HomeMy WebLinkAboutSeptember 14, 2015
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Executive Committee Agenda
Monday, September 14, 2015
Council Chambers
2:00 pm
Chair: Councillor Cumming
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CR 06-15
Subject: Arts Centre
September 14, 2015
Page 2
• Performance Hall with 800 to 1,000 seats developed for music, dance, drama
and speakers series with a high quality acoustical environment.
• Visual, fibre and media arts gallery.
• Large public space in.the lobby for public gatherings and private functions with
access to food service amenities.
• Secondary multipurpose space to accommodate meetings and classes.
• Backstage spaces for dressing rooms and administrative offices.
At this stage, the Arts Centre Feasibility Study & Business Case Assessment needs to
be updated to reflect current realities and changes from when the original report was
commissioned. The updated feasibility study will also explore funding models to
determine the municipality's positioning regarding building, supporting and sustaining
this facility in Pickering. This will assist in determining the business case for a
performing and visual arts centre in Pickering.
The City's Cultural Strategic Plan (which was endorsed by Council at their June 16,
2014 Council meeting by Resolution #247/14) identified the municipality as the lead in
determining the need for an Arts Centre in Pickering. As identified in strategic direction
#6 of the Pickering's Cultural Plan to "Cultivate opportunities for creation, education and
enjoyment of the arts", the City is to play a leadership role in addressing the need for a
new performing arts cultural facility in the City Centre.
As such, the purpose of this report is to seek Council's endorsement of the Arts Centre
concept as a staff driven initiative while working closely and in partnership with DWAC
Foundation. The completed business case will be brought back to Council for their
information and consideration in a future budget year.
Financial Implications: As indicated earlier in this report, the Arts Centre Feasibility
Study & Business Case Assessment completed by Webb Management Services Inc. is
now five years out of date. Staff will determine how best to update and refresh the
feasibility and business case assessment with cost estimates being brought forward for
Council consideration during the 2016 budget process.
Discussion: The City of Pickering's vision for a performing and visual arts
centre in downtown Pickering is aligned with the vision of Durham West Arts Centre
Foundation and Durham West Arts Centre Inc. As such, the City of Pickering has been
an active supporter .of Durham West Art Centre Foundation and Durham West Art
Centre Inc. for the past several years.
The Durham West Arts Centre Inc. is a 'hub' organization working to establish links with
artists, arts groups and arts lovers. More specifically, their role is to provide ongoing
arts programming, in aid of building interest and audience in the Arts. DWAC Inc.
currently has a lease agreement with the City of Pickering (expiring March 31, 2019) to
operate the Pottery Studio at the Pickering Recreation Complex. In this way, DWAC
CORP0227-07/01 revised
2
CR 06-15
Subject: Arts Centre
September 14, 2015
Page 3
Inc. offers a variety of pottery and art programs at the Pickering Recreation Complex
that are promoted within the City of Pickering's Leisure Guide. DWAC Inc. also
operates an annual Durham West Studio Tour and supports local art/cultural activities
such as the Farmers Market.
The vision statement for the Durham West Arts Centre, as defined by DWAC Inc. and
DWAC Foundation, is as follows:
"The Durham West Arts Centre will provide a home for all arts in a unique
building located in West Durham (Pickering). As well as advocating for the arts,
the Centre will be a place to exhibit, perform, practice, teach and learn. It will
bring the arts of the world to Durham and the arts of Durham to the world.
The. Durham West Arts Centre will contribute to the life of the ·community through
encouraging and developing creativity as a way of seeing and thinking. It will be
an inclusive and welcoming destination that promotes cultural exchange and
understanding. The Centre will reflect who we are as a society and provide
opportunities for personal expression for all ages. ·
The Durham West Arts Centre will have world class acoustics, world class
seating and world class site lines."
DWAC Foundation, in partnership with DWAC Inc., has worked very closely with the
City of Pickering over the past several years to bring this vision to life. Both DWAC Inc.
and DWAC Foundation are registered charities and the bulk of the work is done by
committed volunteers who share in the vision.
In 2010, DWAC Foundation commissioned Webb Management Services Inc. to
complete a Feasibility Study & Business Case Assessment that evaluates the need for
new performance and visual arts facilities in Pickering. After extensive community
consultation and comprehensive needs assessment, findings of the Arts Centre
Feasibility Study dated March 9, 2011 confirmed that Pickering has the capacity to
support an Arts Centre envisioned to include:
• Performance Hall with 800 to 1,000 seats developed for music, dance, drama
and speakers series with a high quality acoustical environment.
• Visual, fibre and media arts gallery.
• Large public space in the lobby for public gatherings and private functions with
access to food service amenities.
• Secondary multipurpose space to accommodate meetings and classes.
• Backstage spaces for dressing rooms and administrative offices,
Upon request, a confidential copy of the Arts Centre Feasibility Study & Business Case
Assessment prepared by Webb Management Services Inc. can be made available to
members of Council.
CORP0227-07/01 revised
3
CR 06-15
Subject: Arts Centre
September 14, 2015
Page 4
At this stage, in order to move forward, an update of the original current Business Case
assessment for an Arts Centre in the City of Pickering must be completed. Certainly, an
Arts Centre is envisioned in Report PLN 10-13 entitled "Downtown Pickering: A Vision
for Intensification and Framework for Investment" endorsed by Council at the July 8,
2013 Council meeting by Resolution #87/13. However, this type of functional and
financial analysis has not yet been completed by the municipality.
The City's Cultural Strategic Plan (which was endorsed by Council at their June 16,
2014 Council meeting by Resolution #247/14) identified the municipality as the lead in
determining the need for an Arts Centre in Pickering. As identified in strategic direction·
#6 of the Pickering's Cultural Plan to "Cultivate opportunities for creation, education and
enjoyment of the arts", the City is to play a leadership role in addressing the need for a
new performing arts cultural facility in the City Centre.
By working in partnership with the Durham West Arts Centre Foundation, the City is
able to access resources and processes that staff are not able to access on their own.
