentives, including through
Infrastructure Ontario (IO), would help. Land is a major cost. Municipal governments
provide land for affordable housing development where they can. Contributions of land
from both the provincial and federal governments will also help and are needed.
Access to low-rate financing would renew and expand affordable housing infrastructure.
Low-rate financing can come from a broad range of sources, including both government and
the private sector. On the government side, there is financing available from the CMHC and
provincially from Infrastructure Ontario (IO). However, DSSABS are not able to access
financing from I0. A legislative change is needed to permit this.
Private sector financing is available and has great potential. However, private sector lenders
are not always well versed with the realities of community and affordable housing.
Therefore, the establishment of a dedicated housing lender is welcome. The Housin�
Investment Corporation (HIC), which raises financing from private capital markets, is a
welcome value-added addition to the housing sector.
Like community housing, many affordable housing buildings that received upfront
government funding but no ongoing funding face sustainability challenges of their own. This
includes capital repair backlogs as the buildings age. Providing occasional assistance for
these projects is worth exploring, whether it be grants or low-cost loans.
Recommendation #5�: That the provincial and federal governments
accompany the increasing use of Portable Housing Benefits with efforts to
increase the supply of rental housing including private, non-profit, and co-
operative housing.
Recommendation #52: That the provincial government continue to address
the housing affordability needs of survivors of domestic violence and
human trafficking through dedicated community supports and an enhanced
portable housing benefit program.
Recommendation #53.• That the provincial government develop a strategy
for the expiration of the time-limited Strong Communities Rent Supplement
program to either sustain the program or manage its transition so that it
doesn't cause housing instability for existing tenants.
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Recommendation #54.• The provincial and federal government should
provide surplus or under-used crown lands to municipal governments and
Service System Managers contingent on building affordable and/or'missing
middle' housing solutions.
Recommendation #55.� That the provincial and federal governments move
expeditiously to develop their housing strategies in consultation with
Indigenous communities and service providers and provide adequate
resources for implementation.
4) Ending Homelessness
Every Ontarian deserves a place to call home. On any given night, there are approximately
9,600 Ontarians experiencing'visible' homelessness. Around 90,000 Ontarians experience
this type of homelessness a year." On the other hand, estimates suggest that as many as
80% of Ontario's homeless population experience'hidden homelessness.''$ This means that
they are couch surfing, sleeping in abandoned farmhouses, or camping in remote locations.
These Ontarians are difficult to track - their experiences are not captured by homeless
enumeration counts and statistics.
All Ontarians experiencing homelessness need immediate access to permanent housing
alongside services and supports that will help them get back on their feet. Investing in
Housing First approaches and supports will generate savings in the long run — homeless
Ontarians are more frequent users of costly services such as ambulances, hospitals, and
correctional facilities. According to the Homelessness Hub, a single-shelter bed costs
Canadian provinces about $1,932 a month. A provincial jail cell costs $4,333 a month and a
hospital bed costs $10,900.'g Given these costs, it is significantly cheaper to provide these
Ontarians with stable housing and the supports they need to stay off the streets.
An all-of-government approach is the best way to address homelessness in Ontario. To end
chronic homelessness, we must break down silos across government and leverage positive
working relationships between the province and the 47 Service System Managers on the front
lines. Predicable, stable, and enhanced funding streams from both the provincial and federal
governments are needed to improve and expand homelessness prevention programs across
the province. With this in place, Service System Managers can work on the ground to
eliminate chronic homelessness by 2025.
Indigenous people are currently overrepresented in the homeless population. The reasons
are complex and specific housing interventions are necessary. Indigenous communities and
Indigenous service providers should be engaged to determine what is needed to address the
unique housing challenges facing Indigenous people. The federal government should
examine and modify existing approaches to address Indigenous homelessness.
Recommendation #56.• That the provincial, federal, and municipal
governments use an all-of-government approach to break down silos
between ministries, departments, divisions and agencies, and make
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commitments beyond current programs (e.g. health, income security) to
address the affordable housing and homelessness crisis.
Recommendation #57.• That the provincial government renew a
commitment to end chronic homelessness by 2025 and work with Service
System Managers on a province-wide plan to accomplish this goal.
Recommendation #58.� That the provincial government sustain and
increase funding for homelessness prevention and housing programs to
help achieve the goal of eliminating chronic homelessness by 2025.
Recommendation #59.� That the federal government enhance funding for
homelessness prevention programs with a goal of expanding funding to all
47 service management areas in Ontario.
Recommendation #60.• That the federal and provincial governments
accelerate development of specific housing and homelessness prevention
initiatives for Indigenous people in consultation with Indigenous
communities and service providers.
5) Supporting People with their Health Care Needs for Successful
Tenancies
Access to supportive housing promotes independent living for people with complex health
needs including mental health, addictions, and trauma. It allows them to stay in their
communities for as long as possible and enjoy the highest quality of life available.
Supportive housing assistance typically includes services like access to personal support
workers, light housekeeping, meal preparation, wellness, and health promotion. People in
supportive housing may also be matched with caseworkers and receive counselling, income
support and life-skills training, amongst other supports. These services are necessary given
the diverse health needs of people in need of housing solutions.
Through Budget 2019, the provincial government committed to do a comprehensive review
to identify opportunities to streamline the more than 20 supportive housing programs in
Ontario with the goal of improving coordination. To better serve people with housing and
health care needs, AMO encourages the province to move forward with the goal of creating
30,000 new supportive housing units in Ontario with rent subsidies.
Another challenge is that in many instances community housing has become'de facto'
supportive housing. This is due to the supply shortage and a lack of health service funding.
Some tenants require intensive supports to maintain successful tenancies including home
care, mental health, and addictions support. Community housing providers typically do not
have the professional staff resources or funds to provide these critical services. Providing
this type of service is not the intent of community housing. A gap results because
provincially funded community services can be difficult for tenants to access.
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For these reasons, we need to start conversations on how funding from the Ministry of
Health can be better used to provide more support to help people maintain stable
community housing. The 2019 Ontario Budget committed an investment of $3.8 billion for
mental health, addictions and housing supports over 10 years, beginning with building a
mental health and addictions system. As well, a Cabinet shuffle in June 2019 created a new
Associate Minister of Mental Health and Addictions dedicated to addressing mental health
needs in local communities. Service System Managers are in the best position to inform how
the new system can help tenants as well as those experiencing homelessness. Stronger,
more collaborative relationships between the Province, health institutions, and Service
System Managers will be key moving forward.
Recommendation #6�: That the provincial government work towards a goal
of establishing and maintaining 30,000 supportive housing units in the
province.
Recommendation #62: That the provincial government ensure systemic
collaboration between the new Ontario Health Teams and Service System
Managers to ensure that people in community housing and those
experiencing homelessness receive the support they need to access
housing, maintain stable tenancies and meet their health needs.
Recommendation #63.� That the provincial government direct local health
teams under the new health care system to provide supports to tenants
residing in community housing that have health needs.
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Conclusion — Looking Forward and Next Steps
In Ontario, the municipal role in housing and homelessness prevention cannot be
understated. We are critical players on the front lines and make a meaningful difference for
our communities with support from the provincial and federal governments. Given this role
in housing, municipal governments and DSSABs are well-positioned to provide advice going
forward on what is necessary to address the housing affordability and supply crisis negatively
affecting our communities.
The recommendations in this paper should serve as the foundation for ongoing
conversations with both the provincial and federal governments. In particular, the National
Housing Strategy framework creates a platform for the federal, provincial, and municipal
orders of government to come together to talk about how best to improve housing outcomes
for the people of Ontario. The AMO-Ontario Memorandum of Understanding political table
and staff working groups should continue to help facilitate municipal-provincial discussions
on the housing file.
Municipal governments are on the front lines. We are ready to co-design frameworks and
programs with our provincial and federal partners. Working together, we can make a
meaningful difference for people in need of housing supports and fix the housing crisis.
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AppendixA:AMOAffordable Housingand
Homelessness Task Force Membership
(2015 to 2018)
Jamie McGarvey, Chair, AMO President and Mayor, Town of Parry Sound
Darryl Wolk, Manager, Policy Development & Public Affairs, Ontario Municipal Social
Service Association (OMSSA)
Douglas Bartholomew-Saunders, Commissioner of Community Services, Region of
Waterloo
Eddie Alton, Director of Social Services, County of Wellington
Elaine Brunn Shaw, Director of Planning, City of Cambridge
Eric Duncan, Warden, United Counties of Stormont, Dundas & Glengarry, and Chair,
Eastern Ontario Warden Caucus
Helen Harris, Coordinator, Policy & Research, Ontario Non-Profit Housing Association
(ONPHA)
Henry Wall, Chief Administrative Officer, Kenora District Services Board
John Taylor, Councillor, Regional Municipality of York
Mabel Watt, Manager, Policy Integration (CAO's Office) , Region of Halton
Mark Taylor, Deputy Mayor, City of Ottawa
Pam Sayne, Councillor, Township of Minden Hills
Sean Gadon, Director, Affordable Housing Office, City of Toronto
Sharad Kerur, Executive Director, Ontario Non-Profit Housing Association (ONPHA)
Simone Swail, Manager, Government Relations, Ontario Region, Co-operative Housing
Federation of Canada
Michael Jacek, Senior Advisor, Association of Municipalities of Ontario (AMO)
Jessica Schmidt, Policy Advisor, Association of Municipalities of Ontario (AMO)
Leslie Munoz, Policy Advisor, Association of Municipalities of Ontario (AMO)
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Appendix 6: Summary of Recommendations
Increasing the Supply of Affordable Market Housing for Families
✓ Streamline to Speed Up the Approval Process by Addressing Implementation
Challenges
Recommendation #�: That municipal governments continue to work to ensure that zoning
by-laws are up to date with official plans.
Recommendation #2: That municipal governments pursue and move towards e-permitting
if they have the resources.
Recommendation #3.• That municipal governments consider the benefit of third-party
coordinating engineers as a potential option.
Recommendation #4: That municipal governments explore the benefits of offering one-
window'concierge services'to fast track priority proposals.
Recommendation #5.• That municipal governments consider whether adopting a Community
Planning Permit System would meet the needs of their local communities.
Recommendation #6.� That municipal governments consider succession management
strategies to ensure that they can continue to employ well-qualified building inspectors.
Recommendation #7.• That the provincial government modernize notice provisions.
Recommendation #B.• That the provincial government continue to document and
disseminate Best Management Practices (BMPs) and provide data support to municipal
governments to foster learning, resulting in continuous improvement.
Recommendation #9: That the provincial government provide support to housing developers
including sharing of BMPs.
Recommendation #�0.• That the provincial government provide training to help municipal
governments increase the supply of building inspectors.
Recommendation #��: That housing developers take steps to ensure they submit complete,
quality applications to reduce timelines and reduce the number of resubmissions.
Recommendation #�2.• That housing developers take good care to prepare comprehensive
site plans.
Recommendation #�3.• That housing developers diligently and completely fulfill contractual
Clearing Conditions in a timely manner.
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Recommendation #�4.• That housing developers ensure timely building inspections to keep
projects on track and on schedule.
✓ Promote a Mix of Housing and Missing Middle Housing
Recommendation #�5.• That the provincial government provide further information and
promote awareness among municipal governments of their ability to enact inclusionary
zoning by-laws, including on the new rules following the Royal Assent of Bill 108.
Recommendation #�6.• That municipal governments revisit zoning to explore zero-lot- line
housing, tiny homes, laneway housing, flex housing, shared housing and other types of
housing that reduce land costs and increase density.
Recommendation #�7.• That the provincial government consider financial incentives for
developers to encourage missing middle-type housing for moderate-income families.
Recommendation #�8.� That the provincial government support growth of new housing
supply with corresponding investments in infrastructure including schools, hospitals, transit,
and transportation.
Recommendation #�9.� That the provincial government work in partnership with municipal
governments to change public attitudes opposed to intensification by making the public
more aware of the negative impact of sprawl on the environment, traffic congestion, and on
the costs of municipal services.
Recommendation #20.• That the provincial government ensure there is enough flexibility and
supports for municipal governments to look at underused and strategically located
employment lands for mixed-uses, including housing.
Recommendation #2�: That developers consider a menu of finishes so that more modest
options are available.
Recommendation #22.• That developers consider the potential for expandable/reducible
units (i.e. time-share units often have the option of combining adjoining units for larger floor
plans or closing off access for small units).
Recommendation #23.• That developers design buildings in a way that allows for the future
installation of accessible features.
✓ Support the Cost of New Housing Supply through Existing Tools
Recommendation #24.• Municipal governments should continue to exercise the ability to
voluntarily provide financial incentives when they are able, and at their sole discretion, to
facilitate the targeted development of new affordable housing in line with local municipal
objectives.
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Recommendation #25.• The provincial government should ensure development charges and
community benefits charges are calculated in a way that ensures growth pays for growth.
Recommendation #26.• The provincial government should consider allocating revenues
generated from the land transfer tax and the non-resident speculation tax to affordable
housing and for financial incentives to encourage housing solutions for moderate-income
households.
✓ Explore Innovative Housing Solutions
Recommendation #27.• That municipal governments continue to work with developers to
encourage innovative housing while still conforming to the standards of the Ontario Building
Code.
Recommendation #28.� That the provincial government research and disseminate promising
practices from other jurisdictions about how to facilitate innovative housing supply.
Recommendation #29.• That the provincial and federal governments ensure that municipal
governments continue to have the discretion to offer home ownership programs and
renovation support programs with funding from federal-provincial housing programs
available under the National Housing Strategy.
Recommendation #30.• That the provincial government explore and pilot new innovative
home ownership programs with municipal governments for low- and moderate-income
people, with a special focus on first-time homebuyers, including shared-equity schemes and
rent-to-own approaches.
Recommendation #3�• That the provincial government advocate to the federal government
for more robust home ownership programs.
Recommendation #32: That the provincial government research and share promising
practices to make better use of existing homes, buildings, and neighbourhoods to increase
the supply of housing (e.g. matchmaker services that facilitate shared living arrangements
between seniors in "over-housed" situations and renters, including students).
Recommendation #33.• That the provincial government consider a"Yes in My Backyard"
initiative to address NIMBYism and change public attitudes against new'missing middle' and
community housing developments.
✓ Protecting Tenants while Balancing Landlord Rights
Recommendation #34.• The provincial government should consider input from the public,
including landlord and tenant organizations, to find the appropriate balance between
landlord and tenant rights and obligations.
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Recommendation #35.� The provincial government should provide more public education to
both landlords and tenants on their rights and obligations.
Recommendation #36.� The provincial government should provide investment and incentives
for purpose-built rental housing.
Recommendation #37.• The provincial government should explore ways to speed up the
landlord and tenant board process, including by addressing the adjudicator shortage.
Recommendation #38.• The provincial government should promote awareness and provide
information to municipal governments about ways to effectively facilitate legal second suites
and new rentals in a manner that meets the needs of communities.
Recommendation #39.� Municipal governments should exercise their ability under the
Planning Act to facilitate the creation of legal second suites and new rentals in a manner that
meets the needs of communities, conforms appropriately to municipal by-laws, and
advances public safety.
Recommendation #40.• The provincial government should provide low cost loans to
homeowners who wish to renovate to create new legal second units in accordance with local
municipal by-laws.
Creating a Financially Sustainable Model for Community Housing
✓ Review and Improve Funding Arrangements to Secure Permanent,
Predictable Funding for Housing Supports
Recommendation #4�• That the provincial and federal governments commit to permanent,
predictable, and sustainable base funding that supports both asset management and the
renewal of community housing.
Recommendation #42: That the provincial and federal governments provide sufficient and
ongoing funding to help eliminate the current community housing capital repair backlog in
Ontario to achieve and maintain a good state of repair.
Recommendation #43.� That the provincial government work with Service System Managers
to assess the impact of the end of federal operating agreements and the separate issue of
end of mortgages on their community housing portfolios.
Recommendation #44.• That the provincial government provide clarity and certainty
regarding the obligations of community housing providers and Service System Managers
upon the expiry of federal operating agreements and the end of mortgages to ensure that
housing stability is maintained for existing tenants.
Recommendation #45.• That the provincial government end municipal subsidy of social
assistance recipients in community housing by addressing the antiquated rent scales.
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Recommendation #46.� That the provincial and federal governments promote environmental
sustainability in community housing with dedicated funding for energy efficient retrofits that
bring down energy costs and improve housing provider sustainability over the long-term.
✓ Reduce Administrative Burden to Help Service System Managers Do Their
Jobs
Recommendation #47.• That the provincial government simplify the administration of the RGI
system for Service System Managers, community housing providers, and tenants of
community housing, including addressing rent and utility scales at the same time.
Recommendation #48.• That the provincial and federal governments update community
housing-related reporting requirements to better support evidence-based policy decisions
while reducing administrative burden and cost. Technological innovation should be
leveraged to facilitate reporting and to improve data collection and analysis as well as service
delivery.
✓ Increase Flexibility for Municipal Governments and Service System Managers
Recommendation #49.• The provincial government should increase local flexibility and
support innovation by broadening the provincial approach to Service Level Standards to
include all types of housing subsidy assistance administered by Service System Managers.
Recommendation #50.� That the provincial government work with the federal government to
make housing capital programs more effective by eliminating the 'use it or lose it' approach
to funding and allow Service System Managers to carry over funding between fiscal years
similar to other federal and provincial infrastructure programs.
Expanding Affordable Housing Options
Recommendation #5�: That the provincial and federal governments accompany the
increasing use of Portable Housing Benefits with efforts to increase the supply of rental
housing including private, non-profit, and co-operative housing.
Recommendation #52: That the provincial government continue to address the housing
affordability needs of survivors of domestic violence and human trafficking through
dedicated community supports and an enhanced portable housing benefit program.
Recommendation #53.� That the provincial government develop a strategy for the expiration
of the time-limited Strong Communities Rent Supplement program to either sustain the
program or manage its transition so that it doesn't cause housing instability for existing
tenants.
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Recommendation #54.• The provincial and federal government should provide surplus or
under-used crown lands to municipal governments and Service System Managers contingent
on building affordable and/or'missing middle' housing solutions.
Recommendation #55.� That the provincial and federal governments move expeditiously to
develop their housing strategies in consultation with Indigenous communities and service
providers and provide adequate resources for implementation.
Ending Homelessness
Recommendation #56.� That the provincial, federal, and municipal governments use an all-of-
government approach to break down silos between ministries, departments, divisions and
agencies, and make commitments beyond current programs (e.g. health, income security) to
address the affordable housing and homelessness crisis.
Recommendation #57.• That the provincial government renew a commitment to end chronic
homelessness by 2025 and work with Service System Managers on a province-wide plan to
accomplish this goal.
Recommendation #58.• That the provincial government sustain and increase funding for
homelessness prevention and housing programs to help achieve the goal of eliminating
chronic homelessness by 2025.
Recommendation #59.� That the federal government enhance funding for homelessness
prevention programs with a goal of expanding funding to all 47 service management areas in
Ontario.
Recommendation #60.• That the federal and provincial governments accelerate development
of specific housing and homelessness prevention initiatives for Indigenous people in
consultation with Indigenous communities and service providers.
Supporting People with their Health Care Needs for Successful Tenancies
Recommendation #6�: That the provincial government work towards a goal of establishing
and maintaining 30,000 supportive housing units in the province.
Recommendation #62.• That the provincial government ensure systemic collaboration
between the new Ontario Health Teams and Service System Managers to ensure that people
in community housing and those experiencing homelessness receive the support they need
to access housing, maintain stable tenancies and meet their health needs.
Recommendation #63.� That the provincial government direct local health teams under the
new health care system to provide supports to tenants residing in community housing that
have health needs.
41
- 168 -
AM• Fixing the Housing AfFordabiliry Crisis: Municipal Recommendations for Housing in Ontario
End Notes
' Government of Ontario. Ministry of Municipal Affairs and Housing. Building Complete
Communities: Supporting Quality of Life.
http://www.mah.gov.on.ca/AssetFactory.aspx?d id=15007
2 Government of Ontario. Ministry of Municipal Affairs and Housing. Financiallnformation
Returns Data - 20 �7 - Pro vincial Summaries by Schedule, Schedules �2, 40, and 5 �. Ca n a d a:
Toronto, 2018.
3 Canada Mortgage and Housing Corporation. "Overview: Ontario" HousingMarket
Information Portal. Accessed January 2019. https://www03.cmhc-schl.gc.ca/hmip-
pimh/en#Profile/35/2/Ontario
4 Ontario Real Estate Association and the Canadian Real Estate Association. "Ontario Home
Sales Pull Back in February." Accessed March 2019. http://creastats.crea.ca/orea/.
SIbid,.
6 Paul Kershaw. "Code Red: Rethinking Canadian Housing Policy." Generation Squeeze. Last
modified 25 May 2016. Accessed January 2019.
https://www.gensqueeze.ca/rethinking canadian_housing polic�.
' Canada Mortgage and Housing Corporation, "Overview Ontario."
8 Ontario Non-profit Housing Association and Co-operative Housing Federation of Canada
(Ontario Region). "An Affordable Housing Plan for Ontario." Canada: Toronto, 2018.
http://onpha.on.ca/Content/Advocac� and research/Advocacy/Affordable Housing Plan_for_
Ontario.aspx
9 Ontario Home Builders' Association. "OHBA Housing Supply Action Plan Submission."
Canada: Toronto, 2019. https://www.ohba.ca/wp-content/uploads/2019/01/ohba-housing=
su�ply-action-plan-submission-january-25-2019.pdf
�o Greg Suttor. "Moving Forward with Affordable Housing and Homelessness in Northern
Ontario." Northern Ontario Service Deliverers' Association and Housing Services Corporation.
August 2012. https://www.nosda.net/service-areas/housing-services-and-
homelessness#reports
" Auditor General of Ontario. "3.14: Social and Affordable Housing." 20�7AnnualReport.
Canada: Toronto, 2017.
http://www.auditor.on.ca/en/content/annualreports/arreports/en17/v1 314en17.pdf
12 Statistics Canada. "Core housing need, 2016 Census." 15 November 2017.
https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/chn-biml/index-eng.cfm
13 Steward Pearson. Housing Services Corporation. "Financing Capital Improvements and the
Renovation of Social Housing in Ontario." Canada: Toronto, December 2010. And Housing
Services Corporation. "Housing and Affordable Housing Primer." Canada: Toronto, 2014.
http://share.hscorp.ca/wp-content/uploads/2014/11 /hscprimer_final_digital.pdf
14 Re/Fact Consulting. Housing Services Corporation and Ontario Municipal Knowledge
Network. "Social Housing End Dates in Ontario: Assessing Impacts and Promoting Good
Practices." Canada: Toront, 2012. https://www.hscorp.ca/wp-content/uploads/2013/03/Social-
Housing-End-Dates-in-Ontario-HSC.pdf
15 Ontario Non-Profit Housing Corporation and Co-operative Housing Federation of Canada
(Ontario Region), 2018.
Cya
- 169 -
AM• Fixing the Housing Affordability Crisis: Municipal Recommendations for Housing in Ontario
16 Frances Lankin and Munir A. Sheikh. Commission for the Review of Social Assistance in
Ontario. "Brighter Prospects: Transforming Social Assistance in Ontario. A Report to the
Minister of Community and Social Services" Canada: Toronto, 2012.
https://www.mcss.gov.on.ca/documents/en/mcss/social/publications/social_assistance_revie
w final_report.pdf
" Ontario Non-profit Housing Association and the Co-operative Housing Federation of
Canada (Ontario Region), "Housing Plan."
'$ Government of Ontario. Ministry of Municipal Affairs. "A Place to Call Home: Report of the
Expert Advisory Panel on Homelessness."
http://www.mah.gov.on.ca/AssetFactory.aspx?did=11038
19 Stephen Gaetz. The Homelessness Hub. "The Real Cost of Homelessness: Can we Save
Money by Doing the Right Thing?" Toronto: Canadian Homelessness Research Network Press,
2012.
https://www.homelesshub.ca/sites/default/files/attachments/costofhomelessness paper2109
2012.pdf
43
- 170 -
Ministry of the Environment,
Conservation and Parks
Office of the Minister
777 Bay Street, 5th Floor
Toronto ON M7A 2J3
Tel.: 416-314-6790
August 16, 2019
To whom it may concern:
Ministere de I'Environnement,
de la Protection de la nature et des
Pares
Bureau du ministre
777, rue Bay, 5e etage
Toronto (Ontario) M7A 2J3
Tel. : 416.314.6790
Corr. 24-19
�
�� ��
Ontario
As you know, on June 6, 2019, our government passed the More Homes, More Choice
Act, 2099, which updated the Conservation Authorities Act. We made these legislative
changes to improve public transparency, consistency, and accountability in
conservation authority operations. These changes will give greater control to individual
municipalities on conservation authority programs and budgets. These changes will also
require conservation authorities to re-focus their efforts on the delivery of programs and
services related to their core mandate, such as those related to:
• Risk of natural hazards;
• Conservation and management of CA owned or controlled lands;
• Drinking water source protection;
• Protection of the Lake Simcoe watershed;
• Other programs or services, as prescribed by regulation.
Furthermore, over the coming months, I will be reviewing all of the relevant legislation
and regulations that govern Ontario's conservation authorities to explore even more
opportunities to re-focus their efforts and to ensure they are best serving the interests of
the people of Ontario.
In the meantime, I request that you review and consider your own conservation
authority's activities and begin preparations and planning to wind down those activities
that fall outside the scope of your core mandate. I also encourage you to refrain from
developing new policies that are not aligned with your mandate or with provincial
policies. Finally, I ask that while we are undergoing this review and updating the
legislation and regulations that you do not proceed with any increases to your fees or
levies.
I appreciate the work of conservation authorities and the feedback that was provided on
the legislative changes. I look forward to receiving further input and recommendations
as we move forward with upcoming regulatory and policy proposals.
Sincerely,
�
r�� /
I Jeff Yurek
Minister of the Environment,
Conservation and Parks
- 171 -
August 15, 2019
Corr. 25-19
THE CORPORATION OF THE TOWNSHIP OF PAPINEAU-CAMERON
4861 Highway 17, P.O. Box 630, Mattawa ON POH 1V0
Office: (705) 744-5610 • Fax: (705) 744-0434 • Garage: (705) 744-5072
E-mail: clerk@papineaucameron.ca Website: www.papineaucameron.ca
The Honourable Doug Ford, Premier
Legislative Building Room 281
Queen's Park
Toronto, ON M7A 1A1
Dear Premier Ford,
The Council of the Township of Papineau-Cameron met at their regular meeting on August 13, 2019 and passed
the fo!!ow�ng resolution:
Date: August 13, 2019 Resolution Number: 2019-160
Moved By: CouncillorTerry Bangs Seconded By: CouncillorAlvina Neault
WHEREAS there are 444 municipalities in Ontario that are very efficient and well-governed, and who respond quickly to
ratepayer's needs;
AND WHEREAS in the 1990's the Conservative Government forced many municipalities to amalgamate on the guise they
would become more efficient, effective, save money, lower taxes and ultimately reduce the Provincial deficit;
AND WHEREAS there has never been a valid evidence-based study that supported these outcomes;
AND WHEREAS forced amalgamation actually accomplished just the opposite; ill feelings, increased animosity and
mistrust, job losses, rise in local taxes and an increase in Provincial debt;
AND WHEREAS there are many positive examples of small rural and northern municipalities working together in a
collaborate and cooperative manner via shared agreements that responds to local needs without amalgamation and
Provincial interference;
AND WHEREAS the Provincial Government has a large deficit due to their own decision-making;
AND WHEREAS recently the same Conservative Government recently reduced one large regional municipal government
by 50%, without "consultation";
AND WHEREAS this same Conservative Government is presently reviewing other Provincial regional governments through
a purported "consultative" approach with a view to reduce or eliminate them;
AND WHEREAS the Provincial Government should investigate all other internal ways of reducing their deficit and
becoming more fiscally responsible over time rather than downloading to the one level of government that is the most
efficient, has the lowest cost and is closest to the electorate which will not put a dent in the provincial deficit;
AND WHEREAS the Province could look at what other provinces have done to reduce the debt with one singular education
system, organizing unorganized municipalities, controlling OPP costs, substantially increase fines, and find a way to collect
millions and millions of dollars in unpaid fines and instead, invest in the north to create jobs and stimulate and enhance
economic development;
THAT before the Provincial Government forces amalgamation in any of the 444 municipalities in Ontario, our AMO
organization go beyond requesting "consultation" and "demand" that the Provincial Government do the following:
1. Hold a local referendum letting the citizens decide to amalgamate or not.
2. Conduct an evidence-based study to show that amalgamation actually saves costs, jobs, lowers taxes and reduce the
provincial deficit.
