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HomeMy WebLinkAboutJune 24, 2019Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca Page 1.Invocation Mayor Ryan will call the meeting to order and lead Council in the saying of the Invocation. 2.Disclosure of Interest 3.Adoption of Minutes In Camera Council Minutes, May 27, 2019 Under Separate Cover Council Minutes, May 27, 2019 Executive Committee Minutes, June 17, 2019 Planning & Development Committee Minutes, June 17, 2019 1 22 33 4.Presentations 5.Delegations 5.1 Carion Fenn, Carion Fenn Foundation Re: Durham Mental Health Day, October 10, 2019 5.2 Paul White, Fairport Beach Neighbourhood Association Re: Notice of Motion Review and Update of Property Standards By-law 5.3 Catherine Reidt Re: Neighbourhood Noise Concerns 6.Correspondence 6.1 Corr. 16-19 42 Gary Carr, Regional Chair, Halton Region Re: Bill 108 – Proposed More Homes, More Choice Act Recommendation: 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. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 6.2 Corr. 17-19 44 Alexander Harras, Manager of Legislative Services/Acting Clerk, Town of Ajax Re: Regional Government Review Recommendation: 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 received for information. 6.3 Corr. 18-19 46 June Gallagher, Deputy Clerk, Municipality of Clarington Re: Central Lake Ontario Conservation Authority - Funding Recommendation: That Corr. 18-19, from June Gallagher, Deputy Clerk, Municipality of Clarington, regarding Central Lake Ontario Conservation Authority – Funding be endorsed. 6.4 Corr. 19-19 48 Debbie Leroux, Deputy CAO/Director of Legislatives Services/Clerk, Township of Uxbridge Re: 2022 Ontario Summer Games Recommendation: 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. 7.Report EC 2019-06 of the Executive Committee held on June 17, 2019 Refer to Executive Committee Agenda pages: 7.1 Director, Community Services, Report CS 06-19 1 Beverage Supply Agreement Renewal – Coca-Cola Canada Bottling Limited Recommendation: Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 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 10 Quotation No. Q-7-2019 Supply and Delivery of Road Grader with Attachments Recommendation: 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: 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, Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 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 18 Gingerbread Co-operative Nursery School (Pickering) Inc. License Agreement Renewal Recommendation: 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. 7.4 Director, Community Services, Report CS 30-19 26 Community Festivals and Events – Approval of Christmas Market in Esplanade Park Recommendation: 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. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 7.5 Director, Engineering Services, Report ENG 07-19 29 Amendment to Traffic and Parking By-law 6604/05 Inclusion of New Roads and Traffic Controls, Kindwin Subdivision Recommendation: 1.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 40 Amendments to Traffic and Parking By-law 6604/05 – Various Locations Recommendation: 1.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 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. 7.7 Director, City Development & CBO, Report PLN 15-19 55 Sustainable Pickering Year-in-Review Recommendation: That Report PLN 15-19 be received for information. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 7.8 Director, Finance & Treasurer, Report FIN 08-19 69 2018 Year End Recommendation: 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. 7.9 Director, Finance & Treasurer, Report FIN 09-19 147 Investment Portfolio Activity for the Year Ended December 31, 2018 Ontario Regulation 438/97 under the Municipal Act, 2001 Recommendation: 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 11-19 165 Annual Indexing – Development Charges and Seaton Financial Impacts Agreement Recommendation: 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; Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 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 12-19 173 Universal City One Developments Inc. – Request to Defer Payment of Development Charges Recommendation: 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. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 7.12 Director, Finance & Treasurer, Report FIN 13-19 178 2019 Final Tax Due Date for Commercial, Industrial, and Multi-Residential Realty Tax Classes Recommendation: 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. 8.Report PD 2019-05 of the Planning & Development Committee held on June 17, 2019 Refer to Planning & Development Agenda pages: 8.1 Director, City Development & CBO, Report PLN 16-19 57 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 17-19 150 Official Plan Amendment OPA 18-004/P Zoning By-law Amendment Application A 09/18 Trillium Housing Oak Non-Profit Corporation Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca Part of Lot 18, Concession 3, Part 1, 40R-29457 (Southeast Corner of William Jackson Drive and Earl Grey Avenue) Recommendation: 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 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 18-19 181 Comprehensive Zoning By-law Review Work Program Recommendation: Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 1.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. 9.Reports – New and Unfinished Business 9.1 Director, Corporate Services & City Solicitor, Report LEG 06-19 50 Strategic Plan Proposal of Planning Solutions Inc. Recommendation: 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, 4.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 9.2 Director, Engineering Services, Report ENG 06-19 123 Consultant Selection for Stormwater Management Facilities Asset Management Plan Proposal No. RFP-3-2019 Recommendation: Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 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. 