DWAC Foundation, as a registered charity, can accept donations and issue receipts,
can approach potential investors and has access to government funding not available to
the municipality. The volunteers that comprise DWAC Foundation are community
leaders who are passionate about the arts, the need for this facility in Pickering and are
committed to moving this project forward. This partnership isbeneficial for both parties,
and given the shared vision, it is the appropriate time to seek Council's endorsement of
the arts centre vision and partnership.
Role of DWAC Foundation within this Partnership:
Staff have reviewed with DWAC and ag_ree that their role is as follows:
• Continue to work closely with City staff and have regular meetings and
consultations.
• Provide input on the design of the facility.
• Provide input on the location of the facility.
• Providing input on governance and Operational management of the facility.
• Provide input on programming.
• Seek funding sources and lead the fundraising efforts.
• Take a lead role in marketing the facility and obtaining community engagement·
and buy-in.
In conclusion, the Arts Centre Feasibility Study & Business Case Assessment will
identify construction costs, operating costs and governance options for an Arts Centre in
Pickering (as envisioned in the Feasibility Study prepared by Webb Management
Services Inc.). As well, the report will identify potential viable sites and business
partners. City Council requires this information in order to evaluate financial impact
and overall sustainability and make an informed decision about proceeding with an Arts
Centre in the City of Pickering.
CORP0227-07/01 revised
4
Report CR 11-15 September 14, 2015
Subject: Central Tower Repair and Crest Replacement Page 2
which has caused permanent staining. The masonry is now worn and deteriorated and
requires replacement in order to prevent further water penetration and damage to the
surrounding block structure. The masonry square with the town crest will be replaced
with blocks to match the existing exterior block structure.
Although this project is driven by the masonry repairs that are required to prevent
further deterioration of the building, it also provided the opportunity to update the City's
logo that is featured prominently on the Clock Tower. The new sign will be comprised
of stand off letters and the City logo in brushed stainless steel. The sign will be backlit
with energy efficient LED lighting. The new sign will be a striking update to the facility
and is timely as 2015 marks the 251h Anniversary of the Pickering Civic Complex.
Tender No. T-16-2015 was prepared and advertised on the City's website. The Durham
Construction Association and Toronto Construction Association were also notified. The
low bid submitted by MJK Construction Inc. in the amount of $239,771.00 (HST
included) is recommended for approval. The total gross project cost is estimated to be
$305,000.00 and the total net project cost is estimated at $274,662.000 (net of HST
rebate).
Financial Implications:
1. Tender Amount
Tender No. T-16-2015
HST (13%)
Total Gross Tender Cost
2. Estimated Project Costing Summary
Tender No. T-16-2015
Consulting Costs
Contingency
Total Cost
HST (13%)
Total Gross Project Costs
HST Rebate (11.24%)
Total Net Project Costs
7
$212,186.73
27,584.27
$239,771.00
$212,187.00
29,000.00
28,724.00
$269,911.00
35,089.00
$305,000.00
(30,338.00)
$27 4,662.00
I
Report CR 11-15 , September 14, 2015
Subject: Central Tower Repair and Crest Replacement Page 3
3. Approved Source of Funds
Civic Complex
Approved Code Description Source of Funds Budget Required
5700.0501.6181 Exterior Mortar, Property Taxes $13,598.00 $13,598.00
Brick, Flashing
Repairs
5700.1302.6181 Brick Cladding Property Taxes 2,450.00 2,450.00
Repairs Phs. 1
5700.1401.6250 Brick Cladding Prov. Grant-28,614.00 28,614.00
Repairs Phs. 2 Invest in Ontario
5700.1503.6250 Brick Cladding, Rate Stabilization 130,000.00 130,000.00
Masonry Crest Reserve
5700.1504.6250 Clock Tower Rate Stabilization 100,000.00 100,000.00
Refurbishment Reserve
Total Funds $27 4,662.00 $274,662.00
I Project Cost under (over) approved funds by $0.00
The budget amounts from prior years represent unspent funds carried over for ongoing
masonry repairs.
The 2015 Civic Complex Capital Budget listed both the Brick Cladding Repairs and Clock
Tower Refurbishment as two separate projects. Both projects are interrelated. Since the
tendered amount exceeded the budget for both projects, it was determined to proceed
with the Brick Cladding Repairs -Replacement of Masonry Crest component in 2015.
Funds from the Clock Tower Refurbishment will be re-directed to this project and the
Clock Tower Refurbishment project will be re-budgeted in 2016.
Discussion:
Masonry repairs have been performed annually at the Pickering Civic Complex since
2013. The final phase of this work involves the replacement of the cast concrete crests
inset on the east and west faces of the central tower, with new blocks and new sign age.
The thin block structure which features the town logo is susceptible to water
penetration. The masonry block structure is now worn with permanent water stains and
requires replacement in order to prevent further damage and deterioration.
8
Report CR 11-15 September 14, 2015
Subject: Central Tower Repair and Crest Replacement Page 4
The masonry square with the town crest will be replaced with blocks to match the
existing exterior block structure. A new sign will be placed on the east and west face
of the central tower and will be comprised of stand off letters and city logo in brushed
stainless steel. The sign will be backlit with energy efficient LED lighting. The new sign
will be a striking update to the landmark facility and is timely as 2015 marks the 25th
Anniversary of the Pickering Civic Complex.
Constructed and opened in 1990, the building's iconic profile was subsequently adopted
by the City as its official logo. In 2000, the Town of Pickering formally changed its
status and became the City of Pickering, but the existing crests on the east and west
faces of the central tower still bear the former title. Restoration of the masonry on the
building's exterior began in 2013, continued as a second phase in 2014, and will
culminate with this final phase to coincide with the facility's 25th Anniversary.
Refurbishment of the green, painted metalwork atop the Clock Tower was planned to
coincide with the masonry repairs and crest replacement. These two scopes of work
were listed as separate projects in the 2015 approved Capital Budget, but combined in
tender T -16-2015 to seek cost savings, as they overlap the same physical area. This
would also reduce disruptions around and below the Clock Tower. Bids received
exceeded available funds for each respective scope of work, but sufficient funding was
available to proceed with the masonry repairs and signage replacement if both budgets
are combined. The Clock Tower refurbishment will be re-budgeted in 2016. This will
allow the completi,on of the masonry repairs and signage replacement at the Civic
Complex, deemed to be the more urgent work as it is critical to preventing further
deterioration and staining of the existing block structure.