3. Allow those municipalities to work out their own local collaborative agreement that best suit their local needs and to
be permitted to do so, on their own time line and volition.
4. To ensure that there is absolutely no conflict of interest in this consultative process.
5. To emphasize the political reality of forcing amalgamation on the many rural and northern municipalities across
Ontario.
AND FURTHER THAT a copy of this resolution be sent to Doug Ford — Premier of Ontario, Christine Elliott — Deputy
Premier, Steve Clark — Minister of Municipal Affairs, and all MPPs in the Province of Ontario;
AND FURTHER THAT a copy of this resolution be sent to the Association of Municipalities of Ontario (AMO), the
Northwestern Ontario Municipal Association (NOMA), Rural Ontario Municipalities Association (ROMA), Federation of
Northern Ontario Municipalities (FONOM), the District of Parry Sound Municipal Association (DPSMA) and all Ontario
municipalities for their consideration.
Feel free to contact us if you have any questions.
Sincerely,
� �, -_i��
Jason McMartin, BA, ADA
CAO/Clerk-Treasurer
c.c. The Council of Papineau-Cameron Association of Municipalities of Ontario
Christine Elliott—Deputy Premier Northwestern Ontario Municipal Association
Steve Clark— Minister of Municipal Affairs Rural Ontario Municipalities Association
All MPP in the Province of Ontario Federation of Northern Ontario Municipalities
District of Parry Sound Municipal Association All Ontario Municipalities
- 172 -
CARRIED
DATE:
MOVED BY:
August 13, 2019
�
RESOLUTION NUMBER:
SECONDED BY:
2019- p � �
WHEREAS there are 444 municipalities in Ontario that are very efficient and well-governed, and who respond quicl<ly
to ratepayer's needs;
AND WHEREAS in the 1990's the Conservative Government forced many municipalities to amalgamate on the guise
they would become more efficient, effective, save money, lower taxes and ultimately reduce the Provincial deficit;
AND WHEREAS there has never been a valid evidence-based study that supported these outcomes;
AND WHEREAS forced amalgamation actually accomplished just the opposite; ill feelings, increased animosity and
mistrust, job losses, rise in local taxes and an increase in Provincial debt;
AND WHEREAS there are many positive examples of small rural and northern municipalities worlcing together in a
collaborate and cooperative manner via shared agreements that responds to local needs without amalgamation and
Provincial interference;
AND WHEREAS the Provincial Government has a large deficit due to their own decision-malcing;
AND WHEREAS recently the same Conservative Government recently reduced on�(arge regional municipal
government by 50%, without "consultation";
AND WHEREAS this same Conservative Government is presently reviewing other Provincial regional governments
through a purported "consultative" approach with a view to reduce or eliminate them;
AND WHEREAS the Provincial Government should investigate all other internal ways of reducing their deficit and
becoming more fiscally responsible over time rather than downloading to the one level of government that is the
most efficient, has the lowest cost and is closest to the electorate which will not put a dent in the provincial defict;
AND WHEREAS the Province could lool< at what other provinces have done to reduce the debt with one singular
education system, organizing unorganized municipalities, controlling OPP costs, substantially increase fines, and find
a way to collect millions and millions of dollars in unpaid fines and instead, invest in the north to create jobs and
stimulate and enhance economic development;
THAT before the Provincial Government forces amalgamation in any of the 444 municipalities in Ontario, our AMO
organization go beyond requesting "consultation" and
"demand" that the Provincial Government do the following:
Hold a local referendum letting the citizens decide to amalgamate or not.
Conduct an evidence-based study to show that amalgamation actually saves costs, jobs,
lowers taxes and reduce the provincial deficit.
3. Allow those municipalities to worl< out their own local collaborative agreement that best
suit their local needs and to be permitted to do so, on their own time line and volition.
4. To ensure that there is absolutely no conflict of interest in this consultative process.
5. To emphasize the political reality of forcing amalgamation on the many rural and
northern municipalities across Ontario.
AND FURTHER THAT 2 copy of this resolution be sent to Doug Ford — Premier of Ontario, Christine Elliott — Deputy
Premier, Steve Clarl<— Minister of Municipal Affairs, and all MPPs in the Province of Ontario;
AND FURTHER THAT a copy of this resolution be sent to the Association of Municipalities of Ontario (AMO), the
Northwestern Ontario Municipal Association (NOMA), Rural Ontario Municipalities Association (ROMA), Federation of
Northern Ontario Municipalities (FONOM), the District of Parry Sound Municipal Association (DPSMA) and all Ontario
municipalities for their consideration.
a
CARRIED: �� �..�
(Mayor)
NOT CARRIED:
(Mayor)
Recorded Vote (Upon Request of Councillor ! Section 246 (1) Municipal Act
RECORDED DIVISION VOTE YES Signature NO Signature ABSTAIN Signature
Mayor Robert Corriveau
Deputy Mayor Shelley Belanger
CouncillorTerry Bangs
Councillor Wendy Adams ,
Councillor Alvina Neault
- 173 -
Page 1 of 2
Corr. 26-19
Regulation - LGIC
Enhancing Municipal Road Safety through Automated Speed Enforcement
(ASE)
Regulation Number(s):
TBD
Bill or Act:
Highway Traffic Act
Summary of Proposal:
Context
The Ministry of Transportation (MTO) is proposing to develop a regulatory framework in support of the legislative
amendments to the Highway Traffic Act (HTA) to allow municipalities to improve municipal road safety in high-risk
areas through the introduction of automated speed enforcement (ASE) systems.
The ministry is also proposing to make supporting amendments to Ontario Regulation 277/99 to streamline the
regulatory approval process for accepting municipalities into Ontario's Red Light Camera Program (RLC) program.
Together, these amendments respond to municipal requests by permitting interested municipalities to:
a) adopt, at their discretion, ASE systems in school zones and community safety zones on roads with a speed limit
under 80km/h in order to address speeding; and,
b) gain acceptance into Ontario's Red Light Camera (RLC) program, through a streamlined process.
The introduction of ASE systems in municipalities in Ontario and streamlining RLC
authorization will respond to stakeholders concerns and requests, while underscoring the government's commitment
to vulnerable road user safety and to keeping our communities safe. This initiative will impose no regulatory impact
on vehicle operators or owners that comply with road safety regulations, and no impact on businesses in Ontario.
However, owners of vehicles that are used to violate speed limits in community safety or school zones where ASE
systems are used would be fined.
In support of the new legislative amendments under the regulatory and policy framework that the province will be
developing, municipalities will be responsible for all aspects of an ASE program administration, including the
installation of devices, location selection, and the processing and distribution of evidence and tickets.
This approach is flexible and allows municipalities to maintain status quo or to introduce these new road safety tools
based on local safety concerns.
Ontario continues to be recognized as a world leader in road safety as a result of its tough laws, strong enforcement
and the dedication of our many road safety partners. For the past 15 years, Ontario's roads have consistently ranked
either first or second in road safety in North America.
Research demonstrates that lower speeds and ASE in school zones and community safety zones can be expected to
reduce serious injuries and fatalities.
Developing a supporting regulatory framework demonstrates the government's commitment to injury prevention and
to keeping the province's communities safe and strong by reducing speeding and speed-related collisions.
Analysis of Regulatory Impact:
Regulatory Changes
To support the legislative changes passed under Bill 65, The Safer School Zones Act, 2017, the ministry plans to
bring forward supporting ASE regulations to outline various operational, procedural and evidentiary requirements for
the ASE program. These requirements may include such things as a description of how photographs are to be used as
evidence, the types of ASE system technology that may be used by municipalities, and a description of enforcement
procedures for any resulting Provincial Offences Act charges.
Please note that because automated enforcement technologies are only able to identify plate and vehicle used in the
commission of the offence and not necessarily the offending driver, driver-based penalties such as demerit points and
licence suspensions will not apply under the ASE program.
- 174 -
https://www.ontariocanada.com/registry/view.do?postingId=30227&language=en 9/6/2019
Page 2 of 2
With respect to Ontario's Red Light Camera Program, the ministry is proposing changes to Ontario Regulation 277/99
in support of amendments made under the safer School Zone Act, 2017, to streamline municipal authorization to use
RLCs. Of note, this proposal will remove reference to municipalities, by name, in Regulation 277/99.
Ultimately, the overarching goal of the government's regulatory framework for ASE and RLCs is to enhance road
safety in municipalities across the province.
We invite your comments and look forward to hearing your feedback.
Further Information:
Proposal Number:
19-MT0027
Posting Date:
September 3, 2019
Comments Due Date:
October 3, 2019
Contact Address:
Ministry of Transportation
Road Safety Policy Office
Safety Policy and Education Branch
87 Sir William Hearst Avenue
Building "A", Room 212
Toronto, Ontario
M3M 0B4
• about Ontario
• accessibility
• news
• privacy
• terms of use
- 175 -
• �O Queen's Printer for Ontario, 2012-18
https://www.ontariocanada.com/registry/view.do?postingId=30227&language=en 9/6/2019
September 6, 2019
Dear Municipal Colleagues:
Corr. 27-19
CHRISTINE TARLING
Director of Legislated Services & City Clerk
Corporate Services Department
KitcheneY City Hall, 2nd Floor
200 King Street West, P.O. Box 1118
Kitchener, ON N2G 4G7
Phone: 519.741.2200 x 7809 Fax: 519.741.2705
christine.tarlin�n,kitchener.ca
T`I`Y: 519-741-2385
This is to advise that City Council, at a meeting held on August 26, 2019, passed
the following resolution regarding producer requirements for packaging in Ontario:
"WHEREAS the Province of Ontario, through the Ministry of the
Environment, Conservation and Parks, has posted a discussion
paper entitled "Reducing Litter and Waste in our Communities"; and,
WHEREAS producer responsibility has not been adequately
addressed by the Province of Ontario; and,
WHEREAS a successful deposit/return program for single use
plastic, aluminum and metal drink containers has been in existence
in other Provinces in Canada including Newfoundland, Nova Scotia
and British Columbia; and,
WHEREAS these successful programs have eliminated many of
these containers from the natural environment; and,
WHEREAS the City of Kitchener is committed to climate action and
understanding our role as a municipality in a globalized world and
the need to be prepared for the effects of climate change; and,
WHEREAS the City of Kitchener has declared a climate emergency
with the directive to provide continued support to corporate and
community climate action;
THEREFORE BE IT RESOLVED that the City of Kitchener call upon
the Province of Ontario, through the discussion paper entitled
"Reducing Litter and Waste in our Communities", to review and
implement a deposit/return program for recycled plastics, aluminum
and metal drink containers; and,
- 176 -
BE IT FURTHER RESOLVED that the Province of Ontario be
requested to review producer requirements and look for extended
producer responsibility for all packaging; and,
BE IT FINALLY RESOLVED that this resolution be forwarded to the
Honourable Premier of Ontario; the Minister of the Environment,
Conservation and Parks; the Minister of Municipal Affairs and
Housing; the Local Members of Provincial Parliament; the
Association of Municipalities of Ontario; the Region of Waterloo and
all Municipalities within the Province of Ontario."
Yours truly,
C. Tarling
Director of Legislated Services
& City Clerk
- 177 -
To:
Copy:
From:
Subject:
Pickering Public
LIBRARY
Memorandum
Mayor Ryan and Members of Council
Chief Administrative Officer
City Clerk
The City of Pickering Public Library Board
#econtent for Libraries campaign
Corr. 28-19
At its meeting of August 22, 2019 The City of Pickering Public Library Board passed a motion
(#19.62) recommending that the City of Pickering Council be requested to adopt the following draft
motion regarding the #econtent for Libraries campaign.
Background:
Earlier this year the Canadian Urban Library Council began a campaign targeting the federal
government to bring awareness to the issues surrounding digital content in public libraries in
Canada. Details about the topic and the concerns surrounding digital content are found in the
attached report but the concerns are in two areas: the high costs of digital materials for libraries
and the strict (and becoming stricter) licensing limitations.
The Canadian Urban Library Council has asked all of its members (including The City of Pickering
Public Library) to request Municipal support on this issue.
Draft Motion:
WHEREAS, the City of Pickering recognizes the important role that libraries play in our
community;
And Whereas, libraries and the early literacy programs that they run are integral to developing
proficient readers and ensuring that children succeed in school;
And Whereas, more and more, digital literacy programs run by libraries also help ensure that
citizens can contribute to our digital world;
And Whereas, vulnerable demographic groups, including seniors, low income families, youth, and
new Canadians rely on access to libraries as an important tool for their participation in the
community — from education to searching for jobs to consuming Canadian cultural materials;
And Whereas, libraries in our community recognize that our users increasingly seek to access e-
content offered by multinational publishers, and that access to those publications is too often
curtailed by prohibitively high licensing fees or else entirely denied to Canadian libraries;
- 178 -
Page 2
And Whereas, libraries must be in a position to offer e-content to their users as part of their
service offering to our community, particularly given the contemporary rapid pace of digitization of
educational and cultural materials,
Now therefore be it resolved that the Council of the City of Pickering does hereby:
1. Indicate its support for the Canadian libraries in their efforts to increase access to e-content
for library users in the City of Pickering and across Canada;
2. Call on the Federal government to investigate the barriers faced by libraries in acquiring e-
content and the problems that poses for vulnerable demographic groups in Canada; and
3. Further ask the Federal government to develop a solution that increases access to e-
content across Canada and assists libraries in meeting the cost requirements to acquire
digital publications.
Attachments:
Canadian Urban Library Council information on Accessing Econtent
- 179 -
Attachment # 1 to Corr. 28-19
I��Canadian ttrbaav Libraries Countil
Conscii dc� Bibliothtques Vr6aimea du Canada
Accessing E-Content
Key Messages
July 2Q 19
• Even with significant expenditures to access e-content, libraries increasingly struggle to obtain digita!
publications from multinational pubiishers, due to other cost pressures and because of the often-strict
licensing limirations applied to digitai pubfications.
� In order to properly service our communities — including vulnerable groups that benefit from library
access, like seniors, lower income individuals, and youth at risk —we need to ensure that we have access
to and can afford digital publications.
�
Publishers, primarily headquartered outside Canada, are limiting access to digiul publications by Canadian
libraries, and, even when a publication is made available, are making it prohibitively expensive to acquire
most e-publications, By way of example, Canadian author Louise Penny's book'Kingdom of the Blind' is
available to libraries for $13 as a paperback, $22 in hard cover and $60 in digital fo�m. The $60 cost allows
the book to be checked out electronically 52 times or for 2 years — whichever happens fi�st. A paper
edition would be expected to last 3 to 4 years at a substantially reduced cost. The book is currently not
available to Canadian libraries in any e-audio format.
• Those rest�ictions and cosu make it difticult for (ibraries to provide important services that contribute to
thriving and engaged communities. Libraries and the early literacy p�ograms that they �un are integral to
developing proficient readers and ensuring that chi4dren succeed in school. More and more, digital literacy
programs also help ensure that citizens can contribute to our digital world.
� Additionally, for many seniors, low income families, youth, and new Canadians, libraries are a crucial tool
fo� participation in thei� communities — from education to searching for jobs to consuming Canadian
cultural mate�ials.
• Barriers to libraries accessing digiral publications hamper our capacity to provide modern, digitized services
to those demographic groups and to other iibrary users. This is exacerbated when some publications —
especially foreign language texts — may only be avaitable to us in digital forms.
• We are asking municipal leaders to recognize the important roie that libraries play in our communities and
to help us advocate for a solution to the barriers that Canadian libraries face in accessing digital
publications.
• We are also asking our Members of Parliament, as well as candidates from all parties in Federal Election
2019, to recognize that libraries serve important demographic groups, by providing access to materials that
allow them to learn and grow, and that the Federal government has a key role to play in ensuring that
Canadian (ibraries can meet the growing demand for digital publications.
- 180 -
,,
♦ Chatham-Kent
,
C;u,�i,v�j G�,aw�,, S�,o�,e �o S�,oh,e.
September 12, 2019
Municipality of Chatham-Kent
Corporate Services
Municipal Governance
315 King Street West, P.O. Box 640
Chatham ON N7M 5K8
Te1:519.360.1998 Fax:519.436.3237
Toll Free: 1.800.714.7497
The Honourable Doug Downey, Attorney General of Ontario
Ministry of the Attorney General
, 720 Bay Street, 11 th Floor
� Toronto ON M7A 2S9
Re: Resolution Regarding Provincial Funding Cuts to Legal Aid Ontario
Please be advised the Council of the Municipality of Chatham-Kent at its regular
meeting held on September 9, 2019 endorsed the following resolution;
Corr. 29-19
"Whereas, the Chatham-Kent Legal Clinic (the "Clinic") has delivered legal services in
Chatham-Kent (the "Municipality") for over 38 years to area residents who cannot afford
legal assistance because of financial hardship — including those who are disabled, on
social assistance, pensioners, the unemployed, or those with low income;
And Whereas, the Clinic's services are aimed at ensuring that people with low incomes
are able to meet their most basic needs, which in turn gives them the ability to live with
health and dignity as active members of their community;
' And Whereas, like other community legal clinics across the province, the Clinic carries
out this invaluable work through funding provided by Legal Aid Ontario ("LAO");
And Whereas, the provincial government's 2019 Budget has cut funding to Legal Aid
Ontario by $133 Million — which is a 35% reduction in provincial funding — retroactive to
April 1, 2019, with cuts rising to $164 Million (45%) by 2021-22;
And Whereas, these significant cuts will result in a reduction of critical legal clinic
services to low income residents in our community resulting in adverse social and
economic consequences for the Municipality served by the Clinic — from
• increased reliance on municipal services including increased homelessness
resulting from avoidable evictions,
• increased poverty resulting from lack of income supports and employment
supports and
- 181 -
2
increased reliance on social assistance administration resulting from people
being denied appropriate supports
And Whereas, the Council of the Municipality believes all levels of government should
provide fair, economically-sound, and evidence-based programs and supports to help
low-income residents, vulnerable people, and other equity-seeking individuals escape
poverty, precarious housing, and systemic disadvantage, realize their full potential by
living healthy and safe lives.
Be it therefore resolved that, the Council of the Municipality of Chatham-Kent forward a
letter to local MPPs, the Attorney General and the Premier of Ontario (and all
municipalities in Ontario)
• expressing its strong support for Legal Aid Ontario and its funding of Ontario's
community legal clinics, and specifically the Chatham-Kent Legal Clinic, which
provides legal services to low income and vulnerable Ontarians;
• expressing its strong opposition to the funding cuts imposed on Legal Aid Ontario
by the provincial government;
• calling upon the Premier and the Attorney General to make a commitment to
access to justice and to respect the commitment of their government to not
decrease front line services; and
• urging the province to restore full funding to these critical services to ensure that
all the residents of Chatham-Kent have access to a fair and equitable justice
system, regardless of their incomes."
If you have any questions or comments, please contact Judy Smith at 519-360-1998 Ext
# 3200.
Sincerely,
J d Smith � "O
�overnance
Clerk /Freedom of Information Coordinator
C
The Honourable Doug Ford, Premier of Ontario
All Municipalities in Ontario
- 182 -
��: � �� -
f'1�l�� f�l N�
To:
From
Copy
Mayor Ryan
Members of Council
Kyle Bentley
Director, City Development & CBO
Chief Administrative Officer
Directors
City Clerk
Chief Planner
Manager, Development Review & Urban Design
Memo
September 18, 2019
Subject: Replacement Recommendation for Planning & Development Committee Report
Item 8.2: PLN 20-19
Revisions to the Draft Implementing By-law
File: Zoning By-law Amendment Application A 06/19
Following discussions among City staff, and representatives from CAPREIT and Cushman
Wakefield, staff recommends that Council move Item 8.2 of the Planning & Development
Committee Report with the following revised recommendations (revisions are highlighted in
yellow):
That City Initiated Zoning By-law Amendment Application A 06/19 to amend City Centre
Zoning By-law 7553/17, as amended, be approved, to:
(a) introduce new definitions for Net Floor Area and Floor Space Index;
(b) rezone the City of Pickering lands located on the south side of The Esplanade South,
between Glenanna Road and Valley Farm Road ("the South Block Lands"), from City
Centre Civic (CCC) to City Centre Two (CC2) to permit residential uses, and to permit
an increase in height for 2 point tower buildings to 121 metres and 97 metres on the
lands, and to reduce the maximum building height to 22 metres on the remaining lands;
and
(c)
rezone part of the Pickering Town Centre lands, located on the west side of
Glenanna Road south of Kingston Road and north of Pickering Parkway, to permit a
maximum building height of 125 metres, except for 1 building which may have a
maximum height of 153 metres;
2. That the zoning by-law amendment to implement Zoning By-law Amendment Application
A 06/19, as set out in Appendix I to Report PLN 20-19 and as further revised to include the
changes itemized in the September 18, 2019 Memorandum from the Director, City
Development & CBO, be forwarded to Council for enactment; and
- 183 -
3. Further to Recommendation 1.(b), as a condition of the conveyance of the South Block
Lands to OPB Realty Inc., the City shall retain stratified land parcels to accommodate a
public road of a minimum 14.5 metres in width and a pedestrian walkway of a minimum 8.0
metres in width as depicted on Special Figure 6.13.2 (a) of Zoning By-law 7553/17 as
amended by By-law 7713/19, and that the construction of the public road and walkway shall
be secured through any future site plan and/or development agreements for the South
Block Lands.
Rationale
The Conceptual Master Plan for the City Centre redevelopment was provided as Attachment #1 to
Report PLN 20-19. That Plan identifies a podium height of 22 metres on the City-owned lands (the
South Block Lands). The text of the Report and the draft by-law incorrectly identified the podium
height of 21 metres. This error has been corrected in the revised Recommendation and in Special
Figure 6.13.2(a) of the amending by-law presented to Council for adoption. Further, the areas on
Special Figure 6.13.2 (a) permitting the 121-metre and 9-metre maximum building heights have
been refined to more closely match the proposed tower locations.
A revised Conceptual Master Plan has been received from Cushman Wakefield illustrating a
public road connection of a minimum 14.5 metres and a pedestrian walkway of a minimum 8.0
metres through the South Block Lands (see Attachment — Master Concept Plan, dated 2019-09-06).
New Recommendation 3 requires the City to retain strata land parcels to accommodate the future
road and walkway connections through the South Block Lands, and to secure their construction
through future site plan and development agreements for the South Block Lands. Section
6.13.1 a), Zone Provisions and Special Figure 6.13.2(a), of the amending by-law presented to
Council for adoption, now illustrates the width and location of these connections, and restricts
above ground structures from being located in the area for the connections.
The revised concept plan revealed building placement at zero, or near zero lot lines, to provide the
road and walkway connections. Accordingly, the amending by-law has been revised to permit a
zero metre setbacks (see Section 6.13.1 c) of the By-law).
Staff also identified another potential zoning issue. Therefore, the amending by-law has been
revised to include a reduction in the minimum podium height from 10.5 metres to 9.0 metres (see
Section 6.13.1 d) of the By-law.
Representatives of Cushman Wakefield indicated the location of the 50-storey apartment building
may move south by about 5.0 metres. Consequently, the size of the cross-hatched area
identifying the zone within which the 50-storey building must be located was increased by a further
5.0 metres in a southerly direction (see Special Site Figure 6.3.5 (a) of the By-law).
If you have any questions, please contact either Catherine Rose or myself.
Original Signed by
Kyle Bentley
CR:Id
j\docum ents\D3300\2019 W 06-19\Memos\20190913 M emotoMayCou Revi sed Recos
Attachment Master Concept Plan, dated 2019-09-06
September 18, 2019 Page 2 of 2
Replacement Recommendations for Item 2 of the Report of the Planning &
Development Committee of September 9, 2019
- 184 -
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Pickering Town (entre
Block Plan
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From: Tony Prevedel
Chief Administrative Officer
Report to Council
Report Number: CAO 09-19
Date: September 23, 2019
Subject: Comparison of Cost Estimates for Pickering City Centre
- Appraisal of Land Exchange related to Pickering City Centre
- File: A-1440-001
Recommendation:
That the attached report entitled Comparison of Cost Estimates for Pickering City Centre,
prepared by Independent Project Managers, be received for information;
2. That the attached Appraisal Reports prepared by D. Bottero & Associates Limited be
received for information;
3. That staff be directed to continue detailed discussions with Cushman & Wakefield and OPB
Realty Inc. toward finalizing the construction cost estimates and final Memorandum of
Understanding; and
4. That staff bring forward a staffing implementation plan for the City Centre project during the
2020 budget process.
Executive Summary: The attached two reports are intended to validate both the
construction cost estimates related to the Pickering City Centre project and the fairness of the land
exchange between the City of Pickering and OPB Realty Inc. ("OPB").
In summary, the cost comparison report prepared by an independent third party does not raise
any serious issues, and provides some recommendations to help inform future negotiations.
As well, the Appraisal Reports clearly indicate that the land exchange benefits the City of
Pickering and that no bonusing is involved.
Financial Implications: There are no direct financial implications related to this report. Please
refer to Report FIN 15-19 for the business case and financial strategy (Attachment No. 1).
Discussion:
1. Cost Comparison
As part of the process of developing a business case and long-term financial plan for the City
Centre project, and prior to presenting this business case to the July 22, 2019 Special Meeting of
- 186 -
CAO 09-19
September 23, 2019
Subject: Comparison of Cost Estimates for Pickering City Centre Page 2
Council, staff reached out to Independent Project Managers (IPM) to review the estimates
provided by Cushman & Wakefield and the draft Memorandum of Understanding (MOU) in an
effort to obtain an independent peer review. The purpose of this peer review was to ensure the
City of Pickering was receiving fair value for contracted works related to the construction of three
public buildings and one layer of underground parking under a single source scenario.
IPM's review of the construction cost estimates differ by approximately 2 per cent when compared
to the Cushman & Wakefield estimates. In the context of the total project, this is not considered to
be a significant variance, and staff will utilize this comparison to drill down deeper prior to finalizing
the cost estimates for the various contracts. To alleviate any concerns related to subsurFace soil
conditions, a separate memo with attached soil reports was sent to Council on September 16t"
confirming the suitability of the existing soil conditions.
IPM has also provided some input with respect to the draft MOU, and these comments will be
taken into consideration as we finalize the MOU.
IPM has also suggested providing a contingency amount to the construction estimates. This is
normally done by staff prior to a final contract award.
The IPM report recommends that the City consider engaging an outside consultant to perform the
following tasks: project management, contract administration and or cost specialist. However, the
need for these additional staffing resources will be dependent upon the final terms of the MOU.
2. Appraisal
A key element of the MOU is the land exchange between the City and OPB. The MOU
contemplates that the City will transfer fee simple title in the South Esplanade block to OPB in
exchange for a combination of title and long term leases sufficient to accommodate the City's new
Library, PerForming Arts Center, Seniors & Youth Center and underground parking, all as
described in Report CAO 07-19. The Director, Corporate Services & City Solicitor retained the
services of D. Bottero & Associates Limited to obtain certified property appraisals of the South
Esplanade block and of the real estate interests to be conveyed to the City. The purpose of the
appraisals was to ensure that the City gets fair value for the real estate it is contributing.