9.3 130Director, Finance & Treasurer, Report FIN 14-19 Provincial Audit and Accountability Fund - REVISED Recommendation: 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. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 10.Motions and Notice of Motions 10.1 Review and Update of Property Standards By-law 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 VII, Section 127-131, in response to complaints. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 11.By-laws 11.1 11.2 11.3 11.4 136 11.5 139 11.6 142 By-law 7698/19 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. [Refer to page 16 of the Executive Committee Agenda] 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. [Refer to page 34 of the Executive Committee Agenda] 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. [Refer to page 50 of the Executive Committee Agenda] By-law 7701/19 Being a by-law to exempt Blocks 224 to 264, Plan 40M-2625, 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. Council Meeting Agenda Monday, June 24, 2019 Council Chambers Immediately following the Special Planning & Development Committee Meeting For information related to accessibility requirements please contact: Linda Roberts 905.420.4660 Extension 2928 lroberts@pickering.ca 11.7 By-law 7704/19 Being a By-law to Establish the 2019 Final Property Tax Due Date for the Commercial, Industrial and Multi-Residential Tax Classes. [Refer to page 182 of the Executive Committee Agenda] 11.8 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). [Refer to page 164 of the Planning & Development Committee Agenda] 11.9 By-law 7706/19 146 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 7707/19 157 Being a By-law to amend Zoning By-law 7553/17, as amended, to remove the holding provision “H6” (A 09/19). 12.Other Business 13.Confirmation By-law 14.Adjournment Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 1 Present: Mayor Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: T. Prevedel - Chief Administrative Officer P. Bigioni - Director, Corporate Services & City Solicitor M. Carpino - Director, Community Services J. Hagg - Fire Chief R. Holborn - Director, Engineering Services S. Karwowski - Director, Finance & Treasurer C. Rose - Chief Planner T. Higgins - Accessibility Coordinator S. Cassel - City Clerk L. Harker - Deputy Clerk 1. Invocation Mayor Ryan called the meeting to order and led Council in the saying of the Invocation. 2. Disclosure of Interest No disclosures of interest were noted. 3. Adoption of Minutes Resolution #82/19 Moved by Councillor McLean Seconded by Councillor Brenner Council Minutes, April 23, 2019 Executive Committee Minutes, May 6, 2019 - 1 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 2 Special Council Meeting Minutes, May 6, 2019 (Confidential Special Council Meeting Minutes, May 6, 2019 – provided under separate cover) Planning & Development Committee Minutes, May 6, 2019 Carried 4. Presentations There were no presentations. 5. Delegations 5.1 Jake Farr PFLAG Canada Durham Region Re: Rainbow Crosswalks Jake Farr, President, PFLAG Durham Region, appeared before Council to provide an overview of PFLAG’s activities which include providing education, support and resources pertaining to sexual orientation and gender identity/expression. Mr. Farr provided information to Council regarding rainbow crosswalks noting other municipalities who have installed or will be installing rainbow crosswalks or other rainbow installations. Mr. Farr requested the support of Pickering Council to install a rainbow crosswalk in a prominent location within the City. A brief question and answer period ensured regarding how locations are identified, costs, and potential suitable locations in the City. 5.2 Eileen Higdon Re: Environmental and Economic Viability of a Pickering Airport Eileen Higdon appeared before Council and raised questions pertaining to the economic viability of a Pickering Airport. Ms. Higdon noted that there is no business case for an airport, and expressed concerns regarding the environmental impacts associated with an airport. 5.3 Glenn Lang, Member, Pickering Accessibility Advisory Committee (AAC) and John McLellan, Ajax-Pickering Board of Trade, Liaison to ACC Re: Corr. 11-19, 2018 Year End Report and 2019 Proposed Work Plan Glenn Lang, Member, AAC, appeared before Council to provide the Committee’s 2018 Year End Report and 2019 Proposed Work Plan. Through the aid of a Power Point presentation, Mr. Lang outlined the - 2 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 3 Committee’s recent accomplishments, including the creation of a Service Animal Task Force. He noted that there is still lots of work to do, and that the Committee’s upcoming priorities included improving housing standards, facilitating employment opportunities for those with disabilities, and improved transit and community access. 5.4 Glenn Brown Re: Report PLN 08-19, Kingston Road Corridor and Specialty Retailing Node Intensification Study – Status Update and Recommended Vision and Intensification Scenario (Phase 2 of the South Pickering Intensification Study) Glenn Brown appeared before Council to raise concerns regarding the South Pickering Intensification Study. Mr. Brown referred to his correspondence dated May 6, 2019 which was submitted to Members of Council prior to the May 6th Planning and Development Committee Meeting. He suggested that instead of growth, the City should be focusing on repairing and maintaining its’ existing infrastructure. He stated that the world is running out of sand for cement, and that combined with climate change issues, the City should focus on projects with fewer roads and hard surfaces. 5.5 Elizabeth Wallis Re: Corr. 13-19, Motion for Autism Resolution and Ontario Government’s Pause Plan – Support for Needs Based Therapy for Autism Elizabeth Wallis appeared before Council in support of the Motion for Autism Resolution and Ontario Government’s Pause Plan. Ms. Wallis provided an overview of the current lack of financial support for families impacted by autism in the community, and provided personal examples of the financial, physical, and emotional struggles that these families face. Ms. Wallis requested that Pickering Council demonstrate their support by passing the resolution outlined in Correspondence 13-19. A question and answer period ensued regarding government funding changes to the autism program and the associated impacts. 