RFP-8-2015 was issued in April 2015 for the selection of a preferred vendor for the
signage components. The highest scoring proponent of that RFP was Pattison Sign
Group and their costs to supply and install the signage were incorporated into this
tender. This approach provided the city with greater control over sign design while
ensuring that coordination of the work, and health and safety obligations, remain the
responsibility of the general contractor.
Bids have been received to the tendering call, which closed on Wednesday, August 12,
2015 for the Central Tower Repair and Crest Replacement at Pickering Civic Complex.
A mandatory site visit was held on Thursday, July 30, 2015 and three bidders attended
and all submitted a bid for this project.
The low bidder, MJK Construction Inc., has submitted a copy of the Health & Safety
Policy, the current WSIB Workplace Injury Summary Report and Clearance Certificate,
confirmation of Ministry of Labour Health and Safety Awareness Training for every
worker and supervisor on this project, and all are acceptable to the (Acting) Coordinator,
Health & Safety. Certificate of Insurance is deemed acceptable to Manager, Budgets &
Internal Audit. Waste Management Plan and list of subcontractors has been approved
by the Manager, Facilities Operations. In conjunction with the foregoing approvals,
staff have reviewed the previous work experience of MJK Construction Inc., the
9
CR 15-15
Subject: Marketing Partnership and Advertising Policy
. September 14, 2015
Page 2
Financial Implications: The City's existing Marketing Partnership & Advertising
Program generates approximately $50,000 in revenues and $10,000 in in-kind
contributions annually. These partnerships are most often branding and activation
opportunities at City events, services and programs such as Canada Day, Tree Lighting,
Artfest, 'Sustainable Pickering Days, and Environmental Discovery Days.
In addition, the Culture & Recreation Leisure Guide generates approximately $19,000
annually in advertising revenues. As per Council Resolution #247/14, the City also has
an Advertising Licence Agreement which generates approximately $33,000 annually
primarily through arena advertising. In total, the City of Pickering generates over
$100,000 annually in advertising and sponsorship revenues.
The annual cost to operate the City's existing Marketing Partnership & Advertising
Program is approximately $50,000 in staff resources and miscellaneous program
materials, which are reflected in the approved 2015 Current Budget. Culture &
Recreation Department staff (and City Development, Library staff to a lesser degree)
incorporate the operation of the Marketing Partnership & Advertising Program within
their existing work portfolio, so funds, for a single dedicated staff person are currently not
incurred.
Within the existing program framework, the City of Pickering has not yet captured
revenue opportunities with respect to naming rights. These assets include five arenas
at the Pickering Recreation Complex and Don Beer Arena, with associated change
rooms and meeting rooms; indoor pools at the Pickering Recreation Complex and
Dunbarton Indoor Pool; and, a variety of facility assets such as the Pickering Recreation
Complex which includes the fitness room(s), weight rooms, squash, tennis and
racquetball courts, children's program room, meeting rooms, art room and banquet hall.
Other assets available for consideration also include City Parks and Trails, Sports
Fields, Benches and Plantings and City events such as Adopt-a-Park, Pickering Blooms
and National Youth Week.
In this way, the City has many assets still available with the potential to increase
revenue. The estimated value of the available marketing partnership and advertising
opportunities (based on the City's assets) is approximately $825,000 annually. With
current advertising and sponsorships sales of approximately $100,000 annually, the City
is currently earning 8% of potential revenues. With the support of a dedicated staff
person and the implementation of this policy, staff project to earn 20% of potential
revenues (or $165,000) by the year 2017.
CORP0227-07/01 revised
19
CR 15-15
Subject: Marketing Partnership and Advertising Policy
September 14, 2015
Page 3
The cost to operate the Marketing Partnership & Advertising Program within the
proposed Policy is approximately $55,000 in 2016 and approximately $100,000annually
thereafter. These costs are primarily for one dedicated staff person to work full time,
effective July 1, 2016, and for Marketing Partnership & Advertising Program costs such
as program brochures and sponsors recognition events.
Financial commitments to operate the Marketing Partnership & Advertising Program
fully, as outlined in this Policy, will be brought back to Council for their information and
consideration in the 2016 budget year.
Discussion: City of Pickering staff have been pursuing marketing and
advertising opportunities within our community for the past several years. These
opportunities most often involve branding and activation opportunities at various City of
Pickering events, programs and services such as Canada Day, Artfest, Celebrate
Winter, Sustainable Pickering Days, and Environmental Discovery Days. The effort of
staff results in approximately $50,000 in revenues and $10,000 in in-kind contributions
annually.
City of Pickering generates additional advertising revenues through the Culture &
Recreation Leisure Guide (approximately $19,000 annually) and through an existing
Advertising Licence Agreement for primarily arena advertising (approximately $33,000
annually). These partnerships have proven to be quite effective in building community
partnerships, maximizing City resources, enhancing visitor experiences and minimizing
reliance on tax payer dollars.
As part of Pickering's Bicentennial Celebrations in 2011, City staff developed a
comprehensive Sponsorship Program that was coordinated through the Culture &
Recreation Department. This program was extremely successful in generating over
$130,000 in revenues and in-kind contributions, which offset all costs associated with
the Bicentennial Celebration activities. This experience highlighted to staff the potential
of such a comprehensive and coordinated approach.
As a result, City staff began to investigate the opportunity to develop a corporate wide
Marketing & Advertising Program much like other municipalities which includes Naming
Rights. During this review, staff found various challenges with the City's current
Marketing Partnership and Advertising process which limits revenue potential such as:
• A lack of a coordinated approach to solicit potential marketing partnerships and
advertisers.
• A lack of a comprehensive and coordinated corporate strategy to maximize
revenues.
• A lack of a centralized database to record, track, analyze and report on
marketing partnerships and advertising activities resulting in donor fatigue due to
multiple departments contacting the same sponsors.