The MOU originally contemplated that OPB would convey strata parcels (air rights) to the City to
accommodate the City's new facilities, together with a 99 year lease of one level (350 parking
spaces) in OPB's new underground parking structure. The use of air rights is appropriate, given
that the City facilities were to be located on top of a new underground parking structure which
would remain in the ownership of OPB. Air rights would enable OPB to remain the owner of the
underground parking structure, while the City owns the facilities located above. Because the City
would be transferring fee simple title in the South Esplanade block to OPB, and because fee
simple real estate interests have a higher value than air rights, the appraisals identified a gap in
value between the City's lands and OPB's lands. ("Fee simple" is the most complete form of land
ownership. "Air rights" are a form of land ownership in which title is limited in terms of height
and/or depth.) The City's South Esplanade block was valued at $7,925,000, while the real estate
interests to be conveyed to the City were valued at $3,470,000. In order to bridge this gap, and to
CORP0227-07/01 revised
- 187 -
CAO 09-19
September 23, 2019
Subject: Comparison of Cost Estimates for Pickering City Centre Page 3
ensure that the City was getting appropriate consideration for its South Esplanade block, City staff
have negotiated changes to the MOU. In addition to the real estate rights originally set out in the
MOU, the City will now receive: (a) a 99 year lease of the 2500 m2 public square space adjacent
to the new City facilities; (b) an additional 5000 ft.2 of storage space to be added to the City's 99
year lease of underground parking; and (c) conversion of the City's title to the new PerForming Arts
Center from a strata parcel (air rights) to fee simple title. City staff obtained further input from D.
Bottero & Associates Limited on the impact of these changes to the MOU. The result of these
changes will be to increase the value of the real estate interests being transferred to the City from
$3,470,000 to $7,728,365. This brings the value of the lands being given to the City to within
$196,635 of the appraised value of the City's South Esplanade block. However, since the south
block will now incorporate a 14.5 m road allowance and an 8 m wide pedestrian walkway to
accommodate the CAPREIT lands to the south, the City's lands to be conveyed will be reduced by
0.217 acres. This reduces the value of the City's South Esplanade block to $7,165.500. The result
is that the City will be receiving real estate worth $562,865 more than the land it is contributing.
Attachment No. 2 is a report letter from D. Bottero & Associates Limited dated September 11,
2019 which describes the financial impact of the changes to the MOU. Attachment No. 3 is the
Summary of Salient Facts and Conclusions of the Appraisal Report dated August 16, 2019 for the
South Esplanade block. Attachment No. 4 is the Summary of Salient Facts and Conclusions of the
Appraisal Report dated August 16, 2019 for the real estate interests being conveyed to the City.
Complete copies of the Appraisal Reports are available upon request from the Office of the Chief
Administrative Officer.
Attachments:
1. IPM Cost Comparison Report
2. Report letter from D. Bottero & Associates Limited dated September 11, 2019
3. Appraisal Report dated August 16, 2019 for South Esplanade block, Summary of Salient
Facts and Conclusions
4. Appraisal Report dated August 16, 2019 for the real estate interests being conveyed by the
City
5. Report FIN 15-19 Civic Centre Project & Multi-Year Level Financial Analysis
CORP0227-07/01 revised
- 188 -
CAO 09-19
Subject: Comparison of Cost Estimates for Pickering City Centre
Prepared By:
Original Signed By
Tony Prevedel, P. Eng.
Chief Administrative Officer
TP:kg
Recommended for the consideration
of Pickering City Council
Original Signed By
Tony Prevedel, P.Eng.
Chief Administrative Officer
CORP0227-07/01 revised
- 189 -
September 23, 2019
Approved/Endorsed By:
Original Signed By
Page 4
Stan Karwowski, MBA, CPA, CMA
Director, Finance & Treasurer
Original Signed By
Paul Bigioni
Director, Corporate Service & City Solicitor
Attachment #1 to CAO 09-19
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Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2. Cost Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Scope of the Peer Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross Floor Area Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Site Area Graphic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Project Contingencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proposed Project Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Project Management & Cost Control .. . . . . . . . . . . . . . . . . . . . . . . .
Benchmarks - Hard Construction Costs . . . . . . . . . . . . . . . . . . . . . . .
Project Soft Costs - Design Consultant Fees . . . . . . . . . . . . . . . . . . . .
Peer Review Recommendations .. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Qualifications and Exclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3. Memorandum of Understanding .. . . . . . . . . . . . . . . . . . . . . . . . . .
Library.............................................
Seniors & Youth Centre . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Performing Arts Centre .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Parking Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
�
3
3
3
5
6
7
7
8
8
9
9
10
11
11
11
11
Potential Risk Assessment Summary .. . . . . . . . . . . . . . . . . . . . . . . . 12
19007 Cost Comparison Report-REVISED FINAL.wpd - 191 �
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Executive Summary
Following this summary, you will find a comparison of cost estimate details for all
three (3) proposed buildings and the parking structure together with comments
regarding the Memorandum of Understanding and a Potential Risk Assessment
Summary.
While the following comments address issues related to each building and
structure, each have a common theme with regards to clarity of the intent of the
Memorandum of Understanding.
In summary:
E
19007 Cost Comparison Report-REVISED FINAL.wpd
The Memorandum of Understanding, although non-binding does contain
some items that we consider could be financially challenging to the City of
Pickering moving forward. These items are detailed in Section 3. Generally,
the issues require clarification and some negotiation. The intent of the
Memorandum of Understanding would benefit from a"definitions" section
so as to provide a better understanding of the roles, contract types and
related fees. An organization chart would also provide clarity.
Section 2 of this report addresses the comparison between the Cushman
Wakefield submission of cost estimates (provided by PCL Construction
Canada Inc.) and those prepared by Altus Group as part of this
submission. Generally the comparisons are as follows:
Library*
Seniors & Youth Centre**
Performing Arts Centre
Parking Structure
Bridge Link
City Lands Landscaping***
Total (Excl. HST)
CUSHMAN
WAKEFIELD
$30,372,529
$23,416,500
$41,267,774
$20,878,723
$5,282,327
$7,123,893
$128,341,746
ALTUS GROUP
$32,364,233
$26,31 1,668
$39,139,275
$22,748,290
$3,400,327
$7,123,893
$131,087,686
* There is a potential for a higher cost up to $4,000,000 (as reflected
in the Altus Group budget attached) for enhanced materials or
equipment as suggested by the City's Facilities Section. A business
case will have to be prepared to determine if the higher level
material cost will result in a lower operating cost.
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19007 Cost Comparison Report-FINAL.wpd
**
***
There is a potential for a higher cost up to $2,900,000 (as reflected
in the Altus Group budget attached) for enhanced materials or
equipment as suggested by the City's Facilities Section. A business
case will have to undertaken to determine if the higher level material
cost will result in a future lower operating cost.
There is a risk that the landscaping costs could be higher unless
there is an adjustment to material selected and or final design.
• The attached cost comparison reports as prepared by the Altus Group
detail the anticipated project costs.
• The Potential Risk Assessment Summary contained in Section 4, outlines the
perceived risk factors.
• Generally, the risks identified to-date are due to a lack of design
information that should be addressed when the project moves into the
detailed design phase which should also address the method of delivery for
the project.
Depending upon the construction contract terms, there may be a need for
additional budgeted costs as follows:
Overall Construction Contingency $ 5,626,400.00
Project Management, Contract Administration & $ 3,877,500.00
Cost Control (4 year duration)
It should be noted that this project is complex in nature. Strict control of design will
be required to adhere to the budget. It is our understanding that Contracts and
Change Orders will need to be issued to each of the projects individually to
enable the various funding arrangements to be accurate.
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Cost Comparison
For a detailed comparison of the estimated costs, referto Altus Group's Elemental
Cost Summary Order of Magnitude (Class D) Estimate and Peer Review Summary
attached herein.
This assignment includes a peer review of the budget estimates provided in the
Pickering Town Centre Budget package report prepared by Cushman Wakefield
(C+W) dated May 23, 2019. The C+W report includes a summary of the budgets
for the following six development components of the Pickering Town Centre
redevelopment:
1
2
3
4
5
6
Seniors and Youth Centre (S&Y Centre)
Library Addition including a Roof Terrace/Patio
Arts Centre (including Multi-Purpose space)
Bridge Link (between the Library and the S&Y Centre
Below Grade Parking Structure (allocation of 350 parking stalls)
Site Development (City Centre site only)
The C+W report includes an estimate of the hard construction costs, the soft costs
(consultants design and engineering fees, etc, permit and development costs,
C+W administration fees, and an allocation of marketing expenses. The C+W
estimates exclude the harmonized sales tax (HST).
The total project costs for the overall development shown in the C+W report the
Pickering Town Centre components is $128,341 ,800 (rounded) excluding HST.
As the initial step in the peer review process, we have confirmed the gross floor
areas for the various development components in the Pickering Town Centre
scope are close to the areas measured from the schematic floor and site plans
provided in the C+W reports.
19007 Cost Comparison Report-REVISED FINAL.wpd - 194 ' 3
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Summarized below are the Gross Floor Areas for the Pickering Town Centre
components:
AREA C+W ALTUS GROUP VARIANCE
GFA (m2) GFA (m2)
Seniors & Youth Centre
Ground Floor 3344 3361 -17
Level 2 2549 2573 -24
Subtotal 5893 5934 -41
Library
Ground Floor 1506 1531 -25
Level 2 942 970 -28
Level 3 1409 1437 -28
Level 4 321 391 -70
Subtotal 4178 4329 -151
Performing Arts Centre
Ground Floor & Level 3624 3637 -13
2
Subtotal 3624 3637 -13
Bridge Link
Level 2 120
Su btota I 120
Site Development
Ground Level 10030
Subtotal 10030
TOTAL 13695 24050
19007 Cost Comparison Report-REVISED FINAL.wpd - 195 � 4
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Site Area Graphic
City Centre Site Area = 10,030 m2 (107,963 SF) net of the building footprint
areas
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Project Contingencies
Depending on the type of contract executed for the procurement of the project, the
hard construction contingency could fall into the overall Total Project in the case
of a guaranteed maximum upset stipulated sum where the contractortakes the risk
for potential cost increases during the construction phase. In other words, a fixed
price contract would reduce the contingencies being carried.
The budgets included in the C+W report include the following contingencies:
1. Hard Construction Contingency of 10%
2. Soft Cost - Design Consultant Contingency of 5% (approximately)
In our opinion, the contingencies are dependent upon the terms of the negotiated
contract that will determine the level of contingency risk. Depending upon the
terms of the negotiated contract there may be a risk that the C+ W budgets, do
not include any consideration for escalation from the time of the estimates through
to start of construction or the potential escalation during the construction stage.
The Altus Group peer review introduces a design and pricing contingency and an
escalation contingency. Both contingencies are based on a percentage of the
estimated hard construction costs. As a minimum, we have recommended a design
and pricing contingency of 10% and an escalation contingency of 8%. The
assumed timeframes related to the escalation calculations are summarized below:
Design Start - Summer 201 9
Start of Construction - July 2020
Targeted Completion Date (as per the C+W Memorandum of Understanding) -
July 2023
Construction Duration - 36 months
Escalation Duration - July 2019 to July 2021 = 2 years
Escalation Rate - 4% per annum x 2 years = 8% (straight-line calculation)
In addition to the design and pricing and escalation contingency, the Altus peer
review continues to show a construction contingency. This contingency is meant
to cover the potential cost increases during the construction stage of the projects.
This contingency would also be used to cover potential risks for the City of
Pickering.
19007 Cost Comparison Report-REVISED FINAL.wpd - 197 � 6
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For reporting purposes, the Altus peer review shows the design and pricing
contingency and the escalation in the estimate totals that relate directly to the
budgets prepared by C+W. The design and pricing contingency is meant to be
consumed during the design stage. The escalation contingency would be
consumed in the time required to complete the pre-construction stage including
an allowance for the potential escalation during the construction stage. Both
contingencies would be under the control of the C+W team.
The construction contingency has been pulled out of the budget totals directly
related to the C+W budgets and shown separately. This contingency is meant to
cover cost increases during the construction phase of each project. This
contingency would normally be under the control of the Owner (City of Pickering)
and held outside the hard construction budget under the control of the C+W
team.
For review purposes, we have assumed the earliest construction could start would
be July 2020, which provides approximately 1 1 to 12 months to complete the
pre-construction stages and obtain all the approvals required to begin
construction. If construction could begin in July 2020, and the anticipated date for
completion is accepted as August 21, 2023, this leaves a 36 month duration for
the construction phase.
We recommend the City considercommissioning an independent Project Manager
to manage and administer the project development on behalf of the City. The PM
would also provide an element of peer review on the project budget,
constructability, risk management, schedule review and monitoring of the
construction process.
In addition to the PM services, we are recommending the City consider
commissioning a cost consultant to monitor the construction costs, provide risk
management and review any changes in the scope of work during the construction
phase. The cost consultant could also provide monthly project monitoring services
with the review and recommendation for payments to C+W and the contractors.
19007 Cost Comparison Report-REVISED FINAL.wpd - 198 � 7
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Benchmarks - Hard Construction Costs
The hard construction budgets in the C+W report for the Seniors & Youth Centre
and the Library are based on detailed estimates from PCL Construction. The C+W
budget for the Arts Centre is based on a benchmark average cost per SF (as a
range) provided by Tuner & Townsend Cost Consultants. For the purposes of the
C+W budget, the upper end of the range at $650/SF was used in development
of the budget for the Art Centre building.
In an effort to check the C+W budget, Altus developed an independent Order of
Magnitude Estimate in the elemental format for the Art Centre building based on
the preliminary schematic design drawings. Altus has measured the basic
elemental quantities from the drawings (including the building cladding area) and
applied benchmark historical elemental costs to develop a complete elemental
estimate for the Art Centre building.
Based on the independent elemental analysis, the average cost per square footfor
the Art Centre works out to $696 per SF based on a gross floor area of 39,138
SF (3637 m2) measured from the schematic drawings. The gross floor area being
shown in C+W report for the Arts Centre is lower at 36,152 SF (3359 m2).
A difference of about 2,986 SF (278 m2). Altus used the higher gross floor area
for the elemental analysis to confirm the C+W budget.
Historical cost data forthe hard construction costs forthe othertwo building types
in the Pickering Town Centre development are summarized below:
• Seniors & Youth Centres - range from $285/SF to $450/SF
• Library Additions - range from $325/SF to $550/SF
• Arts Centre - range for $450/SF up to $1,000 per SF or higher
All of the buildings in the Pickering Town Centre development fall within the
historical cost ranges for these building types.
The C+W budgets for each building include a summary of the project soft costs
for design consultants. In most cases, the soft cost budgets are supported by a
detailed breakdown of these costs. We find the budgets forsoft costs being carried
in the C+W report to be fair and reasonable. These budgets range from 5% to
1 1% of the hard construction costs depending on the building type and fall within
the expected range for these costs.
19007 Cost Comparison Report-REVISED FINAL.wpd - 199 � 8
�W� ��
P1�KE R� N�
�
Altus��'rr,{ ��
Peer Review Recommendations
The following is a list of recommendations based on the Altus Group peer review:
E
3
�
5
�
E
3
Depending upon the terms of the fixed price contract, there may be the
need for the City to carry a hard construction contingency in the overall
project costs.
We recommend the City request additional back up for the budget being
shown by C+W for the library roof terrace/patio and the Bridge Link. The
budget for both of these elements of the project requires more
substantiation.
We find the budgets being allocated to the City for the below grade
parking stalls at an average of $55,161 per stall to be reasonable for
below grade parking.
We recommend the City requestthe developerto provide a comprehensive
project schedule demonstrating the proposed project milestones can be
achieved for each component of the development.
We recommend the City consider developing a more comprehensive
development contractfor each component ofthe project including the roles
and responsibilities in the contractual relationships between the primary
parties (C+W, PCL, consultants and the subcontractors and the City of
Pickering).
We recommend the City of Pickering engage the services of a Project
Manager and a Cost Consultant to administer the complex contracts in
order to keep control of the design, cost and schedule.
The numbers in the peer review report exclude the City's portion of the HST.
The peer review excludes any evaluation or appraisal of land involved in
the City Centre Development.
Real estate fees and land transfer taxes.
19007 Cost Comparison Report-REVISED FINAL.wpd ��oo � %
Pickering Town Centre - Peer Review Summary
Senior's & Youth Centre Library Addition Arts Centre City Parking Stalls Bridge Link City Lands Landscaping Project Totals
.-
1 Hard Construction $18,562,931 $21,458,100 $2,895,169 $23,665,875 $27,262,647 $3,596,772 $32,186,726 $25,985,855 ($6,20Q871) $19,306,268 $17,551,153 ($1,755,115) $4,950,000 $2,600,000 ($2,350,000) $6,445,997 $5,859,997 ($586,000) $102,326,682 $100,717,752 ($1,608,930)
1.2 Hard Construction Contingencies $1,841,293 $4,762,863 $2,921,570 $2,351,588 $4,880,276 $2,528,688 $3,203,673 $7,275,968 $4,072,295 inc.above $3,510,231 $3,510,231 inc.above $586,000 $586,000 inc.above $586,000 $586,000 $1Q187,668 $21,483,338 $21,483,338
Total- Hard Construction $20,404,224 $26,220,963 $5,816,739 $26,017,463 $32,009,168 $5,991,705 $35,390,399 $33,261,800 ($2,128,599) $19,306,268 $21,061,384 $1,755,116 $4,950,000 $3,068,000 ($1,882,000) $6,445,997 $6,445,997 $0 $112,514,350 $122,067,311 $9,552,961
2 Soft Costs
2.1 Design Consultants $1,615,871 $1,615,871 $0 $2,659,120 $2,659,119 -$1 $3,712,255 $3,712,256 $1 $399,568 $514,018 $114,450 $66,150 $66,150 $0 $246,078 $246,078 $0 $$699,042 $8,813,492 $114,450
2.2 Legal&Administration $1,361,404 $1,361,404 $0 $1,66Q946 $1,660,946 $0 $2,130,119 $2,130,119 $0 $1,172,888 $1,172,888 $0 $266,177 $266,177 $0 $431,818 $431,818 $0 $7,023,353 $7,023,352 -$1
2.3 Marketing & Leasing $35,000 $35,000 $0 $35,000 $35,000 $0 $35,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,000 $105,000 $0
Total - Soft Costs $3,012,275 $3,012,275 $0 $4,355,066 $4,355,065 -$1 $5,877,374 $5,877,375 $1 $1,572,456 $1,686,906 $114,450 $332,327 $332,327 $0 $677,896 $677,896 $0 $15,827,395 $15,941,844 $114,449
Project Total(exc. HST) $23,416,500 $29,233,238 $5,816,738 $30,372,529 $36,364,233 $5,997,704 $41,267,774 $39,739,275 -$2,128,499 $20,878,723 $22,748,290 $1,869,567 $5,282,327 $3,400,327 ($1,882,000) $7,123,893 $7,123,893 $0 $128,341,745 $138,009,300 $9,667,555
3 Project Contingency (administered by the City of Pickering)
3.1 Hard Construction Contingency $2,130,810 $2,130,810 $2,544,070 $2,544,070 Inc. above $306,800 $0 $0 $0 $4,981,700 $4,981,700
Peer Review & Compliance Services
3.2 Peer Review and Compliance $1,006,592 $1,006,592 $1,228,795 $1,228,795 $1,276,882 $1,276,882 $117,777 $117,777 $247,454 $247,454 $3,877,500 $3,877,500
Total Project Budget $23,416,500 $32,370,600 $8,954,100 $30,372,529 $40,137,100 $9,764,600 $41,267,800 $40,416,200 -$851,600 $20,878,723 $22,748,300 $1,869,600 $5,282,327 $3,824,904 ($1,457,400) $7,123,893 $7,371,300 $247,400 $128,341,700 $146,868,500 $18,526,800
Notes:
1 The above amounts exclude the City's portion of the Harmonized Sales Tax (HST).
- 201 -
Pickering Town Centre - Peer Review Summary
Grede Gross Building Area
of P1 Gross Building Area
Ing (New: Substructure - Foundation / Parking)
Ing (New: Superstructure - Core / Shell) + Fitout
e Improvements/Infrastructure
��truction Cost Sub Total
STRUCTION - ANCILLARY
3nce
ing
ce Connections
ig & Inspections - Hazmat
ig & Inspections - CivillSitework
�,truction Ancillary Cost Sub Total
iINGENCY
�n & Pricing Contingency - Altus Group
ation Contingency - Altus Group
Cost Contingency - PCL
fOTAL - CONTINGENCIES
\L HARD COSTS _
Hard Costs
GN CONSULTANTS �
[ectecture and Interior Design
anical Engineer
�ical Engineer
�mmunications
rity
� Visual
Code/Fire/Life Safety
Theahe Design
Building Envelope
Acoustics
Landscape
Vertical Transportation
Librery Planning
Testing and Inspection
Surveying
Specifications Writer
Disbursements
Design ConsWtant Contingency
Design and Consultants Cost Sub Total
LEGAL 8 ADMINISTRATIVE
Development Management Fee _
Legal
Insurance
C&W Site Overhead
Capitalized Vacant Land Tax
Legal & Administrative Cost Sub Total
MARKETING & LEASING
Marketing _
Commissions- Manager
Commissions - Listing Brokers
Tenant Allowances (Retail/Institutional)
Marketing & Leasing Cost Sub Total
HOLDBACK
Holdback (10 % )
Holdback Release
PROJECT BUDGET (exc. taxes)
PROJECT CONTINGENCY
Project Contingency - administered by the City of Pickering (based 10.0 %
on Hard Construction Costs)
PROJECT TOTAL - inc. Project Contingency (exc. taxes)
PEER REVIEW & COMPLIANCE (as a% of Hard Construction)
Compliance consulting team for City of Pickering 0.0 %
Project Management - peer review 221 %
Cost consWting - peer review and project monitoring 0.68 %
Contingency - Peer Review 10.0 %
SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes)
TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes)
Checks
PROJECTTOTALS
160,285 sf
152,579 sf
$671,947
$17,551,153
$71,497,986
$4,964,997
$7,19Q600
$101,876,682 S�oo,zs�,�sz
$11,368,175 $11,365,178
$7,516,600
$10,187,668 $2,598,560 (57,589,108;
$10,187,668 $21,483,338 $3,779,07U
$112,514,350 $122,067,311 $9,552,961
$5,054,497
$457,300
$387,300
$40,860
$41,190
$36,060
$48,190
$795,000
$7,690
$24.700
$161.271
$58,000
$141,100
$175,000
$300,000
$94,500
$394,514
$414,240
$8,699,042 $8,813,492 $114,450
$5,443,353
$zoo,oao
$16Q000
$1,22Q000
$0
$7,023,353 $7,023,352 -$1
$105,000
$0
$0
$0
$105,000 $105,000 $0
-$10,187,668
$1 Q 187,668
$128,341,745 $138,009,300 $9,667,600
$4,981,700 $4,981,700
$142,991,000 $14,649,300
Excluded
$2,700,000 $2,70Q000
$azs,aoo $azs,oao
$352,500 $352,500
$3,877,500 $3,877,500
$128,341,700 $146,868,500 $18,526,800
Check $18,526,800
� �O` �
Pickering Town Centre - Peer Review Summary
SENIORS & YOUTH CENTRE
Above Grade Gross Building Area 63,323 sf 44,783 sf 16,027 sf 60,810 sf
Share of Pi Gross Building Area 3,671 sf 4,844 sf - 4,844 sf
CONSTRUCTION
Demofitlon $0 $492,591 $179,356 $671,947
Building (New: Substructure - Foundation / Parking) $0 $0 $0 $0
Building (New� Superstructure - Core / Shell)+ Fitout $17,812,931 $16,178,714 $5,665,215 $21,843,929
Onsite Improvements/InfrastmcWre $0 $0 $0 $0
FFE $sao,000 Ssso,aoo $so,000 g�,000,000
Constmction Cost Sub Total $18,412,931 $21,308,100 $2,895,169 $17,621,305 $5,894,571 $23,515,975 $23,383,291 $3,729,356 $27,112,647 $3,596,772
CONSTRUCTION-ANCILLARY
Insurance $0 $0 $0 $0
Bonding $0 $0 $0 $0
Service Connections $150,000 $109,950 $40,050 $150,000
Testing & Inspections - Hazmat $0 $0 $0 $0
Testing 8 Inspections - C'rvil/Sitework $0 $0 $0 $0
COnstruction Ancillary Cost Sub Total $150,000 $150,000 $0 $109,950 $40,050 $150,000 $109,950 $40,050 $150,000 $0
CONTINGENCY
Deslgn&PricingCanGngency-AlmsGroup 10% $0 $3,106,215 $3,106,215 $2,338,329 $372,936 $2,711,265 $2,711,265
EscalationContingency-AltusGroup 8% $0 $1,656,648 $1,656,648 $1,870.663 $298,348 $2,169,012 $2,169,012
HardCostContingency-PCL 10.0% $1,841,293 $1,762,130 $589,467 $2,351,688 $0 $0 $0 (52,351,588)
SUB70TAL-CONTINGENCIES $1,841,293 $4,762,863 $4,762,863 $1,762,130 $589,457 $2,351,588 $4,208,992 $671,284 $4,880,276 $2,528,688
TOTAL HARD COSTS -
Total Hard Cos[s $20,404,224 $26,220,963 $5,816,739 $19,493,385 $6,524,078 $26,017,463 $27,586,826 $4,422,342 $32,009,168 $5,991,705
DESIGN CONSULTANTS �
Architectecture and Interior Design $780,953 $1,208,880 $404,590 $1,613,470
Mechanical Engineer $211,600 $86.687 $29,013 $115,700
Elechical Englneer $118,800 $76.423 $25.577 $102,000
IT/Communlwtlons $1,023 $11,988 $4,012 $16,000
Security $14,190 $11,988 $4,012 $16,000
Audlo Visual $1Q560 $11 239 $3,761 $15,000
Ligh[ing $14,190 $14.985 $5.015 $20,000
Structural $165,000 $198,549 $66,451 $265,000
Wind/Noise/Vibrelion $1,090 $2,472 $828 $3,300
Code/Fire/LifeSafety $6,800 $7,642 $2,558 $1Q200
Theahe Design $0 $0 $0 $0
Building Envelope $0 $21,728 $7272 $29,000
Acoustics $7,700 518,356 $6,144 $24,500
Landscape $0 $0 $0 $0
VerticalTransportation $2,400 $1,798 $602 S2,400
Library Planning $0 539.957 $13,373 $53,330
Testing and Inspection $25,000 518,325 $6,675 $25,000
Surveying $75,000 554,975 $20,025 $75,000
SpecificationsWriter $18,500 519480 $6.520 $26,000
Dlsbursemen[s $73,282 590,274 $30,321 $120,595
Design Consultant Contingency $76,946 594,787 $31,837 $126,625
Design and Consul[an[s Cost Sub Total $1,615,871 $1,615,671 $0 $1,990,534 $668,585 $2,659,120 $1,990,534 $668,565 $2,659,119 -$1
LEGAL 8 ADMINISTRATIVE
Development Management Fee $986,404 $963,478 $322,468 $1,285,946
Legal $50,000 $36,650 $13,350 $50,000
Insurance $25,000 $18.325 $6.675 $25,000
C&W Si[e Overhead $300,000 $219.900 $80.100 $300,000
Capitalized Vacant Land Tax $0 $0 $0 $0
Legal 8 Adminis[ra[ive Cos[ Sub Total $1,361,404 $1,361,404 $0 $1,238,353 $422,593 $1,660,946 $1,238,353 $422,593 $1,660,946 $0
MARKETING & LEASING
Marke[ing $35,000 $25.655 $9,345 $35,000
Commissions- Manager $0 $0 $0 $0
Commisslons - Listing Brokers $0 $0 $0 $0
Tenant Allowances (RetaiVlnstltutional) $0 $0 $0 $0
Marketing & Leasing Cost Sub Tolal $35,000 $35,000 $0 $25,655 $9,345 $35,000 $25,655 $9,345 $35,000 $0
HOLDBACK
Holdback(10%) -$1,841,293 -$1,762,130 -$589,457 -$2,351,588
HoldbackRelease $1,841,293 $1,762,130 $589457 $2,351,588
PROJECT BUDGET (exc. taxes) $23,416,500 EZ9,233,238 $5,816,738 EZ2,747,927 $7,624,601 $30,372,529 530,841,368 55,522,865 536,364,233 $5,991,704
PROJECTCONTINGENCY
ProjectContingency-adminlsteredbytheCltyofPlckering(based 10.0% $2,130,810 $2,130,810 $2,194,070 $350,000 $2,544,070 $2,644,070
on Hard Cons[ruction Costs)
PROJECT TOTAL - inc. Project Con[ingency (exa [axes) $31,364,048 $7,947,548 $33,035,438 $5,872,665 $38,908,303 $8,535,774
PEER REVIEW & COMPLIANCE (as a% of Hard Construction)
Compliance consWting team for City of Pickering 0.0 % Exduded Excluded Excluded
Project Management - peer review 221 % $700,915 $700,915 $855,640 Included $855,640 $855.640
Cost consWting - peer review and project monitoring 0.68 % $214,169 $214,169 $261,446 Induded $261,446 $261,446
Contingency-PeerReview 10.0% $91,508 $91,508 $111,709 Included $171,709 $111,709
SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $1,006,592 $1,006,592 $1,228,795 $0 $1,228,795 $1,228,795
TO7AL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $23,416,500 $32,370,600 $8,954,100 $22,747,927 $7,624,601 $30,372,529 $34,264,200 $5,872,900 $40,137,100
Checks Checks $32,37Q600 $8,954,100 Checks $34,264,233 $5,872,865 $40,137,100
-203-
Pickering Town Centre - Peer Review Summary
ARTS CENTRE & MULTI-PURPOSE SPACE
Above Grede Gross Building Area 22,751 sf 13,401 sf - 36,152 sf 39,138 Measured from Schematic Drawings
Share of P1 Gross Building Area 2,852 sf - - 2,852 sf
CONSTRUCTION
Demolition $0 $0 $0 $0
Building (New: Substructure - Foundation / Parking) $0 $0 $0 $0
Building(New:Superstructure-CorelShell)+Fitout $17,337,540 $10,003,586 $0 $27,341,126 $21,140,255 $21,140,255
Onsite Improvements/Infrastructure $0 $0 $0 $0
FFE $0 $1,010,100 $3,685,500 $4,695,600 $4,695,600 $4,695,600
Construction Cost Sub Total $17,337,540 $11,013,686 $3,685,500 $32,036,726 $21,140,255 $4,695,600 $25,835,855 ($6,200,871)
CONSTRUCTION - ANCILLARY
Insurance $0 $0 $0 $0
Bonding $0 $0 $0 $0
Service Connections _ $140,175 $9,825 $0 $150,000 $150,000 $150,000
Testing & Inspections - Hazmat $0 $0 $0 $0
Testing & Inspections - CivillSitework $0 $0 $0 $0
Construction Ancillary Cost Sub Total $140,175 $9,825 $0 $15Q000 $15Q000 $150,000 $0
CONTINGENCY
Design & Pricing Con[ingency - Altus Group 10 % $2,129,000 $469,560 $2,598,560 $2,598,560
EscalationContingency-AltusGroup 8% $1,703,200 $375,648 $2,078,848 $2,078,848
HardCostContingency-PCL 10.0% $1,733,754 $1,101,369 $368,550 $3,203,673 $2,129,000 $469,560 $2,598,560 ($605,113)
SUBTOTAL-CONTINGENCIES $1,733,754 $1,101,369 $368,550 $3,203,673 $5,961,200 $1,314,768 $7,275,968 $4,072,295
TOTAL HARD COSTS _
Total Hard Costs $19,211,469 $12,124,880 $4,054,050 $35,390,399 $27,251,500 $6,010,400 $33,261,800 ($2,128,599)
DESIGN CONSULTANTS �
ArchitectectureandlnteriorDesign $1,174,961 $741,550 $247,943 $2,164,454
Mechanical Engineer $79,699 $50,301 $0 $13Q000
Electrical Engineer $102,077 $64,423 $0 $166,500
ITICommunications $6,744 $4,256 $0 $11,000
Securiry $6,744 $4,256 $0 $11,000
Audio Visual $6,437 $4,063 $0 $10,500
Lighting $8,583 $5,417 $0 $14,000
Structural $223,772 $141,228 $0 $365,000
WindlNoiselVibration $2,023 $1,277 $0 $3,300
CodelFire/Life Safety $4,721 $2,979 $0 $7,700
Theatre Design $87,545 $55,252 $18,474 $161,271
Building Envelope $17,779 $11,221 $0 $29,000
Acoustics $66,764 $42,136 $0 $108,900
Landscape $0 $0 $0 $0
Vertical Transportation $5,824 $3,676 $0 $9,500
Library Planning $0 $0 $0 $0
Testing and Inspection $46,355 $3,645 $0 $50,000
Surveying $69,533 $5,468 $0 $75,000
Specifications Writer $30,654 $19,346 $0 $50,000
Disbursements $97,011 $58,025 $13,321 $168,356
DesignConsWtantContingency $101,861 $60,926 $13,987 $176,774
Design and Consultants Cost Sub Total $2,139,086 $1,279,445 $293,725 $3,712,255 $3,418,531 $293,725 $3,712,256 $1
LEGAL & ADMINISTRATIVE
Development Management Fee $956,570 $602,900 $195,650 $1,755,119
Legal $46,725 $3,275 $0 $50,000
Insurance $23,363 $1,638 $0 $25,000
C&W Site Overhead $280,350 $19,650 $0 $300,000
Capitalized Vacant Land Tax $0 $0 $0 $0
Legal & Administrative Cost Sub Total $1,307,007 $627,462 $195,650 $2,130,119 $1,934,469 $195,650 $2,130,119 $0
MARKETING & LEASING
Marketing $32,705 $2,293 $0 $35,000
Commissions- Manager $0 $0 $0 $0
Commissions - Listing Brokers $0 $0 $0 $0
Tenant Allowances (Retailllnstitutional) $0 $0 $0 $0
Marketing & Leasing Cost Sub Total $32,708 $2,292 $0 $35,000 $35,000 $0 $35,000 $0
HOLDBACK
Holdback(10%) -$1,733,754 -$1,101,369 -$365,550 -$3,203,673
Holdback Release $1,733,754 $1,101,369 $368,550 $3,203,673
PROJECT BUDGE7 (exc. taxes) $22,690,269 $14,034,080 $4,543,425 $41,267,774 $32,639,500 $6,499,775 $39,139,275 ($2,128,499)
PROJECT CONTINGENCY
Project Contingency - administered by the City of Pickering (based 10.0 % Hard Const. Contingency is included above
on Hard Construction Costs)
PROJECT TOTAL - inc. Project Contingency (exc. taxes)
PEER REVIEW & COMPLIANCE (as a% of Hard Construction)
Compliance consulting team for City of Pickering 0.0 % Excluded
Project Management- peer review 221 % $889,125 Included $889,125 $889,125
Cost consWting - peer review and project monitoring 0.68 % $271,677 Included $271,677 $271,677
Contingency-PeerReview 10.0% $116,080 Included $116,080 $116,080
SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $1,276,882 $0 $1,276,882 $1,276,882
TOTAL - inc. PEER REVIEW & COMPLIANCE (exc. taxes) $22,690,300 $14,034,100 $4,543,400 $41,267,800 $33,916,400 $6,499,800 $40,416,200 -$851,600
Checks
-204-
Check $1,276,882 Check -$851,600
Pickering Town Centre - Peer Review Summary
CITY PARKING 350 STALLS BRIDGE LINK CITY LANDS LANDSCAPING
Above Grede Gross Building Area 1300 sf
Share of P1 Gross Building Area 141,212 sf - -
CONSTRUCTION
Demolition $0 $0 $0
Bullding (New� Substructure - Foundation / Parking) $17,551,153 $17,551,153 $0 $0 $0
Bullding(New:SuperstrucWre-Core/Shell)+Fitout $0 $4,500,000 $2,600,000 (51,900,000) $0
Onsite Improvements/Infrastructure $0 $0 $4,964,997 $4,964,997 $0
FFE $0 $0 $895,000 $895,000 $0
Construction Cost Su6 Total $17,551,153 $17,551,153 $4,500,000 $2,600,000 ($1;900,000) $5,859,997 $5,859,997 $0
CONSTRUCTION - ANCILLARY
Insurance $0 $0 $0
Banding $0 $0 $0
Service Connections $0 $0 $0
Testing & Inspec[ions - Hazma[ $0 $0 $0
Testing & Inspections - Civil/Sltewark $0 $0 $0
Construction Ancillary Cost Sub Total $0 $0 y0
CONTINGENCY
Design & Pricing Contingency-Altus Group 10% $2,106,138 $2,106,138 $260,000 $260,000 $586,000 $586,000
EscalationContingency-AIWsGroup 8% $1404,092 $1404,092 $208,000 $208,000 $586,000 ($586.000)
Hard Cost Contingency - PCL 10.0 %
SUBTOTAL-CONTINGENCIES $0 $3,510,231 $3,510,231 $0 $468,000 $468,000 $586,000 $586,000 $0
TOTAL HARD COSTS =
Total Hard Costs $19,30Q268 $27,061,384 $3,510,231 $q950,000 $3,068,000 ($1,882,000) $6,445,997 $6,445,997 $0
DESIGN CONSULTANTS
ArchilectecNre and Interior Deslgn $337,420 $421,228 $35,000 $35,000 $123,200 $123,200 $0
Mechanical Engineer $0 $0 $0
Electrical Engineer $0 $0 $0
IT/Communlcations $0 $0 $0
Security $0 $0 $0
Audio Visual $0 $0 $0
Lighting $0 $0 $0
StrucNral $0 $0 $0
W ind/NoiseNibration $0 $0 $0
Code/Fire/Life Safety $0 $0 $0
TheaVe Design $0 $0 $0
Building Envelope $0 $0 $0
Acoustics $0 $0 $0
Landscape $0 $0 $0
Vertical Transportation $0 $0 $0
Library Planning $0 $0 $0
Testing and Inspection $25,000 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0
Surveying $0 $0 $75,000 $75,000 $0
Specifications Writer $0 $0 $0
Disbursements $18,121 $21,061 $2,940 $3,000 $3,000 $11,160 511,160 $0
DesignConsultantContingency $19,027 $46,729 $27,702 $3,150 $3,150 $11,718 $11,718 $0
Design and Consultants Cost Sub Total $399,568 $514,018 $114,450 $66,150 $66,150 $0 $246,078 $246,078 $0
LEGAL 8 ADMINISTRATIVE
Developmen[ManagementFee $887,888 $887,888 $0 $226.177 $226,177 $301,818 $301,818 $0
Legal $25,000 $25,000 $0 $10,000 $10,000 $15,000 $15,000 $0
Insurance $60,000 $6Q000 $0 $10.000 $1Q000 $15,000 $15,000 $0
C&W SiteOverhead $200,000 $200,000 $0 $20,000 $20,000 $100,000 $100,000 $0
Capi[alized Vacant Land Tax $0 $0 $0
Legal & Administre[ive Cost Sub Total $1,172,868 $1,172,888 $0 $266,177 $266,177 $0 $431,818 $431,818 $0
MARKETING & LEASING
Marketing $0 $0 $0
Commissions- Manager $0 $0 $0
Commisslons - Llsting Brokers $0 $0 $0
Tenant Allowances (Retail/Institutional) $0 $0 $0
Marketing 8 Leasing Cost Sub Total $0 $0 $0
HOLDBACK
Holdback (10 % ) -51,755,115 -$450,000 -$586,000
Holdback Release $1,755,115 $450,000 $586,000
PROJECT BUDGET (exc. tazes) $20,878,723 $22,748,290 $1,869,567 $5,282,327 $3,400,327 ($1,882,000) $7,123,893 $7,123,893 $0
PROJECT CONTINGENCY
Project Contingency - administered by the City of Pickering (based 10.0 % $306,800 $306,800 Excluded as per C of Pickering
on Hard Constmction Costs)
PROJECT TOTAL - inc. Projed Contingency (exc. taxes) $3,707,127 ($1,575,200) $7,123,893 50
PEER REVIEW & COMPLIANCE (as a% of Hard Construction)
Compliance consWting team for City of Pickering 0.0 % N/A Exduded Exduded
Project Management - peer review 221 % N/A $82,011 $82,011 $172,309 $172,309
Cost consWting - peer review and project monitoring 0.68 % N/A $25,059 $25,059 $52,650 $52,650
Contingency - Peer Review 10.0 % N/A $10,707 $10,707 $22,496 $22 496
SUBTOTAL - PEER REVIEW & COMPLIANCE (exc. taxes) $117,777 $117,777 $247,454 $247,454
TOTAL - inc. PEER REVIEW & COMPLIANCE (ezc. tazes) $20,878,723 $22,748,300 $1,869,600 $5,282,327 $3,824,904 $1,457,423
Chacks Chack $1,889,800 Chack ($1,457,423)
-205-
$7,123,893 $7,371,300 $247,500
Check $247,400
Pickering Town Centre Pickering, Ontario
Senior's & Youth Centre
Above Grade Gross Building Area
Share of P1 Gross Building Area
CONSTRUCTION
Demolition
Building (New: Substructure - Foundation / Parking)
Building (New: Superstructure - Core / Shell) + Fitout
Onsite Improvements/Infrastructure
FFE
Construction Cost Sub Total
CONSTRUCTION - ANCILLARY �
Insurance
Bonding
Service Connections
Testing & Inspections - Hazmat
Testing & Inspections - Civil/Sitework
Construction Ancillary Cost Sub Total
CONTINGENCY
Design & Pricing Contingency
Escalation Contingency
Hard Construction Contingency
SUBTOTAL-CONTINGENCY
TOTAL HARD COSTS -
Total Hard Costs
DESIGN CONSULTANTS �
Architecture and Interior Design
Mechanical Engineer
Electrical Engineer
IT/Communications
Security
Audio Visual
Lighting
Structural
Wind/Noise/Vibration
Code/Fire/Life Safety
Theatre Design
Building Envelope
Acoustics
Landscape
Vertical Transportation
Library Planning
Cushman
Wakefield/PCL
63,323 sf
3.671 sf
$17,812,931 �
$18,412,931 �
$1
$1
$1,841,293
$1,841,293
$780,953
$211,600
$118,800
$13,860
$14,190
$10,560
$14,190
$165,000
$1,090
$7,
$20,708,100
$600, 000
$21,308,100
$150, 000
$7 50,000
$3,106, 215
$1,656,648
$4,762,863
$26,220,963
-206-
$2,895,1
$2,895,1
See attached Hard Construction estimate
Includes a 15% contingency
Allowances appears reasonable
�
$3,106,215 Recommend a D&P Contingency of 15% on HC estimate
$1,656,648 based on July 2020 start, July 2021 midpoint, July 1, 2022
completion
PCL Contingency
$2,921,570
$5,816,739
Pickering Town Centre Pickering, Ontario
Senior's & Youth Centre
Cushman
Scope Description Wakefield/PCL
Testing and Inspection $25,000
Surveying $75,000
Specifications Writer $18,500
Disbursements $73,282
Design Contingency $76,946
Design and Consultants Cost Sub Total $1,615,871 $1,615,871 $0 Soft cost budget appears reasonable
LEGAL & ADMINISTRATIVE
Development Management Fee $986,404
Legal $50,000
Insurance $25,000
C&W Site Overhead
$300,000 Appears to be a project admin fee for Cushman & Wakefield
Capitalized Vacant Land Tax $0
Legal & Administrative Cost Sub Total $1,367,404 $1,361,404 $0
MARKETING & LEASING
Marketing $35,000 Not sure what the City of Pickering would be marketing
Commissions- Manager $0
Commissions - Listing Brokers $0
Tenant Allowances (Retail/Institutional) $0
Marketing & Leasing Cost Sub Total $35,000 $35,000 $0
HOLDBACK �
Holdback (10%) ($1,841,293)
Holdback Release $1,841,293
GROSS PROJECT BUDGET (exc. HST) $23,416,500 $29,233,238 $5,816,738
PROJECT CONTINGENCY:
Hard Cost Contingency 10.0°/o $2,130,810 $2,130,810 Recommend the City carry a 10% Construction Contingency in
the overall project budget
PEER REVIEW 8� COMPLIANCE
Compliance consulting team for City of Pickering 3.0% Excluded Not required by the C of Pickering
Project Management - peer review 2.0°/o $697,677 $697,677
Cost consulting - peer review and project monitoring 1.0% $213,179 $213,179
Contingency - Peer Review & Compliance 10.0% $91,086 $91,086
SUBTOTAL - PEER REVIEW $3,732,752 $3,732,752
TOTAL - INC. PEER REVIEW (exc. HST) $23,416,500 $32,366,000 $8,949,500
PICKERING TOWN CENTRE - PEER REVIEW
SENIORS & YOUTH CENTRE
Gross Floor Area (SF) 63,323
Scope Item Description C&W Estimate Unit Rate
May 2019 � �� ��
oiv z EARTHWORKS & LANDSCAPING $0 $0.00 Included in separate site work estimate
DIV 3 FORMWORK & CONCRETE $2,921,580 $46.14 $3,221,580 $50.88 $300,000 Add: allowance for special foundations
DIV 3D PRECAST $220,813 $3.49 $220,813 $0 PCL estimate appears reasonable
DIV 4 MASONRY $325,955 $5.15 $325,955 $0 PCL estimate appears reasonable
oiv s METALS $900,811 $1423 $900,811 $0 PCL estimate appears reasonable
DIV 6 wOOo $478,832 $7.56 $578,832 $100,000 Add: additional millwork & FF&E _$100,000
oiv � THERMAL & MOISTURE PROTECTION $868,876 $13.72 $1,118,876 $250,000 Add partial green roof (30% of the roof area, 1000 m2 x$250/m2
oiV s �ooRs & WINDOWS $2,480,737 $39.18 $3,010,737 $530,000 Add: additional interior glazing $100,000, security door hardware
_ $30,000, increase the glass specification = $400,000
DIV 9 FINISHES $1,861,180 $29.39 $2,041,180 $180,000 Add: approx. 10% to the unit rates for interior finishes
oiv �o SPECIALTIES $259,411 $4.10 $309,411 $50,000 Add: acoustical treatments =$50,000
DIV 11 EQUIPMENT $220,240 $3.48 $220,240 $0 PCL estimate appears reasonable
oiV 14 CONVEYING $304,140 $4.80 $304,140 $0 PCL estimate appears reasonable
DIV 15 MECHANICAL $2,527,277 $39.91 $3,527,277 $55.70 $1,000,000 Add: heat recovery, high efficiency equipment, and controls
DIv �s ELECTRICAL $1,681,435 $26.55 $1,931,435 $30.50 $250,000 Add: energy efficient design elements =$250,000
DIV 17 SECURITY $0 $0.00 $200,000 $3.16 $200,000 Add: access control, CCTV, conduit and wiring
CA CaSH a��owaNCEs $223,747 $3.53 $223,747 $3.53 $0
Exclusions
Exterior signage $30,000 $30,000 Add an allowance for exterior building signature signage
TOTAL DIRECT COST $15,275,033 $241.22 $18,165,034 $2,890,000
GENERAL EXPENSE & FEE 13.64% $2,082,959 $32.89 $2,543,105 $460,146
General Requirements 10.0% $1,816,503
Bonding 1.0% $181,650
Fees 3.0% $544,951
TOTAL ESTIMATE $17,357,992 $274.12 $20,708,100 $3,350,108
Pickering Town Centre Pickering, Ontario
LIBRARY BUILDING
.bove Grade Gross Building Area
�hare of P1 Gross Building Area
:ONSTRUCTION
�emolition
�uilding (New: Substructure - Foundation / Parking)
�uilding (New: Superstructure - Core / Shell) + Fitaut
Msite Improvements/Infrastructure
FE
onstruction Cost Sub Total
:ONSTRUCTION - ANCILLARY
isurance
anding
ervice Connections
esting & Inspections - Hazmat
esting & Inspections - Civil/Sitework
�onstruction Ancillary Cost Sub Total
ONTINGENCY
iesign & Pricing Contingency
scalation Contingency
lard Cost Contingency
UBTOTAL CONTINGENCIES
OTAL HARD COSTS
otal Hard Costs
iESIGN CONSULTANTS
,rchitectecture and Interior Design
1echanical Engineer
lectrical Engineer
f/Communications
ecurity
udio Visual
Code/Fire/Life Safety
Theatre Design
Building Envelope
Acoustics
Landscape
Vertical Transportation
Library Planning
Testing and Inspection
Surveying
Specifications Writer
Disbursements
Design Contingency
Design and Consultants Cost Sub Total
LEGAL & ADMINISTRATIVE
Development Management Fee
Legal
Insurance
C&W Site Overhead
10.0 %
8.0 %
10.0 %
CUSHMAN WAKEFIELD MAY 2019 �
44,783 sf 16,027 sf 6Q810 sf
4,844 sf - 4,844 sf
492,591 179,356 671,947 $492,591 $1
0 0 0
16,178,714 5,665,215 21,843,929 $21,940,700 $3,E
0 0 0
950,000 50,000 1,000,000 $950,000 $
17,621,305 5,894,571 23,515,875 $23,383,291 $3,7
0 0 0 Included above
0 0 0 Included above
109,950 40,050 150,000 $109,950 g
0 0 0
0 0 0
109,950 40,050 150,000 $109,950 ¢
$0 $2,338,329 $:
$0 $1,755,256 $2
1,762,130 589,457 2,351,588
2,351,588 $4,093,585 $@
79,493,385 6,524,078 26,017,463 $27,586,826 $4,4
1,208,880 404,590 1,613,470
86,687 29,013 115,700
76,423 25,577 102,000
11,988 4,012 16,000
11,988 4,012 16,000
11,239 3,761 15,000
14,985 5,015 2Q000
198,549 66,451 265,000
2,472 828 3,300
7,642 2,558 10,200
0 0 0
21,728 7,272 29,000
18,356 6,144 24,500
0 0 0
1,798 602 2,400
39,957 13,373 53,330
18,325 6,675 25,000
54,975 20,025 75,000
19,480 6,520 26,000
90,274 30,321 120,595
94,787 31,837 126,625
1,990,534 668,585 2,659,120 $1,990,534
963,478 322,468 1,285,946
36,650 13,350 50,000
18,325 6,675 25,000
219,900 80,100 300,000
-209-
$671,947 $0 $0 $0
$25,440,700 $5,761,986 ($2,165,215) $3,596,771
$1,OOQ000 $0 $0 $0
$27,112,647 $5,767,986 ($2,165,215) $3,596,772
$150,000 $0 $0 $0
$150,000 $� $0 $0
$2,711,265 $2,338,329 $2,711,265
$2,035,256 $1,755,256 $2,035,256
$4,746,521 $4,093,585 $2,394,933
$32,009,168 $8,093,441 ($2,101,736) $5,991,705
$2,659,1191 I $01 $0 -$1
Pickering Town Centre Pickering, Ontario
LIBRARY BUILDING
Capitalized Vacant Land Tax 0 0 0
Legal& Administrative CostSub Total 1,238,353 422,593 1,660,946 $1,238,353 $422,593 $1,660,946 $0 $0 $0
MARKETING & LEASING
Marketing 25,655 9,345 35,000
Commissions- Manager 0 0 0
Commissions - Listing Brokers 0 0 0
Tenant Allowances (Retail/Institutional) 0 0 0
Marketing & Leasing Cost Sub Total 25,655 9,345 35,000 $25,655 $9,345 $35,000 $0 $0 $0
HOLDBACK
Holdback(10%) (1,762,130) (589,457) (2,351,585)
Holdback Release 1,762,130 589,457 2,351,588
GROSS PROJECT BUDGET (exc. HST) 22,747,927 7,624,601 3Q372,529 $30,841,368 $5,522,865 $36,364,233 $8,093,441 ($2,101,736) $5,991,704
PROJECT CONTINGENCY
Hard Construction Contingency 10 % $2,194,070 $350,000 $2,544,070
PEER REVIEW & COMPLIANCE
Add: Compliance consulting team for City of Pickering 3.0 % Excluded Excluded Excluded Not required as per the C of Pickering
Add: Project Management - peer review 2.0 % $851,687 inc. $851,687
Add: Cost consulting - peer review and project monitoring 1.0 % $26Q238 inc. $260,238
Contingency-PeerReview 10.0% $111,193 $0 $111,193
SUBTOTAL - PEER REVIEW $3,417,188 $350,000 $3,767,188 $3,417,188 $350,000 $3,767,188
TOTAL - INC. PEER REVIEW $22,747,927 $7,624,601 $30,372,529 $34,258,556 $5,872,865 $40,131,400 $17,510,629 $1,751,736 $9,758,871
Check $30,372,529
Check $30,372,528
-210-
PCL Constructors Canadalnc.
��� Conceptual Estimate Summary
BE Number PTCLL1B20190409
Opportunity No
Owner File No
Project Pickering Towncentre - Library
Location Pickering, ON, Canada
Owner Cushman & Wakefield Ltd.
Designer
Scope Item Description
DIRECT COSTS
�RING / DEEP FOUNDATIONS
AVATION & BACKFILL
IATERING
ERSLAB DRAINAGE
�SCAPING
MWORK PLACE & FINISH
ICRETE SUPPLY
AR SUPPLY
CAST
ONRY
ALS
WORK
�ERPROOFING
iIDING & SOFFITS
;AULKING & FIRESTOP
NSULATION
iM DOORS & HARDWARE
)VERHEAD DOORS
=XTERIOR AND INTERIOR GLAZING
& COUNTERTOPS
'ET, LAMINATE & HARDWOOD
T
_ CLEAN & PROTECT FINISHES
;IALTIES
HROOM ACCESSORIES
IPMENT
Quantity
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
4,150 M2
Summary Page 1 of 2
May22,2019
10:00:54 AM
Kyle Nicoletta
Project Start Mar 01, 2020
Completion Mar 01, 2023
Functional Units
Area m2 4150 m2 August 9, 2019
Area SF 44,671 SF
UOM Unit Cost Total Cost �
$222.25 $922,329
$272.51 $1,130,925
$66.59 $276,368
$79.04 $328,007
$3679 $152,690
$544.25 $2,258,643
$202.80 $841,611
$1.80 $7,479
$144.59 $600,060
$149.74 $621,437
$48.67 $201,976
$5.19 $21,553
$7.88 $32,719
$1,055.14 $4,378,831
$263.88 $1,095,091
$44.63 $185,201
$62.73 $260,341
$33.33 $138,314
$7.85 $32,562
$42.25 $175,344
$"14."17 $58,817
$626 $25,968
$20.02 $83,096
- 211 -
$922,329
$1,130,925
$276,368
$328,007
$152,690
$2,258,643
$89�,611
$7,479
$642,060
$621,437
$201,976
$21,553
$52,719
$214.85
$154.7 I
$12.70
$4,428,831 $1.067.19
$1,095,091
$235,201 $56.67
$260,341
$188,314 $45.38
$32,562
$225,344 $54.30
$58,8 17
$25,968
$98,096 $23.64
� � 1 �
� \ � \ /
PCL estimate appears reasonable
PCL estimate appears reasonable
PCL estimate appears reasonable
PCL estimate appears reasonable
PCL estimate appears reasonable
PCL estimate appears reasonable
$50,000 Add: to the estimate for the interior millwork =$50,000
PCL estimate appears reasonable
$42,000 Add: addiitonal roof insulation 1192 m2 x$35/m2 =$42,000 to the 2 ply
mod. bit roof finish.