5.6 Elisha Chesler, Director, Sunshine Learning Centre Inc. Re: Impacts on Changes to Autism Funding Elisha Chesler, Director, Sunshine Learning Centre Inc., appeared before Council to request support for the resolution outlined in Correspondence 13-19. Ms. Chesler provided an overview of Applied - 3 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 4 Behaviour Analysis (ABA) Therapy, the most widely recognized therapy for children with autism, and stated that the proposed funding cuts will result in sub-optimal treatment for these children. She also noted that the funding cuts will mean fewer educational support staff in schools, and an increase in children entering schools with developmental issues. Ms. Chesler stated that she supports moving towards a “needs-based” system. A question and answer period ensued regarding impacts on college programs for specialized teaching for children with developmental issues, financial impacts on families, wait lists for programs, and how Ontario compares to other provinces. 5.7 Abigail Sampson Re: Corr. 10-19, New Regional Smoke-Free By-law (2019-MOH-2) Abigail Sampson appeared before Council in support of the New Regional Smoke-Free By-law, but with a suggested amendment. Ms. Sampson noted that the proposed by-law does not include provisions for exemptions for cannabis patients. She stated that patients that require immediate results from cannabis typically smoke or vape and removing their right to do this in certain spaces may be infringing on their human rights. A question and answer period ensued regarding the duty to accommodate cannabis patients, and whether Ms. Sampson had provided her comments to the Region of Durham for their consideration. 6. Correspondence Resolution #83/19 Moved by Councillor McLean Seconded by Councillor Pickles That the rules of procedure be suspended to change the order of the agenda to bring forward Item 6.7, Corr. 13-19, regarding a motion for autism, as the next item of business. Carried on a Two-Thirds Vote - 4 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 5 6.7 Corr. 13-19 Elizabeth Wallis Re: Motion for Autism Resolution Resolution #84/19 Moved by Councillor McLean Seconded by Councillor Brenner Whereas according to the Public Health Agency of Canada and the Canadian Medical Association Journal, Autism Spectrum Disorder (ASD), is one of the most common developmental disabilities in Canada with 1 in 66 children diagnosed and approximately 1% of the Canadian population affected by ASD, which means there are approximately 100,000 Ontarians on the autism spectrum; And whereas ASD is a life-long neurological disorder that affects the way a person communicates and relates to the people and world around them; And whereas while ASD affects every child differently, their symptoms, abilities, and experiences can improve over time with the help of therapies and supportive practices, with evidence demonstrating that when children start behavioural intervention between ages 2 and 5, they gain improvements in cognitive and language development, are better prepared for school, and have better long-term outcomes in adulthood; And whereas the Provincial Government has recently introduced new funding programs and service delivery approaches intended to address waitlists for treatment and other challenges within the existing ASD support system; And whereas considerable concerns have been expressed about these funding and program changes by a broad variety of stakeholders including Autism Ontario, physicians, educators, therapists, clinicians, and parents; And whereas these concerns speak to such matters as the inadequacy of funding, inflexibility of treatment programs, and lack of appropriate training and resources within classrooms that will be expected to support ASD students – any of which can - 5 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 6 detrimentally affects families across Ontario including those in the City of Pickering; Now therefore let it be resolved that the Council of The Corporation of the City of Pickering formally requests that the Minister of Children, Community and Social Services suspend implementation of its planned changes to the Ontario autism program pending meaningful consultation with a broad range of relevant stakeholders and inclusion of any necessary revisions to the program to ensure that autistic children receive the support they need to thrive within their communities, and that a copy of this resolution be forwarded to Premier Ford, Minister Mulroney, local MPP’s in Pickering-Uxbridge and Durham, and the Association of Municipalities, Ontario. Carried Unanimously on a Recorded Vote 6.1 Corr. 07-19 Marisa Carpino, Director, Community Services Re: Request to Deaccession Artifacts at Pickering Museum Village – April 2019 Deaccession List Resolution #85/19 Moved by Councillor Butt Seconded by Councillor Brenner That Corr. 07-19, dated May 7, 2019, from Marisa Carpino, Director, Community Services, requesting approval for the deaccession of artifacts as proposed by City staff and endorsed by the Cultural Advisory Committee on April 30, 2019, be approved. Carried 6.2 Corr. 08-19 Ralph Walton, Regional Clerk/Director of Legislative Services, Region of Durham Re: Durham Vision Zero – A Strategic Road Safety Action Plan for the Regional Municipality of Durham (2019-W-27) Resolution #86/19 Moved by Councillor Butt Seconded by Councillor Cumming - 6 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 7 That Corr. 08-19, dated April 26, 2019, from Ralph Walton, Regional Clerk, Regional Municipality of Durham, regarding Durham Vision Zero – A Strategic Road Safety Action Plan for the Regional