CORP0227-07/01 revised
20
CR15-15
Subject: Marketing Partnership and Advertising Policy
September 14, 2015
Page 4
• A lack of a comprehensive asset inventory to market opportunities.
• A lack of consistent valuations of similar marketing partnerships and advertising
opportunities from one program to another.
• A lack of information sharing regarding successes and lessons learned across
departments.
As such, City staff have worked collaboratively to develop the City's first ever Marketing
Partnership and Advertising Policy. The purpose of the Policy is to identify a process to
evaluate and make determinations regarding marketing partnership and advertising
opportunities that safeguard the corporate values, assets and interests while increasing
the opportunities for revenue generation. More specifically, the Policy establishes the
principles and conditions under which the City will pursue and enter into marketing
partnerships and advertising agreements, and sets out the responsibilities and
delegated authorities to ensure consistency with the City's vision and core values.
The Policy applies to the following types of marketing partnership and advertising
opportunities, over a specific period of time:
1. Program and special event marketing partnerships
2. Naming/renaming of City property, buildings, and structures
3. Branding of City assets
4. Pouring rights
5. Paid advertising on City property, at City events, and in City publications
As a result, the purpose of this report is to seek Council's approval of the Marketing
Partnership and Advertising Policy. The Marketing Partnership & Advertising Program
will not be fully implemented until mid-year of 2016, pending 2016 budget approval for
associated costs.
Attachments:
1. Marketing Partnership and Advertising Policy.
CORP0227-07/01 revised
21
01 Purpose
The purpose of this policy is to establish a process to evaluate and make
determinations regarding marketing partnership and advertising opportunities in a
manner that safeguards the City's co'rporate values, image, assets and interests while
increasing the opportunities to neutralize costs and/or generate revenue. This policy
does not pertain to funding received from other levels of government through formal
grant programs. ·
02 Scope
This policy applies to all relationships between the City and businesses, organizations,
and individuals that contribute either financially or in-kind to City programs, services,
events, projects, or facilities in return for recognition, public acknowledgement or other
promotional considerations subject to a specific period of time. This policy applies to
the following:
• program and special event marketing partnerships
naming/renaming of City properties, buildings and structures
branding of City assets
pouring rights
• paid advertising on City property, at City events, and in City publications
03 Application
This policy applies to all City employees. This policy does not apply to the City's
elected officials.
04 Definitions
04.01
04.02
Advertising -denotes the sale or lease of advertising or signage space
on City-owned property. Unlike marketing partnership, it involves the
use of public advertising contracted at pre-determined rates for a set
period of time. Advertising does not imply any reciprocal partnership
arrangement since the advertiser is not entitled to any additional
benefits beyond access to the space .
. Marketing Partnership -is a mutually beneficial business arrangement
, wherein an external party, whether for profit or otherwise, provides cash
and/or in-kind services to the City in return for commercial advantage.
This payback may take the form of publicity, promotional consideration,
merchandise activation opportunities, etc. Because of these marketing
benefits, a marketing partnership does not qualify for a tax receipt.
Policy Title: Marketing Partnership and Advertising Policy Page 2 of 7
Policy Number: ADM 150 24
04.03
04.04
04.05
·04.06
04.07
Donations-is a gift or contribution of cash, goods or service given
voluntarily toward an event, project, program or corporate asset as a
philanthropic act. Donations do not constitute a business relationship
since no reciprocal consideration is sought. Refer to the City's Financial
Control Policy FIN 030 for rules that govern donations.
In-Kind Contributions -are non-monetary donations in the form of
either goods or services rather than cash. The City is not required to
provide marketing partnership benefits for in-kind contributions. In-kind
contributions do not qualify for a tax receipt.
Naming Rights -are a type of marketing partnership in which an
external company, organization, enterprise, association or individual
purchases the exclusive right to name an asset or venue (e.g. a library
building, sports facility or part of a facility, an ice pad in a multi-pad
facility, etc.) for a fixed period of time. Usually naming rights are
considered in a commercial context, which is that the naming right is
sold or exchanged for significant cash and/or other considerations under
a long-term arrangement. This arrangement is documented in a written
agreement signed by the interested parties and has a specified end date
to the contractual obligations.
Properties-refer to City assets. These include, but are not limited to
events, services, programs, activities, real property, facilities, intellectual
property, parks, features (e.g. rooms, ice pads, etc.) and other assets,
but not including streets.
Pouring Rights -are a type of marketing partnership in which a
corporation, an organization or an individual purchases the exclusive
right to supply beverages at a City facility in exchange for cash and/or
other considerations over a long-term agreement.
05 Principles and Conditions
General Requirements
05.01
05.02
Marketing partnerships and advertising must comply with federal and
provincial statutes, municipal by-laws and the standards set out by the
Canadian Advertising Standards Council.
Marketing partnerships and advertising opportunities will be considered
and determined based on, but not limited to, the following criteria:
• The value of the product, service and cash provided to the City;
• The relationship is mutually beneficial to both parties;
Policy Title: Marketing Partnership and Advertising Policy Page 3 of 7
Policy Number: ADM 150 25
05.03
• The opportunity enhances the development, awareness and
sustainability of one or more City programs, services or facilities; and
• The opportunity optimizes revenue opportunities and results in a net
financial benefit to the City.
The following conditions apply when establishing marketing partnerships
and advertising relationships:
• The City will maintain control over the planning and delivery of
marketing partnership activities;
• Agreements shall not in any way invoke future consideration, influence,
or be perceived to influence the day-to-day business of the City;
• Advertising devices must not impact the quality and integrity of the
City's properties, buildings, streetscape, and provide no added risks to
safety;
• The advertisement of a product or service does not act as the City's
· endorsement of any one product or service over another; and
• The marketing partnership and advertising opportunity should be
appropriate to the target audience.
Restrictions for Marketing Partnerships & Advertising
05.04
05.05
The City will ncit solicit or accept marketing partnership or advertising
from companies whose reputation could prove detrimental to the City's
public image and/or whose main business is derived from:
• The sale of tobacco;
• Pornography; and
• The support of, or involvement in the production, distribution, and sale
of weapons and other life-threatening products.