PCL estimate appears reasonable
PCL estimate appears reasonable
PCL estimate appears reasonable
$20,000 Increase the allowance for inteiror door hardware supply including
security hardware = $20,000
$50,000 Add: increase the allowance for interior glazing by $SQ000
PCL estimate appears reasonable
$SQ000 Add: increase the unit rate for the floor tile to the public areas, $SQ000
PCL estimate appears reasonable
$50,000 Add: allowance for special finishes of $50,000
PCL estimate appears reasonable
$50,000 Add: an allowance for interior acoustic treatments and window
coverings = $50,000
PCL estimate appears reasonable
PCL estimate appears reasonable
$15,000 Add: terrace equipment = $15,000
PCL Constructors Canadalnc.
��� Conceptual Estimate Summary
BE Number PTCLL1B20190409
Opportunity No
Owner File No
Project Pickering Towncentre - Library
Location Pickering, ON, Canada
Owner Cushman & Wakefield Ltd.
Designer
Scope Item Description
CONVEYING
ASH ALLOWANCES
xterior Signage
IRECT COSTS
ENERAL EXPENSE COSTS
GE + FEE
ENERAL EXPENSE COSTS
eneral Requirements (CM)
onding (Contractors)
ees (CM Fees)
OTAL COST
Quantity
4,150 M2
4,150 M2
4,150 M2
1 LS
13.64 %
10.0%
1.0 %
3.0 %
Summary Page 1 of 2
May22,2019
10:00:54 AM
Kyle Nicoletta
Project Start Mar 01, 2020
Completion Mar 01, 2023
Functional Units
Area m2 4150 m2
Area SF 44,671 SF
UOM Unit Cost Total Cost
$15268 $633,611
$484.04 $2,008,753
$427.95 $1,775.979
-- $445,164
$2,549.028
$2,549,028
I $21,241,900I
Check $21,241,900
August 9, 2019
• •, . - . -
$400,000 $96.39
$2,358,753 $568.37
$1,850,979 $446A2
$445,164
$35,000 $8.43
$2,694,476
$1,924,626
$192,463
$577,388
$21,940,700 $5,287
Average Unit Rate $491.17 per SF
-212-
$350,000
$35,000
$145,448
102,226
� � 1 �
� \ � \ /
ice the elevator budget to $400,000.
the heat recovery and high efficiency equipment
allowance for energy savings initiatives =$75000
�
AltllS ELEMENTAL COST SUMMARY
Order of Magnitude (Class D) Estimate
Project: City of Pickering - Arts Centre Project Number: 102838
Location: Pickering, ON
Owner/Client: City of Pickering Estimate Revision: 0
Architect: Architects Alliance Gross FloorArea: 39,138 SF
�
A SHELL
A1 SUBSTRUCTURE $31.78
A11 Foundation 0.61 23,777 SF $52.31 $1,243,900 $31.78
Al2 Basement Excavation 0.00 0 cy $0.00 $0 $0.00 $1,243,900 4.6%
A2 STRUCTURE $83.97
A21 Lowest Floor Construction 0.61 23,777 SF $17.10 $406,700 $10.39
A22 Upper Floor Construction 0.39 15,360 SF $115.14 $1,768,500 $45.19
A23 Roof Construction 0.61 24,025 SF $4624 $1,111,000 $28.39 $3,286,200 12.1%
A3 EXTERIOR ENCLOSURE $101.05
A31 Walls Below Grade 0.14 5,500 SF $0.00 $0 $0.00
A32 Walls Above Grade 027 10,527 SF $132.92 $1,399,300 $35.75
A33 Windows & Entrance 0.02 678 SF $89.23 $60,500 $1.55
A34 Roof Covering 0.61 24,025 SF $42.91 $1,03Q800 $26.34
A35 Projections 1.00 39,135 SF $37.42 $1,464,400 $37.42 $3,955,000 14.5%
B INTERIORS
B1 PARTITIONS & DOORS $40.08
B11 Partitions 0.85 33,267 SF $36.76 $1,223,000 $31.25
B12 Doors 0.00 72 no $4,800.00 $345,600 $8.83 $1,568,600 5.8%
B2 FINISHES $28.92
B21 Floor Finishes 1.00 39,138 SF $13.64 $533,800 $13.64
B22 Ceiling Finishes 1.00 39,138 SF $11.47 $449,000 $11.47
B23 Wall Finishes 1.46 56,960 SF $2.62 $149,100 $3.81 $1,131,900 4.2%
B3 FITTING & EQUIPMENT $32.66
B31 Fitting & Fixtures 1.00 39,138 SF $25.00 $978,400 $25.00
B32 Equipment 1.00 39,138 SF $0.00 $0 $0.00
B33 Conveying Systems 0.00 6 Stp $50,000.00 $300,000 $7.67 $1,278,400 4.7%
C SERVICES
C1 MECHANICAL $101.50
C11 Plumbing & Drainage 1.00 39,138 SF $8.00 $313,100 $8.00
C12 Fire Protection 1.00 39,138 SF $6.00 $234,800 $6.00
C13 HVAC 1.00 39,138 SF $80.00 $3,131,006 $80.00
C14 Controls 1.00 39,138 SF $7.50 $293,532 $7.50 $3,972,438 14.6%
C2 ELECTRICAL $52.00
C21 Service & distribution 1.00 39,138 SF $12.00 $469,700 $12.00
C22 Lighting, Devices & Heating 1.00 39,138 SF $28.00 $1,095,900 $28.00
C23 Systems & Ancillaries 1.00 39,138 SF $12.00 $469,700 $12.00 $2,035,300 7.5%
� •
D SITE
D1 SITE WORK $3.83
D11 Site Development 1.00 39,138 SF $0.00 $0 $0.00
D12 Mechanical Site Services 1.00 39,138 SF $1.28 $50,000 $1.28
D13 Electrical Site Services 1.00 39,138 SF $2.56 $100,000 $2.56 $150,000 0.6°/a
D2 ANCILLARY WORK $0.00
D21 Demolition 1.00 39,138 SF $0.00 $0 $0.00
D22 Alterations 1.00 39,138 SF $0.00 $0 $0.00 $0 0.0%
� • :i
Z MARKUPS
Z1 GENERAL REQUIREMENTS 13.0% $68.18
Z11 General Requirements 10.0% $2,048,417 $52.34
Z12 Fee 3.0% $620,100 $15.84 $2,668,517 9.8%
• • • �i
Z2 CONTINGENCIES 28.0% • $152.31
Z21 Design Contingency 10.0% $2,129,000 $54.40
Z22 Escalation Contingency 8.0% $1,703,200 $43.52
Z23 Construction Contin ency 10.0% $2,129,000 $54.40 $5,961,200 21.9%
SALES TAX (HST) 0% Excluded $0 $0.00 $0 0.0%
TOTAL CONSTRUCTION ESTIMATE Includin Allowances $696.30 $27,251,500 100.0°/a
GFA: 39,138 SF Average $ per SF $696.30
GFA: 3,636 m2 Average $ per m2 $7,495
-213-
�W� ��
P1�KE R� N�
3.
Memorandum of Understanding
The construction method of delivery mentioned in the Cushman & Wakefield
Budget Package dated May 23, 2019 utilizes a CCDC 5B Construction
Management Contract for Services and Construction. However, a CCDC 5B
contract is not mentioned in the Memorandum of Understanding. The Cushman
Wakefield Budget Package is not referenced either.
While the Memorandum of Understanding clearly states that it is a non-binding,
it does contain some commitments that will define the Agreements moving
forwa rd.
It is recommended that the fee for construction management be negotiated or
otherwise not addressed at this time. The Memorandum of Understanding could
state a Construction Management Fee to be negotiated.
The structure for the method of delivery for this project refers to a number of
agreements:
• A Library Construction Management Agreement (the Library CMA fee).
• A City Development Manager Agreement (4.5% of project costs).
• The Seniors & Youth Centre Construction Management Agreement with
PTC Ownerships.
• The Arts Centre Construction Management Agreement (with City
Development Manager).
• The Parking Structure Construction Management Agreement with the PTC
Ownership Development Manager receiving a 4.5% free.
• Any construction contract, Architect's contract and Consultant Agreements
will be entered into directly between the City and such Contractor, Architect
and other Consultants.
Reviewing the Cushman Wakefield Budget Package dated May 23, 2019, the
method of delivery appears to be:
• A CCDC 5B contract with PCL Construction for the project.
• Othercontracts forthe Design Team and ManagementTeam would follow
standard methods of engagement.
•�i �� It is recommended that the Memorandum of Understanding be very specific
regarding agreements and contracts together with roles and responsibilities.
�
Altus��'rr,{ ��
19007 Cost Comparison Report-REVISED FINAL.wpd - 214 ' � 0
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Altus� �
The Memorandum of Understanding also states that the City Development
Manager will prepare monthly draws for verification and payment by the City of
Pickering. Under normal practice, the draw is verified independently by the
Architect and Sub-Consultants on behalf of the Owner.
The general comments above apply to the Library project method of delivery,
although there is some additional clarification required.
For this project specifically, it states that the City of Pickering will enter into a
Construction Management Agreement with the City Development Manager.
The Memorandum of Understanding addresses this portion of the project in a
different manner whereby the City enter into a Construction Management
Agreement with PTC Ownership, who will then engage Cushman Wakefield as the
Agent and Manager for the PTC group.
The method of delivery is structured whereby the City will enter into a Construction
Management Agreement with the City Development Manager.
With regard to the project, the Memorandum of Understanding states "an Arts
Centre containing up to 600 seats". This suggests there is a maximum but no
minimum requirement. Perhaps this should read "approximately 600 seats" or be
further clarified.
The delivery approach to this project states that the City will enter into a
procurement, design and Construction Management Agreement with PTC
Ownership. It states that the City will pay all costs related to the design,
construction and maintenance of the structure.
It further states that if the City decides to charge for parking, there will be a
revenue sharing arrangement with PTC. Since the 350 parking spots are exclusive
to the City and the City is paying all costs, it should be the decision of the City and
financial benefit only to the City of Pickering, should they elect to charge for
parking.
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4. Potential Risk Assessment Summary
# ITEM RISK POTENTIAL COST
IMPLICATION
1. No Relevant Geotechnical Confirmation of the soil conditions. Reflected in costs
Report Available assessments.
2. No Environmental Site Potential for hazardous materials. No probability
Assessments Available
3. No Designated Substances Potential for additional costs. Will be delivered at the
Survey Available for time of demolition
Demolition of the Existing permit.
Sears Building
4. Agreements for Clarification required of scope, fees
Construction Management and method of delivery.
& Development Manager
5. Construction Management Industry standard is 2% - 3%.
Fee of 4.5%
6. Schedule Start Date Implications if not met.
7. City Control Over Design Dependent on the method of delivery.
8. Cost Control through the Under the terms of the Memorandum Unknown.
Project of Understanding, the cost control is
by the City Development Manager,
who appears to be Cushman
Wakefield employee as opposed to
being an independent body acting on
behalf of the City.
9. Seniors & Youth Centre Since this will be a partial ownership
and occupancy, the sharing of costs
to construct will require some very
clear scopes of work for the parties.
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# ITEM RISK POTENTIAL COST
IMPLICATION
10. Landscaping Cost sharing has not been detailed for
capital costs.
1 1. Prompt Payment regarding Ability to comply. Dependent on
Construction Act contract arrangements.
12. Escalation Costs Dependent on adherence to schedule.
�
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19007 Cost Comparison Report-REVISED FINAL.wpd ��■� � � 3
D.BOTTERO
& ASSOCIATES
LIMITED
PROPERTY VALUATION AND
REALTY CONSULTING SERVICES
4300 STEELES AVENUE WEST, LTNIT 32
VAUGHAN, ONTARIO L4L 4C2
TEL:(905)660-9288 OR (416)749-9832
E-MAIL: info@dbotteracom
September 11, 2019
City of Pickering
One The Esplanade
Pickering, Ontario L1V 6K7
Attention: Mr. Paul Bigioni
Director, Cor�orate Services & City Solicitor
Dear Sirs:
Attachment #2 to CAO 09-19
Dino Bottero, AACI, MRICS, PLE
Rick Michalski, AACI P.App.
Oksana Vialykh, AACI
Giorgio Beghetto, CRA
Re: Strata (Air) Rights in Fee Simple and Leased Fee Estate
4.5089 Acre (1.8247 Ha.) Phase 1 portion of a 13.13 Acre (5.31 Ha.) City Centre Site
Forming Part of the 55.37 Acre (22.41 Ha.) Pickering Town Centre
1340 & 1355 Kingston Road
Pickering, Ontario
Part of Lots 21 & 22, Concession 1 Pickering
City of Pickering, Regional Municipality of Durham
(Portion of Property Identifier Numbers 26335-0003, -0006)
In accordance with your recent request, recent amendments to the executed August 6, 2019
Memo�andum of Understanding were examined from a real estate valuation perspective to
determine the new difference in value between the PTC Lands and the South Block Lands as
described therein.
Utilizing a rate of $8.90 per square foot of potential buildable area and a per acre rate in Fee Simple
Estate of ($13,430,000 = 4.5089 acres) $2,978,554 as concluded in our Narrative Appraisal Report
for the PTC Lands, the proposed changes would narrow the gap in the appraised Market Values as
follows:
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Initial Value O inion for PTC Lands $3,470,000
Proposed Changes Type of Rights being Calculations
ac uired b the Cit
1. Additiona12,500
square meters (0.6178 Fee Simple Estate under 0.6178 acres x
acres) of "piazza" space a 99 year lease agreement $2,978,554/acre less 1 add $1,821,749
to be leased to the City percent
for 99 years;
2. Additiona15,000
square feet of storage Strata (Air) Space rights under 5,000 sf of buildable area x
space to be added to the a 99 year lease agreement $g•90 psf of potential add $44,055
99 year underground buildable area less 1 percent
parking lease;
3. The City's title to �stead of acquiring 56 672 sf of (56 672 sf x$8.90 ps�
the performing Arts potential buildable area, the City subtract $504,381
Centre will be changed �,ill receive 0.9726 acres (42 367 s� 0.9726 acres x
from strata parcel to fee of PTC Land in Fee Simple Estate $2,978,554/acre add $2,896,942
simple;
Revised Value O inion for the PTC Lands $7,728,365
Based upon the above amendments to the project as described in the executed August 6, 2019
Memo�andum of Understanding, the difference in Market Va1ue between the PTC Lands and the
South Block Lands has been reduced to ($7,925,000 -$7,728,365) $196,635.
This Letter should be read in conjunction with our Narrative Appraisal Reports for the PTC Lands
and the South Block Lands dated August 16, 2019 and having an April 27, 2019 Effective Date
which were prepared in accordance with the Canadian Uniform Standards of Professional Appraisal
Practice as adopted by the Appraisal Institute of Canada.
Should you wish to discuss matters further, please do not hesitate to contact the undersigned. We
trust that this Letter will be of assistance in your future deliberations.
Respectful y su �tted,
R Micha ski, AACI, P.App.
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D. ottero, CI, MRICS
Professional Land Economist
Attachment #3 to CAO 09-19
NARRATIVE
APPRAISAL REPORT
AND
VALUATION ANALYSIS
OF A
2.2642 ACRE (0.9163 HA.) CITY CENTRE DEVELOPMENT SITE
(SOUTH BLOCK LANDS)
LOCATED ON THE SOUTH SIDE OF THE ESPLANADE SOUTH
PICKERING, ONTARIO
BRIEFLY LEGALLY DESCRIBED AS FORMING
PART OF LOT 21, CONCESSION 1 PICKERING
BEING PART 26, PLAN OF REFERENCE 40R-7765
BLOCK 16, REGISTERED PLAN 40M-1231 (PICKERING)
CITY OF PICKERING
REGIONAL MUNICIPALITY OF DURHAM
(PROPERTY IDENTIFIER NUMBER 26335-0025)
PREPARED FOR:
THE CORPORATION OF THE CITY OF PICKERING
PREPARED BY:
RICK MICHALSKI, AACI, P.APP.
DINO BOTTERO, AACI, MRICS, PROFESSIONAL LAND ECONOMIST
D. BOTTERO & ASSOCIATES LIMITED
-22�-
D.BOTTERO
& ASSOCIATES
LIMITED
PROPERTY VALUATION AND
REALTY CONSULTING SERVICES
4300 STEELES AVENUE WEST, LTNIT 32
VAUGHAN, ONTARIO L4L 4C2
TEL:(905)660-9288 OR (41�749-9832
E-MAIL: info@dbotteracom
August 16, 2019
City of Pickering
One The Esplanade
Pickering, Ontario L1V 6K7
Attention: Mr. Paul Bigioni
Director, Corporate Services & City Solicitor
Dear Sirs:
Dino Bottero, AACI, MRICS, PLE
Rick Michalski, AACI P.App.
Oksana Vialykh, AACI
Giorgio Beghetto, CRA
Re: 2.2642 Acre (0.9163 Ha.) City Centre Development Site (South Block Lands)
S/S The Esplanade South
Pickering, Ontario
Part of Lot 21, Concession 1 Pickering
Being Part 26, Plan of Reference 40R-7765
Block 16, Registered Plan 40M-1231 (Pickering)
City of Pickering, Regional Municipality of Durham
(Pro�ertv Identifier Number 26335-0025)
In accordance with instructions received, please be advised that a personal viewing was completed
of the above-captioned Subject Property on April 27, 2019, and the area market investigated for the
purpose of providing an opinion of its current Market Value. The intended use of this Report is to
assist in negotiations regarding a potential land swap and potential payment of monies between The
Corporation of the City of Pickering and OPB Realty Inc.
In the course of preparing this Report, discussions - as necessary - were held with staff of the City of
Pickering Planning Department. Investigations with respect to the comparable property sales relied
upon in this Report were sourced through the Toronto Real Estate Board, Urbanation Incorporated,
RealTrack Services, Realnet Services, GeoWarehouse Services, and various on-line internet
services.
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o It is assumed that the soils of the Subject Prope�ty are capable of suppo�ting conventional
construction activities without any unusual costs o� techniques.
o It is assumed that Zoning By-law 7553/17 fo� the Subject P�ope�ty has been formally
amended from `CCC (City Centre Civic) to `CCI '(City Centre One) to pe�mit �esidential
uses within structures having a 125 metre maximum building height.
o A title sea�ch has not been pursued for the Subject Prope�ty. Title is assumed to be good
and marketable. The absence of such a search confi�ming same increases the level of risk
inherent in the analysis and conclusions contained in this Report.
The right is being reserved to amend, alte�, or othenvise change our final Estimate of Ma�ket T�alue
should any of these Extrao�dinary Assumptions or Extrao�dinary Limiting Conditions prove to be
invalid.
Based upon careful study and analysis of all of the pertinent data and available information, it is our
opinion that the Market Value of the Subject Property, as of Apri127, 2019, is:
$7,925,000
(SEVEN MILLION NINE HUNDRED TWENTY FIVE THOUSAND DOLLARS)
The Report which follows describes the Approaches to Value relied upon along with data collected
during the course of our investigations. The undersigned certify that the Company has no present or
contemplated interest in the Subject Property, nor bias against or towards any parties involved with
this appraisal assignment. This Narrative Appraisal Report and Valuation Analysis has been
completed in accordance with the Canadian Uniform Standards of Professional Appraisal Practice as
adopted by the Appraisal Institute of Canada.
Respect ull����s�mitted,
,�
R Michalski, AACI, P.App.
�
D. ottero, AACI, MRICS
Professional Land Economist
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- D. Bottero & Associates Limited -
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TABLE OF CONTENTS
Letter of Transmittal
Photographs of Subject Property
Table of Contents
PART ONE - INTRODUCTION
Summary of Salient Facts and Conclusions
PART TWO - BASIS OF THE APPRAISAL
Purpose/Intended Use/Intended Users/Effective Date of Appraisal
Property Rights being Considered ....................................................
Definition of Market Value ...........................................................
Scope of Assignment .....................................................................
Extraordinary Assumptions ...........................................................
Extraordinary Limited Conditions ................................................
Standard Assumptions and Limiting Conditions ..........................
PART THREE - DESCRIPTION OF PROPERTY BEING APPRAISED
Greater Toronto Area, City and Neighbourhood Analysis .......................................................................
SiteDescription ........................................................................................................................................
LegalDescription ......................................................................................................................................
OwnershipInterests ...................................................................................................................................
SalesHistory of Subject Property .............................................................................................................
Marketing History of Subject Property .....................................................................................................
Assessmentof Subject Property .................................................................................................................
LandUse Regulations ...............................................................................................................................
PART FOUR - ANALYSIS AND CONCLUSIONS
EconomicOverview ..................................................................................................................................
Highestand Best Use ................................................................................................................................
Approachesto Value .................................................................................................................................
Direct Comparison Approach ...................................................................................................................
LocationMap ..............................................................................................................................................
Reconciliation............................................................................................................................................
FinalMarket Value Opinion .....................................................................................................................
ExposureTime ..........................................................................................................................................
Certification...............................................................................................................................................
Page
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3
3
4
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21
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24
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26
29
38
40
41
51
55
56
56
57
PART FIVE - ADDENDA
February 14, 2019 Letter of Intent - City Centre 2022 Plan; June 4, 2019 Memorandum of UndeNstanding -
City Centre 2022 Plan; Fully executed August 6, 2019 Memorandum of Understanding; Appraiser's
Qualifications
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PART ONE - INTRODUCTION
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SUMMARY OF SALIENT FACTS AND CONCLUSIONS
PROPERTY IDENTIFICATION
Ownership:
Property Address:
The Corporation of the City of Pickering
S/S The Esplanade South, Pickering, Ontario L 1 V 6K7
Legal Description: PCL CON. 1-21-8 SEC PICKERING; FIRSTLY: PT LT 21
CON 1(PICKERING), PT 26 40R7765; SECONDLY: BLK 16
PL 40M1231 (PICKERING); S/T LT680026 PICKERING
(PROPERTY IDENTIFIER NUMBER 26335-0025)
PROPERTY DESCRIPTION
Location: Situated within the southeastern portion of the urbanized
component of the City of Pickering, being on the south side of
The Esplanade South between Glenanna Road and Valley Farm
Road across from the Pickering Civic Complex (City Hall),
Picke�ing Central Lib�ary and Esplanade Pa�k.
Type of Property: Parcel of vacant land which partially supports an approximate
131 vehicle surface parking lot for the Pickering Civic Complex
(City Hall) and Pickering Central Library located across the
street to the north.
Site Area:
Official Plan:
Zoning:
2.2642 Acres (0.9163 Ha.)
`Mixed Use Areas - City Centre'
`CCC' (City Centre Civic)
Highest and Best Use: To support higher density mixed commercial/residential and
ancillary uses within structures having a 125 metre maximum
building height; assuming that Zoning By-law 7553/17 has been
formally amended for this site to `CC1' (City Centre One) in
accordance with the Terms of Reference provided.
VALUATION
Effective Date:
Direct Comparison Approach:
FINAL VALUE OPINION:
Apri127, 2019
$7,925,000
$7,925,000
- D. Bottero & Associates Limited -
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Attachment #4 to CAO 09-19
NARRATIVE
APPRAISAL REPORT
AND
VALUATION ANALYSIS
OF
STRATA (AIR) RIGHTS IN FEE SIMPLE AND LEASED FEE ESTATE
PERTAINING TO A 4.5089 ACRE (1.8247 HA.) PHASE 1 PORTION OF A
13.13 ACRE (5.31 HA.) CITY CENTRE SITE
FORMING PART OF THE 55.37 ACRE (22.41 HA.) PICKERING TOWN CENTRE
MUNICIPALLY KNOWN AS
1340 & 1355 HINGSTON ROAD
PICKERING, ONTARIO
BRIEFLY LEGALLY DESCRIBED AS FORMING
PART OF LOTS 21 & 22, CONCESSION 1 PICKERING
CITY OF PICKERING
REGIONAL MUNICIPALITY OF DURHAM
(PORTION OF PROPERTY IDENTIFIER NUMBERS 26335-0003, -0006)
PREPARED FOR:
THE CORPORATION OF THE CITY OF PICKERING
PREPARED BY:
RICK MICHALSHI, AACI, P.APP.
DINO BOTTERO, AACI, MRICS, PROFESSIONAL LAND ECONOMIST
D. BOTTERO & ASSOCIATES LIMITED
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D.BOTTERO
& ASSOCIATES
LIMITED
PROPERTY VALUATION AND
REALTY CONSULTING SERVICES
4300 STEELES AVENUE WEST, LTNIT 32
VAUGHAN, ONTARIO L4L 4C2
TEL:(905)660-9288 OR (41�749-9832
E-MAIL: info@dbotteracom
August 16, 2019
City of Pickering
One The Esplanade
Pickering, Ontario L1V 6K7
Attention: Mr. Paul Bigioni
Director, Corporate Services & City Solicitor
Dear Sirs:
Dino Bottero, AACI, MRICS, PLE
Rick Michalski, AACI P.App.
Oksana Vialykh, AACI
Giorgio Beghetto, CRA
Re: Strata (Air) Rights in Fee Simple and Leased Fee Estate
4.5089 Acre (1.8247 Ha.) Phase 1 portion of a 13.13 Acre (5.31 Ha.) City Centre Site
Forming Part of the 55.37 Acre (22.41 Ha.) Pickering Town Cent�^e
1340 & 1355 Kingston Road
Pickering, Ontario
Part of Lots 21 & 22, Concession 1 Pickering
City of Pickering, Regional Municipality of Durham
(Portion of Propertv Identifier Numbers 26335-0003, -0006)
In accordance with instructions received, please be advised that a personal viewing was completed
of the above-captioned 4.5089 acre (1.8247 ha.) Phase 1 portion of a 13.13 acre (5.31 ha.) City
Centre Development Site [referred herein as the 4.51 ac�e (1.82 ha.) Phase 1 PTC LandJ on April
27, 2019, and the area market investigated for the purpose of providing a current Contributory Value
Opinion. The intended use of this Report is to assist in negotiations regarding a potential land
swap and potential payment of monies between The Corporation of the City of Pickering and OPB
Realty Inc.
In the course of preparing this Report, discussions - as necessary - were held with staff of the City of
Pickering Planning Department. Investigations with respect to the comparable property sales relied
upon in this Report were sourced through the Toronto Real Estate Board, Urbanation Incorporated,
RealTrack Services, Realnet Services, GeoWarehouse Services, and various on-line internet
services.
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r.
.
.
.
c
c
L
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It is assumed that the land outlined in on the following illustration and identified as the
PTC Lands would have a total a�ea of 1313 ac�es (5.31 ha.); as calculated by aerial map
scaling of January 23, 2019 Master Plans p�epa�ed by aNchitectsAlliance.
It is assumed that Phase 1 of the PTC Lands outlined in red on the following illust�ation
would have a total area of 4.5089 acres (1.8247 ha.); as calculated by aerial map scaling of
January 23, 2019 Maste�^ Plans p�epa�ed by architectsAlliance.
It is assumed that the soils of the 4.51 ac�e (1.82 ha.) Phase 1 PTC Land a�e capable of
supporting conventional constr�uction activities without any unusual costs or techniques.
Portions of the 4.51 acre (1.82 ha.) Phase 1 PTC Land are variously imp�oved with �etail
structures forming part of the Pickering Town Centre. It is assumed that the 4. S1 acre (1.82
ha.) Phase 1 PTC Land are vacant and unimp�oved. Costs associated with the demolition
of the existing imp�ovements are not being identified nor deducted from any Opinion of
Market Tlalue contained within this App�aisal Report.