Municipality of Durham (2019-W-27), be received for information. Carried 6.3 Corr. 09-19 Guy Giorno, Integrity Commissioner Re: 2018 Annual Report Resolution #87/19 Moved by Councillor Pickles Seconded by Councillor Cumming That Corr. 09-19, dated May 7, 2019, from Guy Giorno, Integrity Commissioner for the City of Pickering, regarding the 2018 Annual Report, be received for information. Carried 6.4 Corr. 10-19 Memo from Paul Bigioni, Director, Corporate Services & City Solicitor, regarding correspondence received from Ralph Walton, Regional Clerk/Director of Legislative Services, Region of Durham Re: New Regional Smoke-Free By-law (2019-MOH-2) A brief question and answer period ensued between Members of Council and the Director, Corporate Services & City Solicitor, regarding medical exemptions for cannabis and the Human Rights Code. Resolution #88/19 Moved by Councillor Ashe Seconded by Councillor Butt 1. That Corr. 10-19 dated April 26, 2019, from Ralph Walton, Regional Clerk, Regional Municipality of Durham, regarding the new Regional Smoke-Free By-law (2019-MOH-2), be received; and, - 7 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 8 2. That the Region of Durham be advised that the City of Pickering consents to the By-law as presented. Carried 6.5 Corr. 11-19 Tim Higgins, Accessibility Coordinator, City of Pickering Re: 2018 Year End Report and 2019 Proposed Work Plan Resolution #89/19 Moved by Councillor Brenner Seconded by Councillor Cumming That Corr. 11-19, dated May 10, 2019, from Tim Higgins, Accessibility Coordinator, City of Pickering, submitting the 2018 Year End Report and 2019 Proposed Work Plan for the Accessibility Advisory Committee, be received for information. Carried 6.6 Corr. 12-19 Tanya Ryce, Supervisor, Cultural Services, City of Pickering Re: 2018 Report & 2019 Work Plan Resolution #90/19 Moved by Councillor Butt Seconded by Councillor Pickles That Corr. 12-19, dated May 9, 2019, received from Tanya Ryce, Supervisor, Cultural Services, City of Pickering, submitting the 2018 Report & 2019 Work Plan for the Cultural Advisory Committee, be received for information. Carried 6.8 Corr. 14-19 Elizabeth Martelluzzi, Planner II – Heritage, City of Pickering Re: Heritage Pickering Advisory Committee 2018 Year End Report and 2019 Workplan Resolution #91/19 - 8 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 9 Moved by Councillor Brenner Seconded by Councillor Ashe That Corr. 14-19, dated May 27, 2019, received from Elizabeth Martelluzzi, Planner II – Heritage, City of Pickering, submitting the 2018 Year End Report and 2019 Workplan for the Heritage Committee, be received for information. Carried 6.9 Corr. 15-19 Chris Jones, Director of Planning and Regulation, Central Lake Ontario Conservation Authority (CLOCA) Re: Central Lake Ontario Conservation Authority Comments for Conservation Authority Development Permits – Environmental Registry of Ontario Notice Number 013-4992 Resolution #92/19 Moved by Councillor Pickles Seconded by Councillor Butt That Corr. 15-19, dated May 17, 2019, received from Chris Jones, Director of Planning and Regulation, Central Lake Ontario Conservation Authority (CLOCA), regarding Central Lake Ontario Conservation Authority Comments for Conservation Authority Development Permits – Environmental Registry of Ontario Notice Number 013-4992 be received for information. Carried 7. Report EC 2019-05 of the Executive Committee 7.1 Director, City Development & CBO, Report PLN 12-19 Bonus Zoning Policy, City of Pickering Council Decision That the Bonus Zoning Policy, dated May 6, 2019, be approved as set out in Appendix I to Report PLN 12-19. - 9 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 10 7.2 Director, Finance & Treasurer, Report FIN 07-19 Development Charges Reserve Fund – Statement of the Treasurer for the Year Ended December 31, 2018 Council Decision That Report FIN 07-19 of the Director, Finance & Treasurer respecting the Development Charges Reserve Fund, be received for information. Resolution #93/19 Moved by Councillor Butt Seconded by Councillor Cumming That Report EC 2019-05 of the Executive Committee meeting held on May 6, 2019 be adopted. Carried 8. Report PD 2019-04 of the Planning & Development Committee 8.2 Director, City Development & CBO, Report PLN 09-19 Update to the Municipal Heritage Register Council Decision 1. That the City of Pickering Municipal Heritage Register, dated May 2019, as set out in Appendix I to report PLN 09-19, be approved; and 2. That the City Development Department be directed to update the City of Pickering Municipal Heritage Register every two years. 8.3 Director, City Development & CBO, Report PLN 10-19 Heritage Permit Application HP 02/19 Request for removal of cattle barn at 1860 Seventh Concession Road Council Decision That the Heritage Permit Application HP 02/19 to remove a cattle barn located at 1870 Seventh Concession be approved. - 10 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 11 8.4 Director, City Development & CBO, Report PLN 11-19 Official Plan Amendment OPA 18-001/P Zoning By-law Amendment Application A 02/18 Draft Plan of Subdivision Application SP-2018-02 Draft Plan of Condominium Application CP-2018-01 Icon Forest District Limited Northwest corner of Finch Avenue and Altona Road (2024 and 2026 Altona Road, and 200 Finch Avenue) Council Decision 1. That Official Plan Amendment Application OPA 18-001/P, submitted by Icon Forest District Limited, to re-designate the lands located on the northwest corner of Finch Avenue and Altona Road from “Urban Residential Areas – Low Density Areas” to “Urban Residential Areas – Medium Density Areas” to allow a residential common element condominium development be approved, and that the draft by-law to adopt Amendment 34 to the Pickering Official Plan as set out in Appendix I to Report PLN 11-19 be forwarded to Council for enactment; 2. That Zoning By-law Amendment Application A 02/18, submitted by Icon Forest District Limited, to facilitate a residential common element condominium development