The City will not allow marketing partnerships or advertising, either
directly or through third party arrangements, that:
• Violate any City policy;
• Convey a negative religious message that might be deemed prejudicial
to religious groups;
Policy Title: Marketing Partnership and Advertising Policy Page 4 of 7
Policy Number: ADM 150 26
05.06
05.07
• Promote alcohol and other addictive substances, at venues geared
primarily to children;
• Present demeaning or derogatory portrayals of individuals or groups or
contain anything, which in light of generally prevailing community
standards, is likely to cause deep or widespread offence; or
•. Is in direct competition with City of Pickering services, programs or
initiatives.
The City reserves the right to reject any unsolicited marketing partnership
or advertising that have been offered to the City and to refuse to enter
into agreements for any marketing partnership or advertising that
originally may have been openly solicited by the City.
The City may, at its discretion, bring any proposals to Council for their
approval even if they do not meet the guidelines of this policy.
06 Administrative Requirements and Authorities Solicitation and Allocation
Marketing Partnerships and Advertising
06.01
06.02
06.03
Marketing partnership activities and advertising should continue to be the
result of direct solicitation by the City to marketing partners and
advertisers.
As a general rule, the following marketing partnership and advertising
opportunities should be competed:
• Opportunities that will offer a significant corporate profile;
• Agreements of a lengthy duration (over 5 years); and
• Agreements that allow for exclusive benefits and recognition.
Non-competitive arr~ngements may be considered for the following
opportunities when:
• An unlimited number of marketing partners and advertisers are being
sought;
• It is a unique, innovative or experimental marketing partnership
opportunity;
• Only one suitable marketing partner can be identified;
• The value of the marketing partnership or advertising opportunity is
less than $50,000;
Policy Title: Marketing Partnership and Advertising Policy Page 5 of?
Policy Number: ADM 150 27
06.04
06.05
06.06
06.07
• The value of an in-kind media marketing partnership is less than
$1 00,000; and
• The need is justified in a business case, approved by the Chief
Administrative Officer and Division Head, Finance & Treasurer.
Unsolicited marketing partnerships and advertising received by the City
will be reviewed and evaluated by the relevant program staff as per the
provisions of this policy.
The selection of a preferred supplier will be consisten~ with the City's
procurement policy. There will be no requirement to obtain quotes or
underta~e a proposal and staff can initiate opportunities without the
requirement to test the market further.
All marketing partnerships and advertising shall be evaluated on an
annual basis to determine continued benefit. The term of all agreements
shall not exceed ten years, unless authorized by City Council.
The City reserves the rights to terminate an existing marketing
partnership or advertising agreement should conditions arise that make it
no longer in the best interests of the City. Accordingly, the City reserves
the absolute right to order the immediate removal of advertising on its
property at any time.
07 Delegation of Authority
City staff is authorized to enter into marketing partnerships and advertising that do not
exceed the following pre-authorized limits. Agreements that exceed these pre-
authorized limits will require City Council approval.
07.01
07.02
07.03
07.04
Supervisors: Supervisors are responsible for approving all agreements
with a total contract value of up to $15,000 provided they satisfy all .
provisions of this policy.
Managers: Managers are responsible for approving all agreements with
a total contract value of up to $30,000 provided they satisfy all provisions
of this policy.
Directors: Directors are responsible for approving all agreements with a
total contract value of up to $100,000 provided they satisfy all provisions
of this policy.
Chief Administrative Officer and the Division Head, Finance &
Treasurer: The Chief Administrative Officer and the Division Head,
Finance & Treasurer are responsible for approving all agreements with a
Policy Title: Marketing Partnership and Advertising Policy Page 6 of 7
Policy Number: ADM 150 28
total contract value of over $125,000 and/or with a financial expenditure
required by the City to fulfill the sponsorship request of over $5,000.
07.05 City Council: City Council approval is required for any contract that does
not satisfy the provision of this policy and for opportunities involving the
naming/renaming of City property, buildings and structures for a specific
period of time. City Council approval is required for all proposals that
include billboard advertising.
Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for
detailed processes regarding this Policy.
Policy Title: Marketing Partnership and Advertising Policy Page 7 of 7
Policy Number: ADM 150 29
ENG 16-15 September 14, 2015
Subject: Petticoat Creek Community Centre Skateboard Facility Page 2
After review of the parks and City facilities within the preferred area, it was determined
that Petticoat Creek Community Centre/East Woodlands Park would be the most
· suitable location (see Site Selection Comparison Table-Attachment 1 and Location
Plan-Attachment 2). The site has a direct connection to the youth room and
washrooms in the Community Centre, is located on a major transit route, is open, safe
and visible. Skateboard facility activities can also be monitored by the City of Pickering
Facility Security Guard during community centre operating hours, as well as the security
camera system that is existing at the centre.
Culture & Recreation Department staff have advised that the proposed location is
appropriate for supporting the youth programs that operate at the centre, and provide
additional opportunity for local youth to attend the City's skateboard camps. Skateboard
users are not just limited to youth and teens. This will also provide an opportunity for
children and adults to learn new skills.
On April 8, 2014, a Design Workshop and Public Open House was held at Petticoat
Creek Community Centre. The meeting was attended by many enthusiastic youth who
were very excited about the prospect of having a new skateboard facility in this
neighbourhood. A number of local homeowners also attended, voicing concerns in
opposition to the facility such as parking issues, graffiti, noise, garbage, and criminal
activities.
Report ENG 12-14 regarding this facility was considered at the Executive Committee
meeting of May 12, 2014 (Attachment 3). Six residents were registered as delegates
with 3 supporting and 3 opposing the proposed skateboard facility. Those opposing the
project voiced concerns regarding children's safety, increased noise as well as
opposition to the proposed funds being spent on such a facility. Alternate park locations
were suggested. Comments in support included providing a positive outlet for teens,
encouraging more physical activity and keeping teens out of trouble and off the streets.