It is assumed that Zoning By-law 7553/17 fo� the 4. SI acre (1. 82 ha.) Phase 1 PTC Land has
been formally amended to permit structures having a 125 metre maximum building height,
and one building supporting the proposed Senior & Youth Cent�e having a 1 SS metre
maximum building height.
It is assumed that the proposed three level Library plus fou�th level outdoor amenity a�ea
highlighted in grey and surrounding associated lands on the following illustration form
0.7843 ac�es (0.3174 ha.) of the 4.51 ac�e (1.82 ha.) Phase 1 PTC Land. It is further
assumed that it will have a 15,812 square foot (1,469 m�) first floo� area and a 42,926
square foot (3,988 m�) gross floor building area as pe� June 21, 2019 architectsAlliance
Context/Statistics (A-006).
It is assumed that the proposed trvo level
Seniors � Youth Centre and
surrounding associated lands highlighted
in yellow on the following illust�ation
forms 2.0586 acres (0.8331 ha.) of the
4. SI acre (1. 82 ha.) Phase 1 PTC Land.
It is fu�the� assumed that it will have a
36,414 square foot (3,383 m�) first floor
area and a 63, 001 square foot (S, 853 m�)
gross floor building a�ea as per June 21,
2019 ar�chitectsAlliance Context/
Statistics (A-006).
It is assumed that the proposed two level
Performing A�ts Centre highlighted in
� and surrounding associated lands on
the following illustration fo�^ms 0.9726
- D. Bottero & Associates Limited -
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-3-
acres (0.3936 ha.) of the 4.51 acre (1.82 ha.) Phase 1 PTC Land. It is further assumed that
it will have a 23, 099 square foot (2,146 m�) first floor area and a 37, 405 squa�e foot (3, 475
m�) gross floor building area as per as per June 21, 2019 a�chitectsAlliance
Context/Statistics (A-006).
o It is assumed that the PTCLands requi�ed to support the proposed Library, Seniors & Youth
Cent�e, and Performing Arts Centre and surrounding associated lands would have a
combined area of (0. 7843 + 2. 0586 + 0.9726) 3.81 SS ac�es (1.5441 ha.).
o It is assumed that the proposed three underground parking levels to be sited beneath the
p�oposed Seniors & Youth Centre, Performing Arts Cent�e, proposed SO-storey tower and
associated podiums (outlined by a black dash-line on the preceding illust�ation) will have a
total parking a�ea of 379,288 square feet (35,237 m�) as per June 21, 2019
a�chitectsAlliance Context/Statistics (A-006), and will be capable of accommodating a total
of 933 vehicles.
o It is assumed that the current Cont�ibutory T�alue Opinion fo� the Strata (Air) Space
prope�ty �ights being app�aised fo� the proposed Library would equate to the su��ounding
g�ound area of 0. 7843 ac�es (0.3174 ha.) plus the 27,125 square foot (2, 520 m�) second,
third and fou�th levels totalling 61,290 square feet (S, 694 m�).
o It is assumed that the current Cont�ibutory T�alue Opinion fo� the Strata (Air) Space
p�operty rights being appraised for the proposed Senio�s & Youth Cent�e would equate to
the surrounding ground area of 2. 0586 acres (0. 8331 ha.) plus the 26, 587 square foot (2, 470
m�) second floor totalling 116,261 squa�e feet (10,801 m�).
o It is assumed that the current Contributory T�alue Opinion for the Strata (Air) Space
p�operty �ights being app�aised for the p�oposed Pe�fo�ming Arts Centre would equate to
the surrounding g�^ound a�^ea of 0. 9726 acres (0.3936 ha.) plus the 14, 305 squa�^e foot (1, 329
m�) second floor totalling 56,672 square feet (5,265 m�).
o It is assumed that the cu�rent Contributory T�alue Opinion for the 99 year lease agreement
pertaining to the Strata (Air) Space property rights being app�aised fo� the PI Level of the
proposed underground parking garage which can accommodate 350 vehicles would equate
to an area of 157,368 squa�^e feet (14,620 m2).
o A title search has not been pu�sued for the 55.37 acre (22.41 ha.) Parent Property which is
presently improved with the Pickering Town Centre. Title is assumed to be good and
marketable. The absence of such a search confirming same increases the level of risk
inherent in the analysis and conclusions contained in this Repor�t.
The right is being reserved to amend, alter, or other�wise change the final Contributory I�alue
Opinion for the Strata (Air) Space p�ope�ty rights being appraised should any of these
Extraordinary Assumptions or Extraordinary Limiting Conditions p�ove to be invalid.
- D. Bottero & Associates Limited -
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�
Based upon careful study and analysis of all of the pertinent data and available information, it is our
opinion that the Contributory Value Opinion for certain Strata (Air) Rights in Fee Simple and
Leased Fee Estate as identified herein, as of Apri127, 2019, is:
$3,470,000
(THREE MILLION FOUR HUNDRED SEVENTY THOUSAND DOLLARS)
The Report which follows describes the Approaches to Value relied upon along with data collected
during the course of our investigations. The undersigned certify that the Company has no present or
contemplated interest in either the 4.51 acre (1.82 ha.) Phase 1 PTC Land or the 55.37 acre (22.41
ha.) Parent Property presently improved with the Pickering Town Centre, nor bias against or towards
any parties involved with this appraisal assignment. This Narrative Appraisal Report and Valuation
Analysis has been completed in accordance with the Canadian Uniform Standards of Professional
Appraisal Practice as adopted by the Appraisal Institute of Canada.
Respec�ll����nitted,
R Michalski, AACI, P.App.
�
D. ottero, ACI, MRICS
Professional Land Economist
- D. Bottero & Associates Limited -
- 233 -
-1-
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- D. Bottero & Associates Limited -
- 235 -
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- D. Bottero & Associates Limited -
-236-
TABLE OF CONTENTS
Letter of Transmittal
Photographs of 13.13 Acre (5.31 Ha.) PTC Lands
Table of Contents
PART ONE - INTRODUCTION
Summary of Salient Facts and Conclusions
PART TWO - BASIS OF THE APPRAISAL
Purpose/Intended Use/Intended Users/Effective Date of Appraisal
Property Rights being Considered ....................................................
Definitions.....................................................................................
Scope of Assignment .....................................................................
Extraordinary Assumptions ...........................................................
Extraordinary Limited Conditions ................................................
Standard Assumptions and Limiting Conditions ..........................
PART THREE - DESCRIPTION OF PROPERTY BEING APPRAISED
Greater Toronto Area, City and Neighbourhood Analysis .......................................................................
SiteDescription ..........................................................................................................................................
Legal Description - 4.51 Acre (1.82 Ha.) Phase 1 PTC Land ....................................................................
OwnershipInterests ...................................................................................................................................
Sales and Marketing History of 4.51 Acre (1.82 Ha.) Phase 1 PTC Land ................................................
Assessment of 55.37 Acre (22.41 Ha.) Parent Property .............................................................................
LandUse Regulations ...............................................................................................................................
PART FOUR - ANALYSIS AND CONCLUSIONS
EconomicOverview ..................................................................................................................................
Highestand Best Use ................................................................................................................................
Approachesto Value .................................................................................................................................
DirectComparison Approach ...................................................................................................................
LocationMap ..............................................................................................................................................
Reconciliation............................................................................................................................................
FinalMarket Value Opinion .....................................................................................................................
ExposureTime ..........................................................................................................................................
Certification...............................................................................................................................................
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PART FIVE - ADDENDA
February 14, 2019 Letter of Intent - City Centre 2022 Plan; June 4, 2019 Memorandum of Understanding -
City Centre 2022 Plan; Fully executed August 6, 2019 Memorandum of Understanding; Appraiser's
Qualifications
- D. Bottero & Associates Limited -
- 237 -
PART ONE - INTRODUCTION
- D. Bottero & Associates Limited -
-238-
SUMMARY OF SALIENT FACTS AND CONCLUSIONS
PROPERTY IDENTIFICATION
PTC Lands Ownership:
PTC Lands Address:
PTC Lands Legal Description:
PROPERTY DESCRIPTION
OPB Realty Inc.
Portion of 1340 & 1355 Kingston Road, Pickering, Ontario
Portions o£
PT LTS 21 & 22 CON 1 PICKERING, PTS 12, 19, 20, 21, 22, 23, 24,
40R8355 EXCEPT PT 1 40R8513; S/T CO249445, CO249442,
D327673, D 178460, D327672, D 14947 ; S/T CO249442E,
CO249445E, D14947, D198350, D198351, D327672, D327673 CITY
OF PICKERING (PROPERTY IDENTIFIER NUMBER
26335-0003)
PCL CON. 1-21-23 SEC PICKERING; PT LTS 21 & 22, CON 1, IN
THE TOWN OF PICKERING, REGIONAL MUNICIPALITY OF
DURHAM PTS 6, 7, 8, 9, 10 & ll 40R8355 EXCEPT PT 2 40R8513;
S/T CO249441, D117455, LT142914, LT235254, LT398030,
LT477563, LT477567 PICKERING (PROPERTY IDENTIFIER
NUMBER 26335-0006)
Location: Situated within the southeastern portion of the urbanized component of
the City of Pickering, being on the west side of Glenanna Road just
south of Kingston Road and across the street from the Pickering Civic
Complex (City Hall), Pickering Central Lib�a�y and Esplanade Park.
Type of Property:
Official Plan:
Zoning:
4.5089 acre (1.8247 ha.) property variously improved with retail
structures forming part of the Pickering Town Centre.
`Mixed Use Areas - City Centre'
`CC1 - E3' (City Centre One - Exception E3)
Highest and Best Use: To support higher density mixed commercial/residential and ancillary
uses within structures having a 125 metre maximum building height,
and one building supporting the proposed Senior & Youth Centre
having a 155 metre maximum building height; assuming that Zoning
By-law 7553/17 has been formally amended for this site in accordance
with the Terms of Reference provided.
VALUATION
Effective Date:
April 27, 2019
Direct Comparison Approach:
Strata (Air) Rights Market Value .................................................. $3,470,000
CONTRIBUTORY VALUE OPINION FOR
STRATA (AIR) SPACE & LEASED FEE ESTATE RIGHTS: $3,470,000
- D. Bottero & Associates Limited -
- 239 -
' � � ' ��
_ _ ..,:
��
f'1�1�Ef��N�
From
Subje�t:
Stan Karwawski
❑ire�tar, Finance & Treasurer
Attachment # 5 CAO 09-19
Repor# to
Counci!
Report Number: FIN 15-19
Date: July 22, 2�19
Civic Centre Project 8� Multi-Year High Leuel Finan�ial Analysis
Recommendation:
T. That Report FIN 15-19 of the Director, Finance & Treasurer be received;
�. That Council direct staff tv prv�eed with the Civic Centre praject based vn a fixed
pri�e contra�t model that inclUdes the construction of the fallawing: 5eniar & Youth
Centre a�praximate{y �63,000 square feet); PerForming Arts Centre �a��raximate[y
37,D�� square feet}; Central Li�rary (approximately 43,��D square feet with a roaf
terra�e}, �ndergra�nd parking [35D spats}, assv�iated landscaping and the
required relocation of services: sanitary sewers, storm sewers, utilities and water
mains;
3a} That Cauncil direct that for financial planning purpases, the total cost af the Civic
Centre pr�j�ct he $124,�54,24fi (net HST} excluding the costs for the bridge link
between the Library and Seniars Centre, the relacation of service cvsts and any
related fees and if the tatal �antract price increases over 2 per cent, further Counci{
appraval is required to proceed;
h} That the total cast of the bridge link nated ahove, at $5,375,357 be added to the
tatal prvject cvst within the report with appropriate DC funding, and that staff make
ap�rapriate adjus�ments to the finan�iaf �lan;
4. TE�at Council approve to single source the constructian af t�e Ci�ic Centre
municipal buildings, undergraund parking Iat and the refacatian of services to
Pickering Town Centrel�PB Realty;
5. That Cauncil direct that the �ast sharing principles for the relocatian of services
and o�ersizing of pipes be based on the principle that the direct �enefiting property
owners are responsible for their proportionaie share af costs;
5. Th�t Council endarse the principle �vr financial planning p�arpvses �ar the existing
term of Council that Casino revenues are to be first applied to fund the
ca�structian and related servicing costs for the Civic Centre project and the
remaining funds are t❑ be transferred ta vperational capital reserves or reserve
func�s �vehicle, majar equipment, �acilities, rvads and bridges, starmwater} that in-
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 2
turn reduces the City's use of five year internal loans and eventually all internal
loans;
7. That Council authorize staff to apply to all major senior government grants that are
available and applicable, under the grants criteria, and that the Arts Centre project
be designated as the top grant candidate;
8. That the Director, Finance & Treasurer be authorized to begin the process to
amend the Development Charges By-law 7595/17 to increase the development
charge fees that are required to fund the development charges share of the Civic
Centre project based on the financial plan and that Council approve the
engagement of the firm Watson & Associates Economists Ltd. to undertake this
work;
9. That Council approve the additional fees as proposed by Sabourin Kimble &
Associates Ltd. in the amount of $380,000 plus HST for an increase in scope to
undertake the necessary project management, detailed design, utility relocation
coordination and the transportation planning for phase 1 in accordance with the
purchasing policy 10.03 (c), as the assignment is above $50,000;
10. That Council approve the total revised gross project consulting cost for Sabourin
Kimble & Associates Ltd. in the amount of $994,400 (including HST), and the total
revised net project cost of $895,488 (net of HST rebate) to be funded from the
Rate Stabilization Reserve;
11. That Council lift the hold on the hiring of the Manager, Arts Centre position and
that staff initiate the process of hiring for the position as identified in the 2019
budget; and
12. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: This report and corresponding analysis focuses on analyzing
the financial impact of the Civic Centre project (including relocation of services) on the
short and medium term financial health of the City. The report does not attempt to
answer the question are the facilities needed. It is understood that this question has
been addressed and or answered to the satisfaction of Members of Council and
Pickering residents.
The analysis and recommendations are based on known information to date. There
are still information gaps (impact of Bill 108), final construction costs that may have an
impact on the project and therefore, the City. This report tries to answer the question —
what is the impact on the Civic Centre project on Pickering's finances on a short and
medium term basis? The analysis assumes that operational costs related to this project
such as increased staffing and utility costs related to the buildings and corresponding
programs, will be funded through the Current Budget through a budget levy increase. In
other words, when the buildings are finished and opened, there will be an increase in
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 3
the property tax levy to fund these operational costs. However, Pickering residents will
be able to enjoy the wealth and range of new programs while being asked to fund the
operating and programming costs.
The analysis and modelling shows that under a fixed cost contract scenario, the Civic
Centre project can proceed based on the concept that the Casino revenues will
basically fund the capital/debt costs of the project. This analysis shows that under
various cost scenarios (worst, most likely and best) there are sufficient Casino revenue
dollars even after sharing some of the Casino dollars with Durham Region starting in
2021, to fund the project with zero and/or minimal impact on the Pickering taxpayer.
The known and unknown impacts of Bill 108: More Homes, More Choice Act, 2019 as it
relates to development charges has been considered in the financial stress test
modelling. Under the old Development Charge (DC) rules, the City was permitted to run
a deficit balance or negative position in its DC reserve funds and the funding shortfall
was recovered through the next DC Background Study through higher DC fees. Bill 108
does not explain how deficit DC reserve balances are to be transferred to the new
Community Benefit Charge By-law (CBC) or if the deficit is to be recovered over time
from the new CBC. Therefore, for the worst case scenario, no DC debt was considered
as a funding source for the Civic Centre project. The shortfall in development charge
funding was transferred to the City and funded as City debt. The issue regarding the
treatment of DC debt should be resolved and/or known by the end of October when the
corresponding Provincial regulations are issued.
Bill 108 has created an environment where there is an opportunity to either keep the old
development charge rules or to move to the new system — Community Benefit Charge
or CBC. For Pickering, it would be prudent to maximize the funding under the old
Development Charge rules for soft services (libraries, indoor recreation facilities and
parking facilities) due to the fact they will expire by December 31, 2020 and under the
new system (CBC) it appears to be a less favourable funding model. As shown in the
report, proceeding with the Civic Centre project translates into the City incurring a high
level of debt for the three buildings. However, the City's financial picture is about to
change with the Casino revenues and the projected Casino revenue stream should be
strong enough to fund the City share of debt charges associated with this project. In
other words, the Casino funds are being used to create a financial status quo when you
consider the debt charges for the project.
Every project has various levels or degrees of risk. The financial modelling exercise
through the scenario analysis tried to quantify the risk and pressure test Pickering's
finances. Where possible, a conservative approach was used in the quantitative
modelling. The financial strategy is based on the City using Casino revenues to fund the
capital construction cost. The City has no history of Casino revenues. In discussions
with industry experts, a Casino revenue stream was developed and used in the
modelling exercise. However, the casino revenue stream is a projection based on other
casino's revenue history. What makes the Pickering revenue stream projection
somewhat different is the fact that you will now have two casinos in relatively close
proximity and therefore makes the revenue projection a bit more challenging.
��S'
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 4
Pickering's Casino should do well because it has several gaming success factors:
located near a large population, the facility can be easily accessed, will provide future
hotel accommodations, and new gaming facilities are always attractive. The above
factors should translate into a strong future revenue stream for the City. However, there
are uncontrollable factors that can have an effect on the City's short term Casino
revenue stream such as economic slowdown and or geopolitical events such as trade
disputes that can affect the economy.
Over the last twenty years, the City hasn't constructed many new facilities except for the
Operations Centre, George Ashe Library & Community Centre, expansion of Recreation
Complex (grant funded project) and Pickering Soccer Centre (partially funded by the
Pickering Soccer Club and development charges). New buildings and/or facilities were
not constructed due to low assessment growth and the City's approach to having a
moderate level of property tax increases. For many years, Pickering had the lowest
property tax rate among the Durham Lakeshore municipalities. Pickering's budgets over
the last several years were in most part focused on maintaining the City's facilities,
service levels, and infrastructure. An argument could be made that over time, Pickering
has incurred a facilities deficit and that the Civic Centre project is addressing this
facilities shortfall in one dramatic step.
Financial Implications: The Civic Centre financial stress model was based on three
cost/funding scenarios: most likely, worst case and best case. A comparison of the
three scenarios is presented below based on a total known cost to date. The project
cost figures below are based on May 23, 2019 cost estimates (provided by Cushman &
Wakefield) for the construction of the three buildings, furniture, fixtures and equipment
and estimated servicing costs (relocation of services).
���5
FIN 15-� 9
5ubject: Civic Centre MU[ti-Year Financial Stress Test
Cvnstruction Cost
Fundir�g Pian
Ga�ernmerrt Grant
Naming Rights
C1C Fundin�:
DC Reser�es
E]C Reserv� Debt
� ity Rese r�es
City Share (oebt}
Totaf
❑C Reser�e aebt
�ity 5hare [Debtj
Tvta!
City 5hare �ebt Per
Capita
Totai Deh# per Capita
July 22, 2Q19
Best Most Worst
Case Likely Case
$ 134,�98,9�6 $ 134,098,916 $ 134,098,916
$ 29, 583, 387
15,929,2D4 $ 7,964,602 $ 7,964,6�2
22,6'1 �, 6�7 �2,6'� �, 667
33,313,419 31,�92,854
3,980,��� 3,�8�,0��
28,575,639 6Z,243,793
22,fi'17,fi�7
�,��v,���
99, 53fi, 647
$ 134, 098, 9 � 6 $ 134, 498, 916 $ 134, 498, 916
Prvject Debi Summary
$ 33,313,Q19 $ 37,2�2,854
�8,fi15, 639 fi2, 243, 793 $ 99, 536, 647
$ 6'I ,988, 658 $ g9, 53fi, fi47 $ 89, 53fi, 647
$309 .85
$fi52.5'I
Funding 5vurc� (°Io)
Governmerrt Grarit 22.06°/0
Naming Rigi�ts � 1.8$°Io
DC Funding 41.71°/0
Reser�es 2.9T °Ia
City 5hare (De6tj 21.38°/0
�s��.�a
$1,�47.75
5. 94 °/v 5. 94 °Iv
44. 68 °/o � 5. $7°/a
2.97°/n 2.97°/v
4fi.42°Io 74.23°Io
Page 5
The best �ase scenario assumes the following:
• The City is successful in vbtaining s�niar lev�l grant funding (66 per cent} for the
Ar�s Centre praject under the Investing in Canada infrastructure Prvgram [iCiP},
Community, Culture and Recreation funding stream.
• The City is suc�essful in vbtaining naming rights revenues fvr the Arts Centre and
Senior & Youth Centre.
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 6
The most likely scenario is based on the current status as it relates to the Civic Centre
project. In other words, this scenario only includes naming rights revenue for the Library
and no senior level of grant funding. However, in the future, there may be smaller levels
of grant funding associated with accessibility that the City would apply for. Members of
Council may recall that the City applied for grant funding for the Council Chamber
renovation project and was not successful. However, staff were successful in obtaining
minor level grant funding (Federal) under the accessibility umbrella for the first floor
Civic Complex washroom renovation. Staff will monitor and apply for all grant
opportunities associated with this project.
The worst case scenario reflects the unknown impact of Bill 108: More Homes, More
Choice Act, 2019 as it relates to development charges. The Bill was introduced as part
of the Provincial Government's Housing Supply Action Plan and it affects 13 Acts. The
most significant changes to the Development Charges Act (DCA) are:
• Parks, indoor recreation, libraries, parking and studies associated with these soft
services are to be removed from the Development Charge Act. These costs will now
be funded under a new Community Benefit Charge By-law (CBC).
• Provincial legislation will allow municipalities to charge a CBC fee up to a cap yet to
be prescribed for soft services. The cap will be a percentage, to be prescribed of
the appraised land value before a building permit is issued (details of this cap are
not defined in the legislation and would be set by future regulations anticipated in
October.) However, it is the opinion of many municipal financial staff across Ontario
that under the CBC, the funding model will generate less funding for municipalities.
• Bill 108 does not explain how deficit DC reserve balances are to be transferred to
the new CBC bylaw or if the deficit is to be recovered over time from the new CBC.
This is a major concern due to the fact that the DC reserve fund will have to
borrow approximately $33.3 million under the most likely scenario. This issue
should be resolved when the Province issues the regulations around October of this
year.
Therefore, under the worst case scenario, the financial plan is to use the DC funds that
are in "the blank (reserves)" and not issue any debt for the DC funding shortfall. The
financial result of this strategy and or approach is that City issued debt is used to
replace the DC funds.
Measuring the Civic Centre Debt Impact on the City
Using the "most likely" scenario, please find below a summary of the City's debt position
as of December 31, 2019.
FIN 15-� 9
5ubject: Civic Centre MU[ti-Year Financial Stress Test
July 22, 2Q19
Page 7
Impact of Ci�ic Gentre Debt ❑n Git�'s Debt 5tructure
Estima#ed
Forecast Debt
Decem�er Ci�iC Commitments
�eht �hligations 2019 Centre Tatal
I ndovr 5occ�r Facili#y
DC �ebt
TaxpayerFunded
Tota I
� 2,s7z,oao
9,134, D�a
35,729,47$
$47,535,4?8
$ 3?,292,854
fi2,243,7g3
$ 99, 536, E4?
Debt Dutstandang Per Capita gased ❑n a Papu�atian �95,U04�
❑C De�t
Taxpayer Funded
Tata I
$96.15
$37fi.1 �
5flQ.37
$392.5fi
�s��.2a
1 Q47.7�
� z,6�2,a�o
46,426,854
97,973,�71
$ 147,a72,125
$488.7�
$1,a31.3a
� 548. � 3
The DC debt referenced abo�e pertains ta the new Operatians Centre. As a
comparison, in 201i, Pickering's total de�t outstanding per �apita was $325. For 2�19,
using the tatal debt figure af �4i.5 million, and a populatian af 95,QQ�, Pickering's tatal
tax de�t per capita wvuld be $5��.37. Wher� yo� add the Civic Centre praject, the City
would have fln� of t�� highest d�bt per capita in the GTA at $'1,548.13.
Pro�incial Municipal Debt Limit
As autlined by regulativn, a mtanicipality's Annual Repayment Limit �ARL} as calculated
by the Ministry of MuniGipai AfFairs �MMA) represents the maximum amount that a
municipality has a�ailable to commit to additianal payments relating to debt and
financial a�oigations. The limit is based on a Z5 per cent calculation af annual operating
fund revenues ex�luding certain revenues such as government grants and transfers
from reserves and reserve funds. The MMA de�ermines the municipality's ARL �ander
Ontario Regulation 403102 based vn the municipality's Financial Infarma#ion Return
�FIR�.
Please find below, Pickering's ARL far 2�18 and estimated for �a19 t�at �ncludes the
Civic Centre project.
FIN 15-19
Subject: Civic Centre Multi-Year Financial Stress Test
Annual Debt Repayment Limit
Net Revenues
25% of Net Revenues
Less:
Civic Centre Debt Charges
Debt Charges
Estimated Annual Repayment Limit
Debt Charges as a% of New Revenues
Actual 2018
$96,371,051
$24,092,763
4 48�� 8
$19.604.245
4.66%
July 22, 2019
Estimated 2019
$99,213,997
$24,803,499
6,369,234
5,128,523
$13.305.742
11.59%
The Civic Centre debt charges amount includes both City and DC shares. For this
calculation, the Province does not separate or distinguish between the two groups. As
expected with the introduction of the Civic Centre project, Pickering's debt charge
percentage increases substantially. As reflected above, the City is still below the 25
per cent Provincial rule.
Financial Impact of Civic Centre Project on Future Levy Increases
As shown below, with the use of estimated Casino revenues, there is very limited
financial impact associated with the capital cost of the Civic Centre project. The
operating costs for the Civic Centre project will be budgeted over two years (2023 and
2024) based on a preliminary opening date of July 1, 2023. The total estimated
operating cost impact is allocated over two years (1.24 per cent per year).
�k ' �'
FIN 15-� 9
5ubject: Civic Centre MU[ti-Year Financial Stress Test
Line#
1 City Qperations
2 Less: Assessment Grawth
3 Base gudget
Add: Special Levies
4 Fire Fighters {2}
� Cauncii Requested -
Ser�ice Le�ei Changes
B Ci�ic Centre
Operating Costs (8 Months}
T Est. Budget Le�y Position
�azo zo��
3.74°/❑ 3.50°I❑
-1.[7a°I� -1.G0`:��
2.74°/0 2.5R°/o
0.25% 0.25°/0
? 7
2.99°/0 2.75°/0
Casino Funds After Fundinq Ci�ic Centre Proiect
Contributions to Reserves
& Capital Cvsts 53.7- $b.a $2.6 - $4.2
Mast Likely 54.4 $4.0
July 22, 2Q19
Page 9
zo�z zoz3 �oza
3.50°Io 3.50°/0 3.50°/a
-1.�O�:�o -1.pi]°/� -1 OS7°In
2.5R°/o 2.5Q°lo 2.50°/n
a.z���o o.z���o
? �
1.2R°/o
2.75°/0 3.99°Io
�2.5 - $5.5 $p.3- $A.�
$5.5 3�.8
Explanation ❑'f Mult�-Year Financial Plar� & Assump#ions
o.z���a
7
1.2A°/o
3 9���1
�
�1.5 - 56.4 �
�4.1
For 2q2�, the pr�liminary City Operatians forecast is a ievy increase af 3.74 per cent
due to #he annuaiization of new staffing posi#ions from the 201g t�udget. For ti�e
remai�der of the forecast perio�, it is ar�ticipa#ed that the budgetary increase will fall
wiihin the City's acceptable range. Assessr�ent growth is conseruatively estimated ta
average at least one per �ent per year. Line 7 is forecasting madest budget levy
in�reases frvm 2D2Q up to and including 2D2�.