consisting of 40 semi-detached and 68 townhouse units on the lands located at the northwest corner of Finch Avenue and Altona Road, be endorsed subject to the provisions contained in Appendix II to Report PLN 11-19, and that staff be authorized to finalize and forward an implementing Zoning By-law to Council for enactment; 3. That Draft Plan of Subdivision Application SP-2018-02, submitted by Icon Forest District Limited, to establish a single development block to facilitate a common element condominium, as shown on Attachment #4 to Report PLN 11-19, and the implementing conditions of approval, as set out in Appendix III, be endorsed; 4. That Informational Revision 23 to the Pickering Official Plan Rouge Park Neighbourhood Map 24 to delete the symbols for a “Proposed Separate Elementary School” and “Proposed Park”, as set out in Appendix IV, be approved; and - 11 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 12 5. That the changes to the Rouge Park Neighbourhood Development Guideline Figure A – Tertiary Plan, as shown on Appendix V to Report PLN 11-19, to delete the “Future Elementary School”, “Neighbourhood Park”, “Potential Access Location” and “Potential Heritage Home”, be approved. 8.5 Director, City Development & CBO, Report PLN 13-19 The Municipal Comprehensive Review of the Durham Regional Official Plan: Agricultural and Rural System Discussion Paper, March 2019 Council Decision 1. That the Region maintain the current goals and directions for the Agricultural/Rural System, and expand the goals and directions for the Agricultural/Rural System in Durham to:  support the diversification of agricultural uses and value-added agriculture;  support edge planning that will protect farm operations and improve land use compatibility between agricultural and urban land uses;  plan for climate change impacts;  acknowledge the important relationship between the Prime Agricultural Areas and the Agri-Food Network, and  support the provision of reliable fiber optic services to the rural area; 2. That the Region retain its current approach to referencing the MDS, as amended from time to time, and allow area municipalities the flexibility to implement and interpret the MDS formulae at the local level; 3. That the Region require local official plans to incorporate buffer areas along the urban/agricultural interface as a mechanisms to address land use conflicts arising between urban and real land uses; - 12 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 13 4. That the Region provide high level policy support for, and recognition of, urban agriculture as part of the Region’s Agricultural System, while also encouraging area municipalities to support urban agriculture though policies and zoning; 5. That the Region update any technical matters that may have occurred within the Duffins/Rouge Agricultural Preserve and Seaton Specific Policy Area lands since their designation in the Regional Plan; 6. That the Region broaden its policies to recognize “new” types of agriculture-related and “on-farm” diversified; enable area municipalities to consider these types of uses through zoning by-law amendments and/or site plan approval, and to detail criteria for these uses in local official plans; and further that the Region include in its new Official Plan “caps” for certain scales of agricultural-related and on-farm diversified use operations that would trigger a more comprehensive planning review process; 7. That the Region acknowledge and address the concerns identified by staff related to the Provincial Agricultural System Mapping – Prime Agricultural Area designation as it affects the City of Pickering, as discussed in section 2.6.3 of this Report (PLN 13-19); 8. That the Region revise its lot creation policy permitting severance of a farm dwelling rendered surplus by farm consolidations, to only those circumstances when a farmer acquires an immediately abutting farm in Prime Agricultural Areas within the Agricultural System; 9. That the Region maintain the “Major Open Space” designation on non-prime agricultural lands in the new Regional Official Plan rather the change to the Province’s preference for Durham to use a “Rural Lands” designation; 10. That the Region introduce policies to restrict large solar farms from locating on prime agricultural lands; 11. That the Region recognize the Rouge National Urban Park and its management objectives in the new Regional Official Plan; 12. That the Region update its aggregate resources policies in accordance with the Provincial Policy Statement 2014 and the Growth Plan 2017; and further the Region remove the designations of High - 13 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 14 Potential Aggregate Resource Areas on lands within the limits of Settlement Areas (e.g., Barclay Estates); 13. That the Region enable area municipalities to allow accessory uses on golf courses, subject to criteria controlling the scale of the accessory use; and 14. That the Region acknowledge the exception for a cemetery use on lands located northeast of the Hamlet of Greenwood, between Highway 407 and Highway 7, reflected as “E3” on Schedule I of the Land Use Structure in the Pickering Official Plan, by including a policy exception in the Regional Official Plan. Resolution #94/19 Moved by Councillor Pickles Seconded by Councillor Brenner That Report PD 2019-04 of the Planning & Development Committee meeting held on May 6, 2019 be adopted, save and except Item 8.1, Report PLN 08-19. Carried 8.1 Director, City Development & CBO, Report PLN 08-19 Kingston Road Corridor and Specialty Retailing Node Intensification Study -Status Update and Recommended Vision and Intensification Scenario (Phase 2 of the South Pickering Intensification Study) A question and answer period ensued between Members of Council and Staff regarding correspondence received from Weston Consulting on May 24, 2019, pertaining to comments for consideration, including the requirement for ongoing flexibility within the Study. City Staff confirmed that as applications