Comments were also made regarding the poor condition of the existing skateboard
facility in Diana, Princess of Wales Park and that a budget of $200,000 was not ·
sufficient for a decent skate park. Council referred the report back to staff to review the
park design, facility design and site locations. Su_bsequent to the May 12, 2014 meeting,
staff have received numerous calls, emails and inquiries through social media regarding
the status of the new skateboard facility, indicating a want and need for such a faCility.
Based on the comments received from the public, staff requested $75,000 for
improvements to the existing skateboard facility in Diana, Princess of Wales Park which
were approved by Council in the 2015 Capital Budget. Two skateboard
consultants/contractors were invited to submit a Design/Build Proposal. Unfortunately,
no proposals were received due to the project timelines and the mobilization costs for
this relatively small project. Staff are proposing to combine the work for the
improvements· to the existing skateboard facility in Diana, Princess of Wales Park with
the design and construction of the new skateboard facility to make the project more
attractive to bidders. Staff have also included in the Capital Forecast in 2016, an
additional $50,000 for the new facility that would be used for such items as the
CORP0227-07/01 revised
31
ENG 16-15 September 14, 2015
Subject: Petticoat Creek Community Centre Skateboard Facility Page 3
expansion of the security camera system to include coverage of the skateboard facility,
fencing, signage and other features to enhance the skateboard facility, to make it more
functional and safe.
With respect to alternate sites for the new skateboard facility, staff assessed all the
parks in the west end of south Pickering. In order to consider only locations that were
central to the general population in this area, Highway 401, Altona Road, Finch Avenue
and Fairport Road were set as the limits for the study area. Attachment 1 is a
comparison table of the sites that were assessed. Based on this assessment, Petticoat
Creek Community Centre/East Woodlands Park has been deemed to be the most
suitable location for a skateboard facility.
In terms of the scale of the proposed skateboard facility, this location would be suitable
for what would be considered a skate spot or micro neighbourhood skateboard facility
which in relative terms is approximately half the size of the existing facility in Diana,
Princess of Wales Park. This is reflective of the budget that has been recommended
and approved for this facility. This facility would draw youth from the surrounding
neighbourhoods but as it would be smaller in size, it would not become a destination
skate park and draw youth regionally. In the future, a larger skateboard facility will be
considered as part of the development of a new recreation complex to be located in
Seaton.
Upon approval to proceed, staff will prepare a Request for Proposal to be issued to
skate park facility designers/contractors, to obtain design/build proposals for the new
facility and improvements to the existing facility. Upon retention of such a company,
further design meetings will be held with the future users, to obtain their input into the
final layout. It is anticipated that the design would be completed over the winter with
construction commencing in the spring of 2016.
Attachments:
1. Site Selection Comparison Table
2. Location Plan
3. Report to Executive Committee ENG 12-14, May 12, 2014
CORP0227-07/01 revised
32
FIR 05-15
Subject: Community Emergency Management Plan
September 14, 2015
Page 2
building or structural collapse, critical resource shortages, or computer-related
incidents.
The Provincial Emergency Management and Civil Protection Act (EMCPA) is the
legislation that provides the municipality and its employees and agents authorization to
respond to an emergency.
Section 2.1 of the Act requires municipalities to develop and implement an emergency
management program and adopt it by By-law. An emergency management program
must consist of:
i) An emergency plan;
ii) Training programs and exercises for employees of municipalities, and other
persons with respect to the provision of required services and procedures to be
followed in emergency response and recovery activities;
iii) Public education on risks to public safety and on public preparedness for
emergencies; and
iv) Any other element required by standards for emergency management programs
that may be developed by the Minister of Community Safety and Correctional
Services.
The current Community Emergency Management Program and Plan were adopted by
By-law #6719-07. The approved Program and Plan is legislatively compliant, however
we undertook a comprehensive review to ensure current and relevant best practices
were included. From that process, we have revised and updated both the overarching
Program, and the accompanying Plan for Council's consideration.
The Program consists of a set of components that are intended to establish a system
that prepares the City for any type of community emergency or crisis. It is the over-
arching program that outlines our requirements and responsibilities.
The aim of the Plan is to provide the framework within which extraordinary
arrangements and measures can be taken to protect the health, safety, and welfare of
the inhabitants of the City of Pickering when faced with an emergency.
The Plan makes provisions for the earliest possible coordinated response to an
emergency, an understanding of the personnel and resources available to the City, and
recognition that additional expertise and resources can be called upon if required. It is
designed to ensure that all agencies that may become involved are aware of their roles
and responsibilities during that emergency.
The Plan is flexible enough to adapt to a broad spectrum of disasters, and it outlines
how the City will respond to, recover from, and mitigate the impact of a disaster. It
unifies the efforts of City Departments for a comprehensive and effective approach for
responding to and reducing the impacts of a public emergency. It is intended to increase
the emergency response capability of the City of Pickering by establishing a plan of
action to efficiently and effectively deploy services.
CORP0227-07/01 revised
44
A TI ACHMENT # j__ TO REPORT# fiR ~-IS
Table of Contents Page
Introduction ...................................................................................................................... 1
Community Emergency, Crisis, and Routine Response .................................................. 1
Definition ...................................... · ................................................................................ 1
Examples ..................................................................................................................... 1
Event Classifications & Categories ............................................................................... 2
Program Components .................................................................................................. 2
Overview of Program Components .................................................................................. 2
Emergency Management Phases .................................................................................... 3
Community Emergency Management By-law ................................................................. .4
Community Emergency Management Program .............................................................. .4
Committee .................................................................................................................... 4
Community Emergency Management Plan ................................................................. .4
Community Emergency Management Supporting Plans ....................................... : .......... 5
Other Supporting Internal and External Plans, Procedures, Lists, etc ............................. 5
Municipal Emergency Control Group (MECG) ................................................................. 5
MECG Education and Training' ........................................................................................ 6
Cooperation and Sharing With Other Parties ................................................................... 6
Public Awareness, Education, and Preparedness.············· .............................................. 6
Hazard Identification and Risk Analysis ........................................................................... 6
Emergency Response Capability ..................................................................................... 7
Annual Program Review and Report ................................. _ ....................................... ~ ...... ?