The budget levy increase as reflected an Line T are subject tfl "Cauncil Requested
5ervice Level" changes tnat can either be an increase or decrease. For simplicity, tf�e
model assumes a status qUo in service level adjustments.
The tinancial mvdel assumes that the City will start ta receive Casina revenue �unding
by the end of the second quarter in ZQ�a. The Casino revenue funding model is based
on the current propasal of 3,700 gamirig pasitions. The financial model assumes that
the cast sharing will Durham Region will begin with the start af the first full year af
Casina revenues [�42�}. The Casino revenue sharing with Durham Regivn is �ased on
the Coun�il a�praved motion (Re�ammendation 2- FIN 02-19} that the Regian will
adopt a property tax relief program similar ta Pickering's. The re�enue sharing
ca[cu�ation with the Regian would be adjusted for any possible City revenue loss
associated with lawer �ingv license gaming fees.
Based on the current financing strategy, line 8 indicates that there are additional Casino
funds �after funding ihe Civic Centre constructian casts} to be applied or transferred to
❑perational capital reserves ar res�rve funds (vehicle, majar equipment, facilities, roads
and bridges, stormwater} that in-turn wauld reduce the City's use of five year internal
loans and eventually all internal laans. The addit�anal funds reflected would also be
used as a financial safety net ta address any short-term cost pressures or f�nding
cha[lenges due to an e�anamic slowdawn. �The last recessian was over ten years aga
and the ecanvmy is due fvr a�arre�tivn}. If the City follows ar adapts the strategy af
FIN 15-� 9
5ubject: Civic Centre MU[ti-Year Financial Stress Test
July 22, 2Q19
Page 10
investing in reserves with the surplus Casina funds, will reduce the City's d�ht costs that
in-turn would reduce the budget levy impact on line 7.
Line 8 represents the estimated additional Casina funds available �after funding Ci�i�
Centre �onstructian �osts} and is an oppartunity for the City to use these funds ta
reduce the City's reliance on short term debt financir�g. The Civic Centre prvject has
dramatically increased the City's overall debt and the City should use these funds tv
reduce its debt per capita ratio.
Preliminary Financing Stra�egy
The preliminary financing strategy is autlined belaw.
Assumpfions
Interest Rate
Term
Senior Youth Ger�tre
�oza
�
4. �°Io
25 Yrs.
�021 I �oz� �o2s
�
5. �°Io
25 Yrs.
External 12 Months 12 Mor-�ths 12 Months 12 Months
De�nt Ir�terest �ost Interest Cast Ir�terest �ost Irrterest Cast
Undergraund Parking Lot ���rnal 12 Months 12 Mariths 12 Months 12 Months
pebt Ir�terest Cost Interest Cosf Ir�terest Cost Interest Cost
Arts Centre ��nstructifln Canstru�tian Gflnstructifln Issue 12 Mar�ths
Finan�ing Financing Finan�ing External Debt Imerest Cost
Cerrtral Library Constru�tion Construction Constru�tian Issue 12 Months
Financing Financing Fir�ancing External aebt I rrterest C�st
The City has several aptions regarding the debt financing strategy for the Civic Centre
project. �ne optivn is ta use canstruction financing similar to a line of credit and when
the projects are completed borraw the required amount. The risk associated with th�s
strategy is that yau are hetting on the fact that interest rates will he either lower or at the
same rate in four years.
The preliminary financing strategy as o�flined abave is based vn the strategy ta mitigate
or reduce future interest rate risk by issuing debentures in 2020 for the Senior & Youth
Centre, parking lat and far the relocatian af services and a�ersizing of pipes. It is
prapased that the City would then incur debt in 2�23 for the Arts Centre and new
Central Li�rary. The financing strategy wauld be designed to be flexible to take
advantage of favourable interest rate changes.
Discussivn: The praposed Civic Centre development is a multi-year transfarmative
praject. It will prvba�ly be the largest financia[ undertaking of the City. A�reakdown a�
the various proje�t components is presented below.
..�:
FIN 15-19
Subject: Civic Centre Multi-Year Financial Stress Test
Civic Centre Preliminary Construction Cost Breakdown
Art Centre
Arts Centre — City Share FFE
Landscaping
Library
Seniors & Youth Centre
Underground Parking
Sub Total
Add: Net HST
Total Building Construction Cost
Add:
Relocation of Services (net HST included)
Total Estimated Project Cost
$41,267,774
995,000
7,123,893
30,372,529
23,416,500
20,878,723
$124,054,419
2,183,358
$126,237,777
7,861,139
$134,098,916
July 22, 2019
Page 11
It is interesting to note, that this new project would represent 51.60 per cent of the net
book assets of the City based on the City's 2018 Financial Statements.
Explanation of Key Recommendations
Council approval is required to Single Source the construction of the three
buildings and underground parking lot — Recommendation 4
The construction value of the three buildings and underground parking is estimated to
be $123.0 million plus net HST excluding City Centre FFE. Council approval is required
to single source due to the fact there is no opportunity to obtain competitive pricing
because of the geographical location of the project.
In a competitive process, the tender ensures that the City/taxpayer receives the "best
pricing" available at that current time and date. To ensure that the City is obtaining "fair
pricing", the City has hired an outside cost consultant to verify and audit the construction
pricing put forth by PTC. The independent cost consultant is reviewing this information
and Council will be advised of his findings and recommendations in the future.
That Council authorize staff to apply to all senior government grants that are
applicable, and that the Arts Centre project be designated as the top grant
candidate — Recommendation 7
Infrastructure programs announced by both the Federal and Provincial Governments
through their budget processes are anticipated to be available to provide capital
financing. Specifically, the Investing in Canada Infrastructure Program (ICIP) is a$30.0
billion, 10-year infrastructure program cost shared between Federal, Provincial and
Municipal governments. Previous government funding strategy was for each partner to
fund one-third of the project cost. It is anticipated that a grant funding announcement
may be coming in the fall of this year. Recommendation 7 identifies the Arts Centre
as the top proposed candidate due to its low level of DC funding.
�;� 1
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 12
That the Director, Finance & Treasurer be authorized to begin the process to
amend the Development Charges By-law 7595/17 to increase the development
charge fees that are required to fund the development charges share of the Civic
Centre project based on the financial plan and that Council approve the
engagement of the firm Watson & Associates Economists Ltd. to undertake this
work — Recommendation 8
The Civic Centre project relies on almost 45 per cent DC funding. In order to collect the
required funding amount, the DC rates have to be amended or increased. Attachment 1
provides an up-to-date snapshot comparison of Pickering's residential DC rate to other
GTA municipalities. As the evidence clearly shows, Pickering's DC rates are very
attractive and a minor increase in the fees should still maintain the City's competitive
position as having one of the lowest GTA DC fees.
The process to amend the DC By-law is similar to the DC Background study except for
the fact it is a smaller project. As part of the DC By-law amendment process, community
engagement exercise with interested stakeholders will be undertaken. The project's
goal is to have the new and higher rates effective on December 1, 2019 or earlier.
Approval to increase the consulting contract with Sabourin Kimble & Associates
Ltd. for Phase 1 Relocation of Services - Recommendations 9 and 10
The hiring of Sabourin, Kimble & Associates Ltd. to provide project management and
preliminary engineering services for the City Centre Project was presented in Report
CAO 05-19 and was approved by Council at the March 25, 2019 Council meeting
through Resolution #53/19.
Since then, the consultant has worked diligently to determine the municipal servicing
requirements for the project, specifically the need to relocate municipally owned storm,
sanitary and water trunk services from the easement that transects Phase 1 of the City
Centre project, to a new location on Glenanna Road. The need for a transportation
study to support the Phase 1 development, to determine its potential impact on
surrounding City and Regional roads, has also been recognized as an important
element of the project. As the relocation of services will result in the reconstruction of
Glenanna Road, due to extensive restoration requirements, it is important for the
transportation needs to feed into the design of the replacement of Glenanna Road to
avoid or mitigate throwaway costs.
The preliminary cost estimate to relocate municipal services from the Phase 1 area to
Glenanna Road including the cost of reconstruction of Glenanna Road through the
affected area is $7,175,350 plus HST. This cost estimate includes an allowance for
utility relocations, as these details are unknown at this time.
Sabourin, Kimble & Associates Ltd. has submitted a proposal outlining the change in
scope to include fees required for the transportation study, and the detailed design of
the relocation of municipal services. If approved by Council, the change in scope will be
reflected on their original purchase order through an amendment.
�;.
FIN 15-19
July 22, 2019
Subject: Civic Centre Multi-Year Financial Stress Test Page 13
The proposal dated July 15, 2019 from Sabourin, Kimble & Associated Ltd. in the
amount of $380,000 (HST extra) has been reviewed by staff, is deemed acceptable and
is recommended for approval.
Approval to initiate the hiring process for the Manager, Arts Centre Position —
Recommendation 11
As the City proceeds to the detailed design phase of the City Centre project, the City's
Manager, Arts Centre will become an active member of the project team participating in
ongoing consultations to inform the design and delivery of the new Arts Centre. This full
time position is anticipated to begin November 1, 2019 as part of the proposed 2019
Current Budget, pending the approval of Council to proceed with the City Centre project.
The Manager, Arts Centre will possess the expertise and experience to contribute
sound technical advice on the design of this state of the art facility. Since this position
will be responsible to operate and program the Arts Centre once it opens, it is critical
that they be involved at the detailed design stage when important decisions are being
made. This approach will ensure a successful and seamless transition from design to
construction, to the eventual operation of the Arts Centre.
Attachments:
Residential Development Charges for Single Detached Dwelling as of July
11, 2019
Prepared By:
Approved / Endorsed By:
Original Signed By Original Signed By
Stan Karwowski Stan Karwowski
Director, Finance & Treasurer Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By
Tony Prevedel, P.Eng.
Chief Administrative Officer
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Attachment # 1 tv Report # FIN 15-�9
Residential �e�elopment C3�arge5
Per Single �etac�ed �wellin� fnr Greater Toronta Area Municipaliiies
as of !u!y 11, 2�19
■ Upper Tier p Lower�Single Tier p Edu�ation
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From
Subject:
Richard Holborn
Director, Engineering Services
Report to
Council
Report Number: ENG 09-19
Date: September 23, 2019
Tender for Centennial Park Picnic Shelter and Amenities
- Tender No. T-27-2019
- File: A-1440
Recommendation:
2
�
0
5.
That Tender No. T-27-2019 as submitted by Loc-Pave Construction Limited in the total
tendered amount of $352,797.30 (HST included) be accepted;
That the total gross project cost of $398,523.00 (HST included), including the tendered
amount and other associated costs and the total net project cost of $358,882.00 (net of HST
rebate) be approved;
That the Director, Finance & Treasurer be authorized to finance the total net project cost in
the amount of $358,882.00 as follows:
a) The sum of $358,000.00 as approved in the 2019 Parks Capital Budget to be financed by
the issuance of debentures by The Regional Municipality of Durham over a term not to
exceed 15 years;
b) The sum of $882.00 to be funded from property taxes;
c) The annual repayment charges in the amount of approximately $31,640.00 be included in
the annual Current Budget for the City of Pickering commencing 2019, or such
subsequent year in which the debentures are issued and continuing thereafter until the
debenture financing is repaid,
d) The Treasurer be authorized to make any changes, adjustments, and revisions to
amounts, terms, conditions, or take any actions necessary in order to effect the
foregoing;
That the draft By-law attached to this report be enacted; and
That the appropriate officials of the City of Pickering be authorized to take the necessary
actions as indicated in this report.
-254-
ENG 09-19
Subject: Tender for Centennial Park Picnic Shelter and Amenities
Tender No. T-27-2019
September 23, 2019
Page 2
Executive Summary: As part of the 2019 Parks Capital Budget, funds were approved for the
Centennial Park Picnic Shelter and Amenities project. The project includes the design, supply and
installation of a 12m x 18m (40 foot by 60 foot) steel picnic shelter, site grading, asphalt pathways
connecting the picnic shelter to the existing washroom facility, the existing playground area and
the existing parking lot, and associated site works. The selection of the preferred supplier and
subcontractor, PlayPower LT Canada Inc. for the design, supply and installation of a picnic shelter
was completed under Quotation No. Q-25-2019 (refer to CAO approval memo dated July 24,
2019) and the cost of the shelter was carried as a cash allowance in the total bid price submitted
by Loc-Pave Construction Limited as part of Tender No. T-27-2019.
Prior to the detailed design and tender of this project, a master plan for additional site
improvements in Centennial Park was prepared. A copy of the master plan was included in an
Information Notice that was hand delivered to the neighbourhood residents for their information
and comment on August 3, 2018.
Tender No. T-27-2019 was issued on August 13, 2019 and closed on September 5, 2019 with 5
bidders responding. The low bid submitted by Loc-Pave Construction Limited in the amount of
$352,797.30 (HST included), is recommended for approval. The total gross project cost which
includes the tender amount, a contingency and other associated costs, is estimated at
$398,523.00 (HST included) and the total net project cost is estimated at $358,882.00 (net of HST
rebate). A 12 percent contingency is included in the estimated project cost to cover any
unforeseen costs such as poor soils conditions.
Financial Implications:
1. Tender Amount
Tender No. T-27-2019 — Tender for Centennial Park Picnic Shelter
and Amenities (includes Q-25-2019 cash allowance for the design,
supply, and installation of a picnic shelter)
HST (13%)
Total
2. Estimated Project Costing Summary
Tender No. T-27-2019 — Tender for Centennial Park Picnic Shelter and
Amenities (includes Q-25-2019 cash allowance for the design, supply,
and installation of a picnic shelter)
Associated Costs
Materials Testing Allowance
Project Contingency (12%)
Sub Total — Costs
HST (13%)
Total Gross Project Costs
HST Rebate (11.24%)
Total Net Project Costs
-255-
$312,210.00
40,587.30
$352,797.30
$312,210.00
3,000.00
37,465.00
352,675.00
45,848.00
$398,523.00
(39,641.00)
$358,882.00
ENG 09-19
Subject: Tender for Centennial Park Picnic Shelter and Amenities
Tender No. T-27-2019
3. Approved Source of Funds — 2019 Parks Capital Budget
Account Code
5780.1902.6129
Source of Funds
Debt — 15 year
Property Taxes
Total
September 23, 2019
Budget
$375,000.00
0.00
$375,000.00
Page 3
Required
$358,000.00
:: ��
$358,882.00
Net pro'ect costs over under approved funds $16,118.00
The total budget approved for this project was $415,000 however $40,000 was allocated for
repairs to the bocce courts which were completed earlier this calendar year. As such, the balance
of $375,000 has been shown as the budget amount left available for this project.
Discussion: As part of the 2019 Parks Capital Budget, funds were approved for the
Centennial Park Picnic Shelter and Amenities project.
Prior to the detailed design and tender of the proposed works, a master plan for site
improvements was prepared. The master plan included the reconstruction of the baseball
diamond recently completed under Tender No. T-3-2019 as well as the work proposed in Tender
No. T-27-2019. A copy of the master plan was included in an Information Notice that was hand
delivered to the neighbourhood residents for their information and comment on August 3, 2018.
Selection of the picnic shelter structure was completed through Quotation No. Q-25-2019. Upon
evaluation of the received quotes, PlayPower LT Canada Inc. was the top ranked respondent and
was recommended for award. The CAO approval memo dated July 24, 2019 is included in this
report as Attachment #5.
The work to be completed in Tender No. T-27-2019 includes the following items:
installation of a 12m x 18m (40 foot by 60 foot) steel picnic shelter located west of the existing
washroom facility
• accessible pathways connecting the parking lot, ball diamond, washrooms, picnic shelter and
existing playground
• associated site grading and tree planting
Tender No. T-27-2019 was issued on August 13, 2019 and closed on September 5, 2019 with 5
bidders responding. The low bid submitted by Loc-Pave Construction Ltd. is recommended for
approval. Loc-Pave Construction Ltd. have successfully completed several projects for the City of
Pickering including the reconstruction of Glengrove Park and the construction of the concrete
multi-use path on Bayly Street (from Begley Street to the West Shore Community Centre) in 2017,
and the recently completed reconstruction of the baseball diamond in Centennial Park.
- 256 -
ENG 09-19
September 23, 2019
Subject: Tender for Centennial Park Picnic Shelter and Amenities
Tender No. T-27-2019 Page 4
References for Loc-Pave Construction Ltd. and their Waste Management Plan have been
reviewed and are deemed acceptable by the Manager, Capital Projects & Infrastructure. The
City's Health & Safety Policy form and current Certificate of Clearance issued by the Workplace
Safety & Insurance Board have been submitted by Loc-Pave Construction Ltd. The Certificate of
Insurance has been reviewed by the Manager, Budgets & Internal Audit and is deemed
acceptable. In conjunction with staff's review of the contractor's previous perFormance on City
projects and references available on this project, the tender is deemed acceptable.
Upon careful examination of all tenders and relevant documents received, the Engineering
Services Department recommends the acceptance of the low bid submitted by Loc-Pave
Construction Ltd. for Tender No. T-27-2019 in the amount of $352,797.30 (HST included) and that
the total net project cost of $358,882.00 (net of HST rebate) be approved.
Attachments:
1. Supply & Services Memorandum dated September 6, 2019
2. Record of Tenders Opened
3. Being a by-law to authorize the Centennial Park Picnic Shelter and
Amenities project in the City of Pickering and the issuance of
debentures in the amount of $358,000.00
4. Location Map
5. CAO approved memo dated July 24, 2019 for Quotation No. Q-25-2019
- 257 -
ENG 09-19
Subject: Tender for Centennial Park Picnic Shelter and Amenities
Tender No. T-27-2019
Prepared By:
Original Signed By
Arnold Mostert, OALA
Senior Coordinator, Landscape &
Parks Development
Original Signed By:
Scott Booker
Manager, Capital Projects & Infrastructure
Original Signed By:
Ray Rodrigues, CPPB
Manager, Supply & Services
AM:mjh
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
- 258 -
September 23, 2019
Approved/Endorsed By:
Original Signed By
Richard Holborn, P.Eng
Director, Engineering Services
Original Signed By:
Page 5
Stan Karwowski, MBA, CPA, CMA
Director, Finance & Treasurer
(�(� b�
O
P]CKE R] NG
To
From
Richard Holborn
Director, Engineering Services
Lisa Chang
Buyer, Supply & Services
Attachment #1 to Report ENG 09-19
Copy: Administrative Assistant, Engineering Services
Manager, Supply & Services
Sr. Coordinator, Landscape & Parks Development
Manager, Capital Projects & Infrastructure
Subject: Tender No. T-27-2019
Tender for Centennial Park Picnic Shelter and Amenities
Closed: Thursday, September 5, 2019 — 2:OOpm
File: F-5400-001
Memo
September 6, 2019
Tender No. T-27-2019 was advertised on the City's website on Tuesday, August 13, 2019.
Five companies have submitted a bid for this project.
A copy of the Record of Tenders Opened and Checked used at the public tender opening is
attached. Tenders shall be irrevocable for 60 days after the official closing date and time.
Purchasing Procedure No. PUR 010-001, Item 13.03 (r) provides checking tendered unit prices
and extensions unit prices shall govern and extensions will be corrected accordingly, which has
been completed below.
The unsuccessful Bidder's tendering deposit, other than a bid bond, shall be returned to the
applicable bidders as provided for by Purchasing Procedure No. PUR 010-001, Item 13.03 (w).
Three (3) bids have been retained for review at this time and are attached.
Summary
Harmonized Sales Tax Included
Bidder Total Tendered Amount After Calculation Check
Loc-Pave Construction Limited $352,797.30 $352,797.30
Melfer Construction Inc. $400,782.75 $400,782.75
- 259 -
Cedargreen Landscape Contractors
Ltd. $415,364.55 $415,364.55
Norfield Construction Inc.
C&C Built Right Ltd.
$434,161.29
$478,560.65
$434,188.63
$478,560.65
Pursuant to Information to Bidders Item 26 Pre-Condition of Award and Item 20 Tendering
Specifications, the following documentation will be requested of Loc-Pave Construction
Limited for your review during the evaluation stage of this tender call. Please advise if Supply &
Services is to proceed with collecting the following documentation:
(a) A copy of the City's Health and Safety Policy form currently dated and signed;
(b) A copy of the current Clearance Certificate issued by Workplace Safety & Insurance
Board;
(c) The City's certificate of insurance or approved alternative form completed by the Bidder's
agent, broker or insurer; and
(d) Waste Management Plan.
A budget of $375,000.00 was provided to Supply & Services for this procurement.
If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy
Item 11 for additional instructions.
In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out
below excludes HST.
As such, in accordance with Purchasing Policy Item 06.11, where the compliant quotation or
tender meeting specifications and offering best value to the City is acceptable or where the
highest scoring proposal is recommended and the estimated total purchase price is:
(c) Over $250,000, the Manager may approve the award, subject to the approval of the
Director, Treasurer, CAO and Council.
Please include the following items in your report:
1. if Items (a) through (b) noted above are acceptable to the Co-ordinator, Health & Safety or
designate, if required;
2. if Item (c) is acceptable to the Manager, Budgets & Internal Audit;
3. if the list of subcontractors is acceptable to Engineering Services
4. if Item (d) is acceptable to Engineering Services
5. any past work experience with low bidder Loc-Pave Construction Limited including work
location;
6. without past work experience, if reference information is acceptable to Engineering
Services
7. the appropriate account number(s) to which this work is to be charged;
8. the budget amount(s) assigned thereto;
9. Treasurer's confirmation of funding;
10. related departmental approvals; and
September 6, 2019
Tender No. T-27-2019 _ 260 _ Page 2
11. related comments specific to the project.
After receiving Council's approval, an approved "on-line" requisition will be required to proceed.
Enquiries can be directed to the City's website for the unofficial bid results as read out at the
public tender opening or to Supply & Services. Bidders will be advised of the outcome in due
course.
If you require further information, please feel free to contact me or a member of Supply &
Services.
LC
Attachments (6)
September 6, 2019
Tender No. T-27-2019 _ 261 _ Page 3
� �� .
I'IC E l .
City of Pickering
Record of Tenders Opened and Checkecl
Tender Descripfion: Centennial Park Picnic Shelter and Amenities
Tender No.: T-27-2019
Date: Wednesday, September 5, 2019
Time: Approx. 2:15 pm Local Time
Attachment #2 to Report ENG 09-19
Bidder Name Totaf Tendered Amount Bidder Sign fn Comments
Locpave Construction $ � 2 Z � � � �
7�� ��� } Bidder name error: Bid submitted
Mefer Construction lnc. $ S �(� by Melfer Construction Inc.
Norfie(d Construction Inc. $ � � �,j �l� , � �
� .
C&C Built Right Ltd. $�l �� � 11 �; �(7
v
Cedargreen Landscape � � j � �,. � � � j
Contractors Ltd. �) �
City S Present Other
r---�'�
i
The information is strictly preliminary, pending revi w and verification of conformance to terms, conditions and specifications.
_ __ - __ _ ____ __
_ __ _ _ _ _ _
Attachment #3 to Report ENG 09-19
The Corporation of the City of Pickering
By-law No.
Being a by-law to authorize the Centennial
Park Picnic Shelter and Amenities project in
the City of Pickering and the issuance of
debentures in the amount of $358,000.00.
Whereas Section 11 of the Municipal Act, 2001, as amended, provides that a lower-tier
municipality may pass by-laws respecting matters within the spheres of jurisdiction
described in that Section; and,
Whereas Subsection 401(1) of the Municipal Act, 2001, as amended, provides that a
municipality may incur a debt for municipal purposes, whether by borrowing money or in
any other way; and,
Whereas Subsection 401(3) of the Municipal Act, 2001, as amended, provides that a
lower-tier municipality in a regional municipality does not have the power to issue
debentures; and,
Whereas The Regional Municipality of Durham (the "Region") has the sole authority to
issue debentures for the purposes of its lower-tier municipalities including The
Corporation of the City of Pickering (the "City"); and,
Whereas the Council of the City wishes to proceed with debenture financing for the
Centennial Park Picnic Shelter and Amenities project and;
Whereas before authorizing the construction in respect of the Centennial Park Picnic
Shelter and Amenities project, the Council of the City had the Treasurer update the
City's Annual Repayment Limit, the Treasurer calculated the estimated annual amount
payable in respect of such project and determined that such annual amount would not
cause the City to exceed the updated limit and therefore, Local Planning Appeal
Tribunal approval is not required as per Section 401 of the Municipal Act, 2001, as
amended, and the regulations made thereunder;
And whereas after determining that Local Planning Appeal Tribunal approval is not
required, the Council of the City approved report ENG 09-19 on the date hereof and
awarded Tender No. T-27-2019 for the Centennial Park Picnic Shelter and Amenities
project;
-263-
By-law No.
Page 2
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1. That the City proceed with the project referred to as "Centennial Park Picnic Shelter
and Amenities"
2. That the estimated costs of the project in the amount of $358,882.00 be financed as
follows:
a) the sum of $358,000.00 be financed by the issue of debentures by The
Regional Municipality of Durham over a term not to exceed 15 years; and
b) the sum of $882.00 be funded by property taxes;
3. That the funds to repay the principal and interest of the debentures be provided for
in the annual Current Budget for the City commencing in 2019 or such subsequent
year in which the debentures are issued and continuing thereafter until the
debenture financing is repaid.
By-law passed this 23'" day of September, 2019.
David Ryan, Mayor
Susan Cassel, City Clerk
-264-
C� o�
PICKER�NG
Attachment #4 to Report ENG 09-19
Engineering Services Department
Tender No. T-27-2019
Centennial Park Picnic Shelter and Amenities Project
C�'S
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-265-
x
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SUBJECT
F'ARI{
� ' '_ .
Attachment #5 to Report ENG 09-19
To
From
Copy
Tony Prevedel
Chief Administrative Officer
Richard Holborn
Director, Engineering Services
Director, Finance & Treasure
Manager Capital Projects & Infrastructure
,
Manager, Supply & Services
Senior Coordinator, Landscape & Parks Development
Memo
Subject: Quotation No. Q-25-2019
- Design, Supply & Installation of a Picnic Shelter — Centennial Park
- File: A-1440
July 24, 2019
Quotation No. Q-25-2019 for Design, Supply & Installation of a Picnic Shelter — Centennial Park,
was issued on Thursday, June 6, 2019 and closed on Wednesday, June 26, 2019. Upon
evaluation of the received quotes, PlayPower LT Canada Inc. was the top ranked respondent and
is recommended for award of Quotation No. Q-25-2019. The price of the base structure is
$130,540.51 (excluding HST). Separate price items were provided for optional upgrades to the
structure. Optional features that are being considered are valued at a cost of $34,345.33 for a total
cost of $164,885.84 (excluding HST). This project was approved in the 2019 Parks Capital
Budget, account 5780.1902.6129, in the amount of $415,000.00. Approximately $40,000 was
spent on upgrades to the bocci court leaving a balance of $375,000.
In accordance with Purchase Policy Item 06.11 (b) where the compliant quotation or tender
meeting specifications and offering best value to the City is acceptable or where the highest
scoring proposal is recommended and the estimated total purchase price is:
(b) Over $75,000 and up to $250,000, the Manager may approve the award, subject to the
approval of the Director, Treasurer and the CAO.
The Engineering Services Department is currently completing the tender documents for Tender
No. T-27-2019, Centennial Park Picnic Shelter and Amenities. Upon approval, the picnic shelter
proposed by PlayPower LT Canada Inc. will be specified in the document and a cash allowance
for the structure be carried as part of this tender. Construction is scheduled to proceed this fall.
-266-
Prepared By:
Arnold Mostert, O.A.L.A.