for this area are received, they will work with applicants to ensure that the proposed vision for the corridor is adhered to. Resolution #95/19 Moved by Councillor Pickles Seconded by Councillor Brenner - 14 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 15 1. That Council endorse the Recommended Vision for the Kingston Road Corridor and Specialty Retailing Node, contained in Appendix I; 2. That Council endorse the Recommended Intensification Scenario for the Kingston Road Corridor and Specialty Retailing Node, contained in Appendix II, subject to the following: a) that the Recommended Intensification Scenario be revised by replacing the words “Maximum Height (Storeys)” under the sub- heading “Land Use/Built Form” in the legend of the Scenario Maps, depicted on pages 29, 31, 33, and 35, with the words “Notional Height (Storeys)”, and b) that the text within the Recommended Intensification Scenario contained in Appendix II to Report PLN 08-19 with the Recommended Intensification Scenario Report, dated March 2019, be revised accordingly to delete the references to “maximum” building heights; 3. That staff be authorized to initiate Phase 3 of the Kingston Road Corridor and Specialty Retailing Node Study; and 4. That a copy of Report PLN 08-19 be forwarded to the Region of Durham, the Toronto and Region Conservation Authority, the Ministry of Transportation, and Parks Canada. Carried 9. Reports – New and Unfinished Business 9.1 Director, Finance & Treasurer, Report FIN 10-19 Inter-Creditor Agreement between Elexicon Energy, Elexicon Corporation and Municipal Shareholders and Toronto Dominion Bank Resolution #96/19 Moved by Councillor Ashe Seconded by Councillor Butt 1. That Report FIN 10-19 of the Director, Finance & Treasurer be approved; - 15 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 16 2. That Council pass the attached By-law, approving the Inter-Creditor Agreement between the Toronto Dominion Bank, the Town of Ajax, the Municipality of Clarington, the City of Belleville, the Town of Whitby, the City of Pickering and Elexicon Corporation and Elexicon Energy Inc.; 3. That the Mayor and City Clerk be authorized to execute the required agreements to give effect thereto; and 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 9.2 Director, Community Services, Report CS 29-19 Canada Cultural Investment Fund: Strategic Initiatives – Pickering Museum Village Cultural Tourism Project Resolution #97/19 Moved by Councillor Pickles Seconded by Councillor Butt 1. That Council endorse the City of Pickering’s application to the Canada Cultural Investment Fund for the Pickering Museum Village Cultural Tourism project by way of a Council resolution; 2. That a copy of this report be forwarded to Jennifer O’Connell, MP, Pickering-Uxbridge; and, 3. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. Carried 9.3 Director, City Development & CBO, Report PLN 14-19 Proposed Bill 108, More Homes, More Choice Act, 2019 and Provincial Housing Supply Action Plan – Environmental Registry of Ontario Numbers 019-0016, 019-0017, and 019-0021 Resolution #98/19 - 16 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 17 Moved by Councillor Brenner Seconded by Councillor Cumming 1. That Council receive for information and review, a copy of City of Toronto Report CC7.3 of the City Manager, Chief Planner and Executive Director, City Planning, dated May 14, 2019, titled “Proposed Bill 108 (More Homes, More Choice Act, 2019) and the Housing Supply Action Plan – Preliminary City Comments”, provided as Appendix I to Report PLN 14-19; 2. That Council endorse the following recommendations of the City of Toronto Report CC7.3 as they apply to the City of Pickering: #2, #3 and #4 requesting the Province consult further with municipalities; #8 though #21 requesting the Province amend Bill 108 for the Planning Act; #22 through #29 requesting the Province amend Bill 108 for the Development Charges Act; and #30 through #36 requesting the Province amend Bill 108 for the Ontario Heritage Act,; and, 3. That a copy of Report PLN 14-19 and Council’s resolution on the Report be forwarded to: the Minister of Municipal Affairs and Housing; the Environmental Registry of Ontario; the Honourable Peter Bethlenfalvy, MPP Pickering – Ajax; and the Region of Durham. Carried 10. Motions and Notice of Motions 10.1 Re-Creation of the Beachfront Park Discussion ensued regarding timelines for the completion of the work plan, community input into the new park plan and whether there is the potential for funding from the sponsorship program. Resolution #99/19 Moved by Councillor McLean Seconded by Councillor Brenner Whereas in 1997, the City of Pickering adopted the Waterfront 2001 Interim Task Force report; - 17 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 18 Whereas the Task Force report was the foundation leading to the construction of the Beachfront Park to serve as a link to the Great Lakes Waterfront Trail, a Nautical Village and marine destination, a tourist destination, and a place for families to enjoy one of Pickering’s jewels - “Lake Ontario and Frenchman’s Bay”; Whereas for two decades, the Frenchman’s Bay east waterfront has grown in popularity as not only a recreational place, but a place to appreciate Pickering’s rich history and the importance of environmental stewardship; Whereas in spite of all efforts to maintain our Beachfront Park, the impact of global warming and climate change has resulted in water levels increasing to record levels, causing severe flooding and damage to properties across the entire Lake Ontario shoreline; Whereas the frequency of storms and winds off the lake has become the norm resulting in many of the amenities that were built on the shoreline of Lake Ontario, including the Beachfront Park to be damaged to the point that many can no longer be restored; And whereas the Council for the Corporation of the City of Pickering and its residents deem the re-creation of a new Beachfront Park as a priority; Now therefore be it resolved that staff be directed