47
ATTACHMENT#~ TO REPORT# ·fl~ ~--1S
Table of Contents Page
Section 1 ............................................................................ ; ............................................ 1
Executive Summary ................................................................................... : ................. 1
Section 2 ......................................................................................................................... 5
Plan Development Administration ................................................................................ 5
Section· 3 ......................................................................................................................... 9
Municipal Emergency Control Group (MECG) ............................................................. 9
Section 4 .......................................................................................................•............... 11
. Emergency Levels, Notification Procedure, Plan Activation ....................................... 11
Section 5 ....................................................................................................................... 14
Municipal Emergency Operations Centre (MEOC) ..................................................... 14
Section 6 ....................................................................................................................... 16
Declaration and Termination of an Emergency .......................................................... 16
·Section 7 ....................................................................................................................... 18
Incident Management System (IMS) .......................................................................... 18
Section 8 ....................................................................................................................... 24
Emergency Information Management ........................................................................ 24_
Section 9 ....................................................................................................................... 26
Nuclear Emergency Management .............................................................................. 26
Section 10 ............................................................................................................. .-....... 29
Human Resource Management ................................................................................. 29
Section 11 ..................................................................................................................... 32
Emergency Management and Other Organizations ................................................... 32
Section 12 ....................................................... ; ............................................................. 35.
Evacuation and Transit. .............................................................................................. 35
Section 13 ..................................................................................................................... 37
Recovery Operations .................................................................................................. 37
Section 14 ..................................................................................................................... 39
Business Continuity and Recovery ............................................................................. 39
Section 15 ..................................................................................................................... 41
Emergency Financial Management ............................................... · ............................ .41
56
ATTACHMENT ,;)
Appendix A .................................................................................................................... 42
Plan Distribution ......................................................................................................... 42
Appendix 8 ................................................................................................................... 43
Record of Amendments .............................................................................................. 43
57
ATTACHMENT#_~--TO REPORT#.§_~,S ~; S
Section 1
Executive Summary
Highlights of the Plan
' This Plan is a component of the City of Pickering's Community Emergency
Management Program, and provides key City of Pickering staff and external officials,
who serve as the Municipal Emergency Control Group, with a prescribed management
process to guide the governance of community emergencies or crises. It specifically
provides details on how the City's Municipal Emergency Control Group and the
Emergency Site Management Team will function during a community emergency or
major crisis.
The City is responsible for overseeing and supplying initial and ongoing community
emergency management functions for large-scale events. The exception to this
process is a nuclear emergency. The Province is immediately in charge, followed by
the Region of Durham and the City would receive direction from the Region.
Upon warning of an impending situation, or notification of an ongoing community
emergency, the Fire Chief or Community Emergency Management Coordinator, in
consultation with the Chief Administrative Officer and the Mayor, may request that Fire
Services Dispatch activate the Municipal Emergency Control Group Notification
Procedure .
. An emergency may result from an existing danger or it may be a threat of an impending
situation abnormally affecting property or the health, safety and welfare of the
community. Its nature and magnitude requires a controlled and coordinated response
by a number of agencies, both governmental and private, under the direction of the
Municipal Emergency Control Group, as distinct from routine operations carried out by
an agency or agencies, e.g., firefighting, police activities, normal hospital routines.
There are three major categories of hazards that may pose a threat to the City of
Pickering:
• Natural Hazards -severe weather, floods, blizzards, tornadoes, food or human
health emergencies;
• Human-caused Hazards -incidents intended to do harm to publ_ic safety and
security, civil disorder, war, bomb threats, improvised explosive devices and
improvised dispersal devices. Chemical, Biological, Radiological, Nuclear and
Explosive (CBRNE) agents may be used on their own or in combination with these
devices;
Sectio"n 1
Executive Summary Page 1 of 43
58
ATIACHMENT#~ TO REPORT# f!€_f:JS-)!)
Highlights of the Plan (continued)
• Technological Hazards-incidents involving hazardous materials, utility and power
failures, transportation accidents, aircraft accidents, water supply failures, building or
structural collapse, critical resource shortages, or computer-related incidents.
Goal and Objectives of the Plan
The aim of the City of Pickering Emergency Plan is to provide the framework within
which extraordinary arrangements and measures can be taken to protect the health,
safety, and welfare of the inhabitants of the City of Pickering when faced with an
emergency.
The plan unifies the efforts of City Departments for a comprehensive and effective
approach for responding to and reducing the impacts of a public emergency. It is
intended to increase the emergency response capability of the City of Pickering by
establishing a plan of action to efficiently and effectively deploy emergency services.
This will help to ensure the provision of response and mitigated actions to achieve the
following objectives:
• protect and preserve life, property, economy, and the environment.
• minimize the effects of the emergency on the City of Pickering, including its inhabitants,
property and natural environment.
• restore essential services
• manage the Recovery Phase
• assist other Durham area municipalities as requested in responding to their
emergencies or crises.
• provide resources to other communities outside the Region, as requested.
This Plan is a resource document that is accompanied by a variety of supporting plans,
procedures and other documents such as the set of Checklists of Duties and
Responsibilities.
Plan is for use as a resource during municipal emergencies as well as for education
and training for emergency preparedness.
Checklists and supporting documents are best used during an emergency because
they are condensed forms of information from the Plan which can be easily used to
guide and document the actions of the officials who are managing and responding to an
emergency.
Other Components such as the supporting internal and external documents provide
additional and specific details on managing community emergencies and major crises
that may occur within the City of Pickering. For example:
Section 1
Executive Summary 59 Page 2 of 43
ATTACHMENT#_:£_ TO REPORT#&_oS~J.5
Goal and Objectives of the Plan (continued)
• Municipal Emergency Control Group (MECG) Notification Procedure
• The City of Pickering Emergency Contact Directory
Introduction to the Plan
The Pickering Community Emergency Management Program is applied during the
following five phases of emergency management:
1. Prevention
2. Mitigation
3. Preparedness
4. Emergency Management/Response
5. Recovery
This Plan is intended to address the last two phases, but has evolved specifically out of
work that was conducted during the Preparedness Phase. By addressing those
phases, the Plan will have achieved a large number of the components of the
Community Emergency Management Program Incident Management System (IMS) -
The Incident Management System (IMS) is a process that governs how all emergencies
should be managed to ensure an effective and efficient utilization of emergency
resources.