Sr. Coordinator, Landscape &
Parks evelopment
�
Approved/Endorsed By:
/ �/ ` �T� ,���,,���',
l./ `C.�--�-��'
��y�. Richard Holborn, P. Eng.
Director, Engineering Services
Scott Booker ��
Manager, Capital Projects & Infrastructure
Approval
J� ��� (Ac rr�� �.� �1
/�
Pe
Tony Prevedel, P.Eng.
Chief Administrative Officer
�
Stan Karowowski, MBA, CPA, CMA
Director, Finance & Treasurer
Ray Rodri ues, CPPB
Manager, Supply & Services
RH:mjh
Attachment Supply & Services Memorandum dated July 23, 2019.
July 24, 2019 Page 2 of 2
Quotation No. Q-25-2019 - 267 -
� D�
PI�KERIN�
To
From
Richard Holborn
Director, Engineering Services
Lisa Chang
Capital Projects Buyer, Supply & Services
Copy: Administrative Assistant, Engineering Services
Manager, Supply & Services
Sr. Coordinator, Landscape & Parks Development
Subject: Quotation No. Q-25-2019
Design, Supply & Installation of a Picnic Shelter - Centennial Park
Closing Date: Wednesday, June 26, 2019 at 12:00 Noon.
File: F-5300-001
Memo
July 23, 2019
Quotation Q-25-2019 was advertised on the City's website on Thursday, June 6, 2019 of which
seven company(ies) have responded.
Stage I— Mandatory Submission Requirements — determines which submissions satisfy all the
mandatory submission requirements and provides Respondents the opportunity to rectify
deficiencies. One Respondents rectified deficiencies in their submission within the rectification
period. Seven proposals proceed to Stage II — Evaluation.
A summary of the Stage II and III evaluation results for each quotation is attached.
PlayPower LT Canada, Inc. is the top ranked respondent with a submitted price of
$130,540.51 (HST Excluded).
A budget of $250,000.00 was provided to Supply & Services for this procurement.
If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy
Item 11 for additional instructions.
In accordance with Purchasing Policy Item 06.04, the authority for the dollar limit as set out
below excludes HST.
In accordance with Purchasing Policy, Item 06.11, where the compliant quotation or tender meeting
specifications and offering best value to the City is acceptable or where the highest scoring proposal
is recommended and the estimated total purchase price is:
(b) Over $75,000 and up to $250,000, the Manager may approve the award, subject to the
approval of the Director, Treasurer and the CAO.
Please provide your recommendation in memo form. After receiving CAO's approval, a
notification of award will be required to proceed.
-268-
Please direct all enquiries to Supply & Services. Respondents will be advised in due
course.
If you require further information or assistance, do not hesitate to contact me or a member
of Supply & Services.
LC
Attachments (3)
Page 2 of 2
-269-
The Corporation of the City of Pickering
By-law No. 7710/19
LPAT Order
No. PL171399
July 31, 2019
Being a By-law to amend Restricted Area (Zoning) By-law 3037, as
amended, to implement the Official Plan of the City of Pickering,
Region of Durham, in Part of Lots 19 and 20, Concession 3, Now
Parts 1 to 5, 40R-28547, City of Pickering (A 05/17)
Whereas the Council of The Corporation of the City of Pickering received an application
to rezone the subject lands being Part of Lots 19 and 20, Concession 3, Now Parts 1 to
5, 40R-28547, in the City of Pickering to permit residential uses consisting of block
townhouses and stacked townhouses, parkland and stormwater management uses;
Whereas the Official Plan for the City of Pickering contains provisions relating to the
authorization of increase in density of development;
Whereas pursuant to Section 37 of the Planning Act, a by-law under Section 34 of the
Planning Act, may authorize increases in density (or height) of development beyond
those otherwise permitted by the by-law in return for the provisions of such facilities,
services or matters as are set out in the by-law;
Whereas Subsection 37(3) of the Planning Act provides that where an owner of land
elects to provide facilities, services and matters in return for an increase in density (or
height) of development, the municipality may require the owner to enter into one or
more agreements with the municipality dealing with the facilities, services and matters;
Whereas the owner of the subject lands has elected to provide the facilities, services
and matters hereinafter set out;
And whereas the increase in density beyond that otherwise permitted on the aforesaid
lands by By-law 3037, as amended, is permitted in return for the provisions of the
facilities, services and matters set out in this By-law, and will be secured an agreement
between the owner of the lands and the City of Pickering;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
2
Schedules I and II
Schedules I and II to this By-law with notations and references shown thereon
are hereby declared to be part of this By-law.
Area Restricted
The provisions of this By-law shall apply to those lands being Part of Lots 19 and
20, Concession 3, Now Parts 1 to 5, 40R-28547, in the City of Pickering,
designated "MU-MD-2", "NP" and "OS-HL" on Schedule I to this By-law.
- 27� -
By-law No. 7710/19
3. General Provisions
Page 2
No building, structure, land or part thereof shall hereafter be used, occupied,
erected, moved or structurally altered except in conformity with the provisions of
this By-law.
4. Definitions
In this By-law,
(1) "Amenity Area" means an outdoor area located anywhere on a lot, or the
roof of a parking structure, private garage or any other building which
includes landscaped area, but which may also include areas of decking
decorative paving or other similar surface and includes a balcony, porch or
deck and which has direct access from the interior of the dwelling unit.
(2) "Balcony" means an attached covered or uncovered platform projecting
from the face of an exterior wall, including above a porch, which is only
directly accessible from within a building, usually surrounded by a
balustrade or railing, and does not have direct exterior access to grade.
(3) "Bay, Bow, Box Window" means a window that protrudes from the main
wall, usually bowed, canted, polygonal, segmental, semicircular or square
sided with window on front face in plan; one or more storeys in height,
which may or may not include a foundation; may or may not include a
window seat; and may include a door.
(4) "Building" means a structure occupying an area greater than 10.0 square
metres and consisting of any combination of walls, roof and floor but shall
not include a mobile home.
(5) "Build-to-Zone" means an area of land in which all or part of a building
elevation of one or more buildings is to be located.
(6) "Deck" means a raised platform attached to the exterior wall of a building
and with direct access from within a building and from grade.
(7) (a) "Dwelling" means a building or part of a building containing one or
more dwelling units, but does not include a mobile home or trailer;
(b) "Dwelling Unit" means a residential unit that:
i) consists of a self-contained set of rooms located in a building or
structure;
ii) is used or intended for use as a residential premises;
iii) contains kitchen and bathroom facilities that are intended for the
use of the unit only; and
iv) is not mobile home or any vehicle.
- 271 -
By-law No. 7710/19
Page 3
(c) "Dwelling, Block Townhouse" means a residential use building
containing three or more attached principal dwelling units divided
vertically, and where all dwelling units are located on one lot and
accessed from a private street, laneway or common condominium
aisle.
(d) "Dwelling, Stacked" means a residential use building of four or fewer
storeys in height containing three or more principal dwelling units
where the units are divided horizontally and vertically, and in which
each dwelling unit has an independent entrance to the interior unit.
(8) "Front Wall" means a primary exterior wall of a building, not including
permitted projections, which contains the primary entrance door.
(9) "Grade" or "Established grade" means, when used with reference to a
building, the average elevation of the finished surFace of the ground where
it meets the exterior of the front of such building and when used with
reference to a structure shall mean the average elevation of the finished
surface of the ground immediately surrounding such structure, exclusive in
both cases of any artificial embankment.
(10) "Height, Building" means the vertical distance between the established
grade, and in the case of a flat roof, the highest point of the roof surFace or
parapet wall, or in the case of a mansard roof the deck line, or in the case
of a gabled, hip or gambrel roof, the mean height level between eaves and
ridge.
(11) "Landscaped Area" means an outdoor area comprising trees, plants,
decorative stonework, retaining walls, walkways, or other landscape or
architectural elements, excluding aisles, private streets, driveways,
porches, decks, and areas for loading, parking or storing of vehicles.
(12) "Lane" means a thoroughfare not intended for general traffic circulation
that provides means of vehicular access to the rear of a lot where the lot
also fronts or flanks onto a street, or where a lot fronts onto public or
private open space. The lane may be maintained by a condominium
corporation as a private road condominium or by a government authority.
(13) "Neighbourhood Park" means a municipal public park.
(14) "Parapet Wall" means the portion of an exterior wall extending above the
roof.
(15) "Porch" means a roofed deck or portico structure attached to the exterior
wall of a building; a basement may be located under the porch.
(16) "Primary Entrance Door" means the principal entrance by which the
resident enters or exists a dwelling unit.
- 272 -
By-law No. 7710/19
Page 4
(17) "Private Garage" means an enclosed or partially enclosed structure for the
storage of one or more vehicles, in which structure no business or service
is conducted for profit or otherwise.
(18) "Storey" means that portion of a building other than a basement, cellar or
attic, included between the surface of any floor and the surFace of the
floor, roof deck or ridge next above it.
(19) "Street" mean a public highway but does not include a lane. Where a
0.3 metre reserve abuts a street, or where a daylight triangle abuts a
street, for the purposes of determining setbacks the street shall be
deemed to include the 0.3 metre reserve and/or the daylight triangle;
however, nothing herein shall be interpreted as granting a public right of
access over the 0.3 metre reserve or as an assumption of the 0.3 metre
reserve as a public highway for maintenance purposes under the
Municipal Act.
(20) "Street, Private" means:
i) a right-of-way or roadway, that is used by vehicles and is maintained
by a condominium corporation;
ii) a private road condominium, which provides access to individual
freehold lots;
iii) a roadway maintained by a corporation to provide vehicular and
pedestrian access to parking lots and individual retail/commercial
units;
iv) a private right-of-way over private property, that affords access to lots
abutting the private street, but is not maintained by a public body and
is not a lane.
(21) "Water Meter Building" means a building or structure that contains devices
supplied by the Region of Durham which measures the quantity of water
delivered to a property.
5. Provisions ("MU-MD-2" Zone)
(1) Uses Permitted ("MU-MD-2" Zone)
No person shall within the lands zoned "MU-MD-2" on Schedule I attached
hereto, use any lot or erect, alter, or use any building or structure for any
purpose except the following:
(a) Block Townhouse Dwelling
(b) Stacked Dwelling
(2) Zone Requirements ("MU-MD-2" Zone)
No person shall within the lands zoned "MU-MD-2" on Schedule I to this
By-law, use any lot or erect, alter, or use any building except in
accordance with the following provisions:
-273-
By-law No. 7710/19
(a) Number of Dwelling Units:
Page 5
(i) Minimum number of dwelling units: 264 units
(ii) Maximum number of dwelling units: 704 units
(iii) Minimum number of Block Townhouse Dwelling units: 62
(b) Building Location and Setbacks:
(i) No building or part of a building, or structure shall be erected
outside of the building envelope as illustrated on Schedule II
attached hereto.
(ii) No building, or portion of a building, or structure shall be
erected within the building envelope, unless a minimum of
60 percent of the length of the build-to-zone along the
frontages of Street `A', Palmer's Sawmill Road, Four Season's
Lane and Tillings Road, as illustrated on Schedule II attached
hereto, contains a building or part of a building.
(iii) The separation distance between the front wall of a building or
a dwelling where it faces the front wall of another building or a
dwelling shall be a minimum of 11.0 metres.
(iv) The minimum separation distance between the exterior walls
of buildings or dwellings, except for the front wall, shall be a
minimum of 3.0 metres.
(v) Despite Section 2(b)(iv) above, where a sidewalk is located
between buildings or dwellings, the minimum separation
distance between the exterior walls of buildings or dwellings,
except for the front wall, shall be a minimum of 4.5 metres.
(vi) Maximum length of a block of Townhouse Dwellings or a block
of Stacked Dwellings shall be 51 metres.
(c) Building Height (maximum):
(i) Block Townhouse — 12.0 metres
(ii) Stacked Townhouse — 14.0 metres
(d) Parking Requirements ("MU-MD-2" Zone):
The minimum parking rates for the uses permitted in a"MU-MD-2"
Zone shall be provided in accordance with the following provisions:
Unit Type Residential Rate Visitor Parking Rate
(i) Block A minimum of 2.0 a minimum of 0.2 of a
Townhouse parking spaces per parking space per
dwelling unit dwelling unit
(ii) Stacked a minimum of 1.50
Townhouse parking spaces per
dwellin unit
-274-
By-law No. 7710/19
(e) Special Parking Provisions ("MU-MD-2" Zone):
Page 6
(i) Any vehicular entrance for an enclosed private garage shall be
located a minimum of 6.0 metres from the private street that
provides vehicle access to the private garage.
(ii) Each parking space within a private garage shall have a
minimum width of 3.0 metres and a minimum depth of 6.0
metres provided; however, the width may include one interior
step and the depth may include two interior steps.
(iii) Each surFace parking space, not within a private garage or on
a driveway shall have a minimum width of 2.6 metres and a
minimum depth of 5.3 metres.
(iv) No parking lot or parking space shall be permitted within
4.5 metres of a street.
(v) The minimum right-of-way width for a private street shall be
6.5 metres.
(f) Landscape Area and Private Residential Amenity Area
(i) Minimum landscape area requirements — 20 percent
(ii) Minimum Private Residential Amenity Area — 4.5 square
metres per dwelling unit
(iii) Minimum Balcony depth — 1.5 metres
(g) Air Conditioners
(i) Air conditioner units shall not be located between the front wall
of a building or a dwelling and a street.
(3) Projections ("MU-MD-2" Zone)
(a) Despite Section 5(2)(b)(i), stairs, covered and uncovered porches
and platforms, uncovered decks, bay, box and bow windows,
balconies, eaves, canopies, window sills and other similar features
are permitted to project beyond the building envelope as illustrated
on Schedule II, but not closer than 1.5 metres to any lot line;
(b) Despite Sections 5(1) and 5(2) of this By-law, a water meter
building required by the Region of Durham for the purpose of
measuring the quantity of water delivered shall be exempt from the
"MU-MD-2" zone use provisions and zone requirements;
(c) Section 5.19.2 of By-law 3037, as amended, shall not apply to the
lands zoned "MU-MD-2" on Schedule I attached hereto.
-275-
By-law No. 7710/19
6. Provisions ("OS-HL" Zone)
(1) Uses Permitted ("OS-HL" Zone)
Page 7
No person shall within the lands zoned "OS-HL" on Schedule I attached
hereto, use any lot or erect, alter, or use any building or structure for any
purpose except the following:
(i) Resource Management, including a Stormwater Management
Facility
7. Provisions ("NP" Zone)
(1) Uses Permitted ("NP" Zone)
No person shall within the lands zoned "NP" on Schedule I attached
hereto, use any lot or erect, alter, or use any building or structure for any
purpose except the following:
(i) Neighbhourhood Park
8. Restrictions on the Parking and Storage of Vehicles
No person shall use any lot for the parking or storage of vehicles except in
accordance with the following provisions:
(1) Number of Vehicles:
(i) A maximum of 2 vehicles, only 1 of which may be a trailer, are
permitted to park on a driveway.
(2) Size of Vehicles:
(i) for those vehicles parked on any driveway, the maximum
permissible height is 2.6 metres, and the maximum permissible length
is 6.0 metres;
(ii) height is measured from the established grade immediately beside
the vehicle up to the vehicle's highest point, which excludes lights,
antennas and other such items ancillary to the vehicle's body.
(3) Location of Vehicles:
(i) No part of any yard except a driveway is to be used for the parking
or storage of vehicles and no vehicle is to encroach onto any Street
or Private Street.
(4) Inoperative Vehicles:
(i) The parking or storage of an inoperative vehicle is not permitted
unless it is entirely within a fully enclosed building or structure.
- 276 -
By-law No. 7710/19
(5) Construction Vehicles:
'.�- :
(i) The parking or storage of a construction vehicle or a commercial
vehicle is not permitted, unless it is entirely within a fully enclosed
building or structure.
(6) Oversize Vehicles:
(i) A vehicle that exceeds the maximum permissible vehicle size
provisions of Section 8(2), is permitted to park temporarily for the
sole purpose of delivering to, servicing or constructing the premises
9. Section 37 Provisions
(a) An indexed cash contribution of $260,300.00 to be paid to the City prior to
the issuance of site plan approval for the first phase, to be allocated
towards a new Village Green within the Draft Plan of Subdivision and/or
soccer pitches within the abutting hydro corridor;
(b) The cash contribution identified in Section 9(a) of this By-law shall
be indexed in accordance with the most current Statistics Canada
Non-Residential Construction Price Index reported quarterly by Statistics
Canada, calculated from the date of passing of this by-law to the date of
payment by the owner;
(c) In the event the cash contribution referred to in Section 9(a) of this By-law
has not been used for the intended purposes within 3 years of the By-law
coming into force and effect, the cash contribution may be redirected for
another purpose, at the discretion of the Director, City Development, in
consultation with the Ward Councillor(s), provided that the purposes will
benefit the community in the vicinity of the lands;
(d) Pursuant to Section 37 of the Planning Act, and subject to compliance with
this By-law, the increase in density of the development is permitted
beyond that otherwise permitted on the subject lands shown on Schedule I
to this By-law in return for the provision by the owner, at the owner's
expense of the facilities, services and matters set out in Section 5(a) of
this By-law and which are secured by one or more agreements pursuant
to Subsection 37(3) of the Planning Act that are in a form and registered
on title to the lands, to the satisfaction of the City Solicitor;
(e) The owner shall not use, or permit the use of, a building or structure
erected with an increase in density pursuant to this By-law unless all
provisions and obligations in this By-law are met; and
(f) Despite Section 5(2)(a) of this By-law, an additional 22 dwelling units are
permitted upon execution and registration on title of a Section 37
agreement pursuant to Section 9(d) of this By-law.
- 277 -
By-law No. 7710/19
10. Model Homes
Page 9
(1) For the purposes of this By-law, "Model Home" shall mean a dwelling unit
which is not used for residential purposes, but which is used exclusively
for sales, display and marketing purposes pursuant to an agreement with
the City of Pickering.
(2) A maximum of 2 Block, together with not fewer than 4 parking spaces per
Model Home, may be constructed on the lands zoned MU-MD-2 as set out
in Schedule I attached to this By-law prior to the division of these lands by
registration of a plan of subdivision.
11. By-law 3037
By-law 3037, as amended, is hereby further amended only to the extent
necessary to give effect to the provisions of this By-law as it applies to the area
set out in Schedule I attached hereto. Definitions and subject matters not
specifically dealt with in this By-law shall be governed by relevant provisions of
By-law 3037, as amended.
12. Effective Date
This By-law shall come into force in accordance with the provisions of the
Planning Act.
Note: Oral decision of the Local Planning Appeal Tribunal delivered by Thomas
Hodgins on June 12, 2019. Written Decision issued July 31, 2019.
- 278 -
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Schedule I to By-Law 7710/19
Approval by the Local Planning Appeal Tribunal
Oral Decision delivered June 12, 2019
Written Decision Issued July 31, 2019
- 279 -
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Schedule II to By-Law 7710/19
Approval by the Local Planning Appeal Tribunal
Oral Decision delivered June 12, 2019
Written Decision Issued July 31, 2019
- 28� -
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f'1�l�� f�l N�
To:
From
Copy
Mayor Ryan
Members of Council
Kimberly Thompson
Manager, Municipal Law Enforcement Services
Director, Corporate Services & City Solicitor
Subject: Appointment By-law — Sotirios Mangas
File: L-2000-001-19
Memo
Please find attached a draft by-law to appoint Sotirios Mangas as a Municipal Law
Enforcement Officer with the City of Pickering.
August 19, 2019
Sotirios Mangas has been confirmed in the position of Parking Control Officer effective August 5,
2019.
This draft by-law is attached for the consideration of City Council at its meeting scheduled for
September 23, 2019.
Thank you
: kt
Attachment Draft Appointment By-law
- 281 -
The Corporation of the City of Pickering
By-law No. 7711/19
Being a by-law to appoint Sotirios Mangas as a Municipal
Law Enforcement Officer for the purpose of enforcing the by-
laws of The Corporation of the City of Pickering.
Whereas pursuant to section 15(1) of the Police Services Act, R.S.O. 1990, Cp. 15, as
amended, a municipal council may appoint persons to enforce the by-laws of the
municipality; and
Whereas pursuant to section 15(2) of the said Act, municipal by law enforcement
officers are peace officers for the purpose of enforcing municipal by-laws;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
�a
3.
Sotirios Mangas is hereby appointed as a Municipal Law Enforcement Officer
in and for the City of Pickering in order to ascertain whether the provisions of
all by-laws of The Corporation of the City of Pickering are obeyed and to
enforce or carry into effect the said by-laws.
This appointment shall expire upon the employee noted in Section 1 ceasing
to be an employee of the City of Pickering or until the repeal of this by-law.
The provisions of this by-law shall come into force and take effect on the day
of the final passing thereof.
By-law passed this 23rd day of September, 2019.
David Ryan, Mayor
Susan Cassel, City Clerk
- 282 -
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To
From
Copy
Susan Cassel
City Clerk
Paul Bigioni
Director, Corporate Services & City Solicitor
Director, City Development & CBO
Manager, Development Services
Subject: Request for Road Establishing By-law
- Owners: K. Arndt and B. Greer
- LD 141/18
- Part Lot 27, RCP 818, being Part 6, 40R-30489
- (Fairport Road)
File: Roadded.592/L4610-4-19
Memo
August 20, 2019
The Owners have applied to the Land Division Committee to sever Lot 27, RCP 818 into two
parcels creating one new development lot fronting onto Fairport Road. Conditions of the
severance included,
(a) the conveyance, from the Owners to the City, of a road widening parcel across the frontage
of Fairport Road (Part 6, 40R-30489); and
(b) establishing Part 6, 40R-30489 as public highway.
As the Owners have conveyed Part 6, 40R-30489 to the City, it is now appropriate to pass a by-
law establishing Part 6, 40R-30489 as public highway, providing legal road frontage to the newly
created lot.
Attached is a location map and a draft by-law for the consideration of City Council at its meeting
scheduled for September 23, 2019.
:bg
Attachments Location Map
Draft By-law
-283-
Location Ma
C�t� o� File: ROADDED 592
f'1CKER1 NG Applicant: K. Arndt / B. Greer
City Development Pro ert Descri tiOn: Part Lot 27, RCP 818, being Part 6, 40R-30489
Department Date: Jul. 31, 2019
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The Corporation of the City of Pickering
By-law No. /19
Being a by-law to establish Part of Lot 27, RCP 818,
designated as Part 6, 40R-30489 as public highway.
Whereas The Corporation of the City of Pickering is the owner of Part of Lot 27, RCP
818, designated as Part 6, 40R-30489 and wishes to establish it as public highway.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
Part of Lot 27, RCP 818, designated as Part 6, 40R-30489 is hereby established
as public highway (Fairport Road).
By-law passed this 23rd day of September, 2019.
David Ryan, Mayor
Susan Cassel, City Clerk
-285-
The Corporation of the City of Pickering
By-law No. 7713/19
Being a By-law to amend Restricted Area Zoning By-law 7553/17,
as amended, to implement the Pickering Official Plan, Region of
Durham, South Part of Lots 20 to 23, Concession 1, City Centre
Neighbourhood, City of Pickering (A 06/19)
Whereas the Council of The Corporation of the City of Pickering deems it desirable to
permit the development of a new Central Library, a Seniors & Youth Centre, a
Performing Arts Centre, a 50-storey rental apartment building, and several other mixed
use residential buildings, on lands being the South Part of Lots 20 to 23, Concession 1,
in the City of Pickering;
And whereas an amendment to By-law 7553/17, as amended, is therefore deemed
necessary;
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
Section 5, Definitions, of Zoning By-law 7553/17, as amended, is further
amended by alphabetically inserting the definition "Floor Area, Net", as follows:
"Floor Area, Net" means the total area of all floors of a building measured from
the interior faces of the exterior walls or demising walls, but does not include the
following areas:
(a) Motor vehicle parking and bicycle parking below established grade;
(b) Motor vehicle parking and bicycle parking at or above established grade;
(c) Loading spaces and related corridors used for loading purposes;
(d) Rooms for storage, storage lockers, washrooms, electrical, utility,
mechanical and ventilation;
(e) Indoor amenity space required by this By-law;
(f) Elevator, garbage and ventilating shafts;
(g) Mechanical penthouse; and
(h) Stairwells in the building.
2. Section 5, Definitions, of Zoning By-law 7553/17, as amended, is further
amended by deleting the definition "Floor Space Index" and replacing it with the
definition provided below:
"Floor Space Index" means the total net floor area of all buildings on a lot
divided by the total area of the lot.
3. Schedule 2, Land Use Categories, of Zoning By-law 7553/17, as amended, is
further amended by rezoning the lands as depicted on Schedule I to this By-law
from City Centre Civic (CCC) to City Centre Two (CC2).
- 286 -
By-law No. 7713/19 Page 2
4. Section 6, Exception E3, of Zoning By-law 7553/17, as amended, is further
amended by adding the following new subsections:
6.3.3 Zone Provisions
The following regulations applies:
f) Notwithstanding Section 4.2 b) ii) and Schedule 5, related to Maximum Building
Height, a maximum of one residential (1) building or structure wholly located
within the crossed hatched area as shown on Figure 6.3.5 (a) shall not exceed a
building height of 153 metres.
g) Notwithstanding Section 4.2 b) ii) and Schedule 5, related to Maximum Building
Height, the height of a building or structure wholly located within the diagonal
hatched area as shown on Figure 6.3.5 (a) shall not exceed a building height of
125 metres.
6.3.5 Special Site Figures
Figure 6.3.5 (a)
- 287 -
By-law No. 7713/19 Page 3
5. Section 6, Exceptions, and Schedule 7 of Zoning By-law 7553/17, as amended,
is further amended by adding a new Exception E13 as follows:
E 13 (Block 16, Plan 40M-1231 and Parent Zone: CC2
Part 26 40R-7765)
Schedule 7 Amending By-law: 7713/19
6.13.1 Zone Provisions
The following regulation applies:
a) Notwithstanding any provisions within the City Centre Zoning By-law 7553/17,
as amended, no building or structure, or part of a building, or structure located
above established grade shall be erected outside of the diagonal area as
shown on Figure 6.13.2 (a).
b) Notwithstanding Schedule 5, related to Maximum Building Height, the
maximum, the height of a building or structure wholly located within the area
identified by the dashed lines as shown on Figure 6.13.2 (a) is specified by the
number following the HT symbol as shown on Figure 6.13.2 (a).
c) Notwithstanding Section 4.2 d) i), related to minimum Building Setback from a
Street Line, the minimum setback for a building or structure from a street line,
located within the diagonal area as shown on Figure 6.13.2 (a), shall be zero
metres.
d) Notwithstanding Section 4.2 f) i), related to minimum Podium Requirements for
Buildings greater than 37.5 metres, the minimum height of a podium shall be
9.0 metres.
6.13.2 Special Site Figures
Figure 6.13.2 (a)
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By-law No. 7713/19 Page 4
6. Section 8, Schedule 7, Exceptions, of Zoning By-law 7553/17, as amended, is
further amended by adding an E13 notation as depicted on Schedule II to this
By-law.
7. That By-law 7553/17, as amended, is hereby further amended only to the extent
necessary to give effect to the provisions of this By-law. Definitions and subject
matters not specifically dealt with in this By-law shall be governed by relevant
provisions of By-law 7553/17, as amended.
8. That this By-law shall come into force in accordance with the provisions of the
Planning Act.
By-law passed this 23�d day of September, 2019.
David Ryan, Mayor
Susan Cassel, City Clerk
-289-
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Diefenbaker Court
Esp�a�ade S
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Schedule I to By-Law 7713/19
Passed This 23rd Day
of September, 2019
Mayor
Clerk _ 290 _
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Diefenbaker Court
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Esp�a�ade S
Schedule II to By-Law 7713/19
Passed This 23rd Day
of September, 2019
Mayor
Clerk _ 291 _