through the direction of the CAO to: 1. Report back to Council prior to the December 16, 2019 Council meeting on a work plan that will include: a) A process to engage subject experts, residents, and community partners to begin discussions in 2020 on the re- creation of a new park plan; and, b) Possible sources of funding including gas tax revenues, grants associated with the carbon tax and other environmental incentives offered by the Federal and or Provincial Government, a funding formula that could draw from a dedicated casino revenue account, development charges, and other sources that may exist. - 18 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 19 2. Incorporate funds in the 2020 current budget to hire required resources to assist in the planning for the Beachfront Park Plan. Carried Unanimously on a Recorded Vote 11. By-laws 11.1 By-law 7694/19 Being a by-law to stop-up and close certain portions of Wingarden Crescent and Shade Master Drive as public highways, release and abandon access/maintenance easements in favour of the City and convey certain lands and interests in land to the abutting owners, subject to required easements. 11.2 By-law 7695/19 Being a by-law to authorize the execution of an inter-creditor agreement between the Toronto Dominion Bank, the Town of Ajax, the Municipality of Clarington, the City of Belleville, the Town of Whitby, the City of Pickering and Elexicon Corporation and Elexicon Energy Inc. 11.3 By-law 7696/19 Being a By-law to adopt Amendment 34 to the Official Plan for the City of Pickering (OPA 18-001/P). Resolution #100/19 Moved by Councillor Ashe Seconded by Councillor Brenner That By-law Nos. 7694/19 through 7696/19 be approved. Carried 12. Confidential Council – Public Report In accordance with the provisions of Section 239 of the Municipal Act and Procedural By-law 7665/18, an In Camera meeting of Council was held prior to the regularly scheduled meeting in that the matters discussed related to; - 19 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 20  personal matters about an identifiable individual, including municipal or local board employees;  a proposed or pending acquisition or disposition of land by the municipality or local board; and,  advice that is subject to solicitor-client privilege, including communications necessary for that purpose. 12.1 Verbal Update from the Director, Engineering Services and Presentation from Kevin Phillips and Anoushka Martil, AECOM Re: Potential Acquisition of Land Mayor Ryan stated that during the in-camera session, Council received a verbal update from the Director of Engineering Services and a presentation from AECOM pertaining to the potential acquisition of land. Refer to the In Camera minutes for further information. [City Clerk has custody and control of the In Camera minutes.] 12.2 Appointments to Heritage Pickering Advisory Committee Resolution #101/19 Moved by Councillor Cumming Seconded by Councillor Butt That David Fellin be appointed to the Heritage Pickering Advisory Committee for a term ending November 14, 2022 or until a successor is appointed. Carried 13. Other Business 13.1 Councillor Brenner requested that Staff, through the CAO, review potential locations and costs to install a rainbow crosswalk, including the potential for the crosswalk to be embedded into the stonework for the downtown development on Glenanna Road. 13.2 Councillor Brenner requested that By-law and City Development Staff review the Tree Preservation By-law, as it currently does not have the tools to deal with infill construction as it pertains to the protection of trees. - 20 - Council Meeting Minutes Monday, May 27, 2019 Council Chambers 7:00 pm 21 13.3 Councillor Brenner provided notice that he would be bringing forward a Notice of Motion regarding a review of the Property Standards By-law. 13.4 Councillor Cumming requested that Staff ensure parking by-laws are strictly enforced, including the misuse of accessible parking spots and requested the Director, Corporate Services & City Solicitor provide statistics on the tickets issued in this regard. 14. Confirmation By-law By-law Number 7697/19 Councillor McLean, seconded by Councillor Pickles moved for leave to introduce a By-law of the City of Pickering to confirm the proceedings of May 27, 2019. Carried 15. Adjournment Moved by Councillor Pickles Seconded by Councillor Cumming That the meeting be adjourned. Carried The meeting adjourned at 9:30 pm. Dated this 27th day of May, 2019. David Ryan, Mayor Susan Cassel City Clerk - 21 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 1 Present: Mayor Ryan Councillors: K. Ashe S. Butt I. Cumming B. McLean D. Pickles Absent: M. Brenner Also Present: T. Prevedel - Chief Administrative Officer K. Bentley - Director, City Development and CBO P. Bigioni - Director, Corporate Services & City Solicitor M. Carpino - Director, Community Services J. Hagg - Fire Chief R. Holborn - Director, Engineering Services S. Karwowski - Director, Finance & Treasurer C. Rose - Chief Planner S. Cassel - City Clerk S. Booker - Manager, Capital Projects & Infrastructure K. Senior - Manager, Accounting Services V. Plouffe - Manager, Facilities Capital Projects M. Jones - Supervisor, Taxation C. Whitaker - Supervisor, Sustainability N. Emery - Coordinator, Traffic Operations L. Harker - Deputy Clerk 1. Disclosure of Interest There were no disclosures of interest noted. Moved by Mayor Ryan - 22 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 2 Seconded by Councillor Pickles That the order of the agenda be changed to bring forward Item 3.8, Report FIN 08-19 as the first item of business, along with the delegation by Pina Colavecchia, Partner, Deloitte LLP. Carried 3. Matters for Consideration 3.8 Director, Finance & Treasurer, Report FIN 08-19 2018 Year End Pina Colavecchia, Partner, Deloitte LLP, appeared before the Committee to provide an overview of the 2018 Year End Audit. Ms. Colavecchia provided highlights of the audit, noting that any risks identified had been addressed and that the overall