During a community emergency event, management occurs on-scene by the
Emergency Site Management Team (usually Fire Services, Durham Police and/or
Durham Emergency Medical Service) and off-site by the Municipal Emergency Control
Group.
The role of the Municipal Emergency Control Group is to coordinate at the MEOC and
serve as an established and recognized point of authority for the coordinated
management of resources, personnel and incident information.
The MEOC does not replace the need for a sound command structure at the Site level
but, rather, complements it with further coordination, resource management, information
management and overall Site support.
The MEOC operates under the principles of the Incident Management System (IMS)
and is organized around the same five major functions found at the Incident Site:
Command, Operations, Planning, Logistics and Finance & Administration,
The following Sections provide an overview of important background information and
some of the highlights of this Plan.
Section 1
Executive Summary 60 Page 3 of 43
_ /) .,. . RT#[.';D ~-IS ATTACHMEN I#_~ iO REPO .,.~c·~
Technical Failures and Alternatives (continued)
Basic two-way radio service is available through the volunteer services of Durham
Region Amateur Radio Emergency Services (DRARES). That assistance can be
obtained by contacting the Durham Emergency Management Office.
Record Keeping
Each member of the MECG is assigned a Resource Binder that contains copies of
Activity Log Forms. Those Logs must be kept current to record details of the major
decisions and actions that occur. When a person hands off his/her responsibilities to an
alternate, the completed Logs must be reviewed with the person who is taking over and
then forwarded to the Duty Officer for filing.
On an ongoing basis, a collective log is kept by one of the Administrative Support staff
members in the form of an electronic Event Status Log. Information for that Log is
obtained from business meetings and when significant events occur or new information
is received from external sources. The laptop computer can be connected to a projector
to display the current Log information at all times in the MEOC. Copies of the Event
Status Log can also be printed or when appropriate, emailed to other emergency
operations centres.
Section 7
Incident Management System (IMS) 80 Page 23 of43
ATTACH~1ENT#~-TO REPORT# fj12 \}S··J-3
Public Alerting (continued)
Current pub lie alerting in Pickering consists of sirens and a telephone-based system
that is accessed by the Region of Durham for nuclear emergencies only in the Primary
Zone. Additionally, the city website and social media accounts may be used to
disseminate information to the public. As well, emergency personnel may be called
upon to go do-to-door or use their vehicle public address systems to notify the public of
a threatening event of any type. During large scale events, especially for example a
nuclear emergency, the public would be urged to tune into television and radio stations
to obtain specific information about the situation and what protective actions to take.
Media Monitoring
The EIO should arrange for a support staff member to monitor the media to ensure that
the emergency information is being conveyed in a timely and accurate manner. The
MEOC and Alternate MEOC have Cable television service for monitoring television
broadcast-both locations have television sets available for viewing. Both emergency
operations centres also have portable am/fm radio receivers for radio broadcast
monitoring. It is important that Social Media is monitored as well.
Public Inquiry Centre
The City's Customer Care Centre shall be the Public Inquiry Centre (PIC) during an
emergency, and will provide information to residents during a community emergency.
The PIC will receive information from the EIO and the Municipal Emergency Control
Group, which can be conveyed to members of the public.
City Website
The City's main web page can be altered to provide current emergency information to
the public as per arrangements found in the Website Emergency Information Procedure.
This process is supervised by the Duty Officer.
Section 8
Emergency Information Management 82 Page 25 of 43
~ t\~ G$.-\S ATTACHMENT#_ TO REPORT#..-.-
The Corporation of the City of Pickering
By-law No.
Being a by-law to establish a
Community Emergency Management Program
for protecting property, the environment
and the health, safety and welfare of the
Inhabitants of the City of Pickering.
Whereas pursuant to Subsection 2.1 (1) of the Emergency Management and Civil
Protection Act, RS.O. 1990, Chapter E. 9, (the" Act") every municipality shall develop
and implement an emergency management program and the council of the municipality
shall by by-law adopt the emergency management program; and
Whereas pursuant to Subsection 2.1 (2) of the Act, the emergency management
program shall consist of, (a) an emergency plan; (b) training programs and exercises
for employees of the municipality and other persons with respect to provisions
necessary services and procedures to be followed in emergency response and recovery
activities; (c) public education on risks to public safety and on public preparedness for
emergencies; and (d) any other elements required by the standards for emergency
management programs set under Section 14 of the Act; and
Whereas pursuant to Section 11 of Ontario Regulation 380/04 every municipality shall
have an emergency management program committee to provide advice on matters
related to the program.
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1. This By-law may be cited as the "Community Emergency Management By-law."
2. The City of Pickering Community Emergency Management Program, dated
September 1, 2015 is adopted.
3. The City of Pickering Community Emergency Management Plan, dated
September 1, 2015, is adopted.
4. The Mayor is authorized to declare an emergency and implement the Community
Emergency Management Plan.·
5. The appointed officials identified in the Community Emergency Management
Plan and supporting plans are authorized to cause an emergency alert to be
issued to members of the Municipal Emergency Control Group and to take action·
1 01
By-law No
~ _ ti~()S-\~
ATTACHMENT# __ 10 REPORT#_ Page 2
under the Community Emergency Management Plan Where a community
emergency or major crisis exists, but has not yet been declared to exist.
6. This By-law, in accordance with prevailing Legislation, designates all City
employees as emergency workers in the event a community emergency is
declared, and therefore all employees may be called out and assigned
responsibilities to assist in the implementation of the Community Emergency
Management Plan.
7. The Chief Administrative Officer is authorized to approve minor changes to the
Community Emergency Management Program, including all of its components,
and the Community Emergency Management Plan as required.
8. The Chief Administrative Officer is authorized to establish a Community
Emergency Management Program Committee.
9. By-law Number 6719/07 is repealed.
10. The provisions of this By-law shall come into effect on the date of its passing.
By-law passed this day of September, 2015.
David Ryan, Mayor
Debbie Shields, City Clerk
102