conclusion of the audit identified that the City was in compliance with Canadian Public Accounting Standards. A brief question and answer period ensued regarding the merger of Veridian and Whitby Hydro. Ms. Colavecchia noted that the 2018 audit did not contain any of the merger transactions and that they would be included in the 2019 audit as the transaction took place in April 2019. Recommendation: Moved by Councillor Ashe Seconded by Councillor Cumming 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 2. Delegations - 23 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 3 2.1 Jason Hunt, Director of Legal Services, Corporate Services, Durham Region, and Christina Henderin, Associate Solicitor, Legal and By-Law Services, Town of Whitby Re: Introduction to the Access to Justice Hub Jason Hunt, Director of Legal Services, Durham Region and Christina Henderin, Associate Solicitor, Town of Whitby, appeared before the Committee to provide an overview of the Access to Justice Hub. Through the aid of a Power Point presentation, Mr. Hunt provided an overview of the Hub, which provides free legal services to supplement legal aid. It involves an inclusive approach, which is not just for legal issues, but also for social services and/or various financial matters. Mr. Hunt provided an overview of successes to date noting that the Hub would not be successful without community partnerships. Ms. Henderin provided an overview of next steps, which include finalizing the education component to all Durham Regional municipalities. A brief question and answer period ensued regarding the coordination with other services in Durham Region as well as the involvement of students from Durham College and other educational institutions who volunteer as part of their post-secondary education programs. Further questions were raised regarding the possibility of introducing satellite offices across the Durham Region. 2.2 Stan Karwowski, Director, Finance & Treasurer and Mike Jones, Supervisor, Taxation Re: Farm Taxation Stan Karwowski, Director, Finance & Treasurer and Mike Jones, Supervisor, Taxation, appeared before the Committee to provide an overview on Farm Assessment. Through the aid of a Power Point presentation, Mr. Jones gave a summary of applicable legislation, and noted the valuations for traditional, greenhouse, and industrial and vertical farming. A brief question and answer period ensued regarding assessment rates for Federal and Provincial farming lands and whether these ratios were comparable to privately owned land. 3. Matters for Consideration (Continued) 3.1 Director, Community Services, Report CS 06-19 - 24 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 4 Beverage Supply Agreement Renewal – Coca-Cola Canada Bottling Limited Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt 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. Carried 3.2 Director, Community Services, Report CS 08-19 Quotation No. Q-7-2019 Supply and Delivery of Road Grader with Attachments Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt 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: 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; - 25 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 5 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; 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 this report. Carried 3.3 Director, Community Services, Report CS 24-19 Gingerbread Co-operative Nursery School (Pickering) Inc. License Agreement Renewal Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt 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. Carried 3.4 Director, Community Services, Report CS 30-19 - 26 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 6 Community Festivals and Events – Approval of Christmas Market in Esplanade Park Marisa Carpino, Director, Community Services, provided a brief overview of the event, noting that it would be a holiday celebration event that would include a number of vendors. Recommendation: Moved by Councillor Ashe Seconded by Councillor Cumming 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. Carried 3.5 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 A brief question and answer period ensued regarding enforcing the Parking By-law and whether staffing levels would be increased to assist with such enforcement. Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt 1. 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, - 27 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 7 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 3.6 Director, Engineering Services, Report ENG 08-19 Amendments to Traffic and Parking By-law 6604/05 – Various Locations Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt 1. 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 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. Carried 3.7 Director, City Development & CBO, Report PLN 15-19 Sustainable Pickering Year-in-Review Recommendation: Moved by Councillor Pickles Seconded by Councillor Butt That Report PLN 15-19 be received for information. Carried 3.9 Director, Finance & Treasurer, Report FIN 09-19 - 28 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 8 Investment Portfolio Activity for the Year Ended December 31, 2018 Ontario Regulation 438/97 under the Municipal Act, 2001 A question and answer period ensued regarding investment risks and returns, with Staff advising that they would be looking at other investment options and would be bringing forward an investment strategy to Council. Recommendation: Moved by Councillor Butt Seconded by Mayor Ryan 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. Carried 3.10 Director, Finance & Treasurer, Report FIN 11-19 Annual Indexing – Development Charges and Seaton Financial Impacts Agreement Recommendation: Moved by Councillor Cumming Seconded by Councillor Pickles 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; 4. That effective July 1, 2019 the payments related to “10 per cent Soft Services” as provided for by the Seaton Financial Impacts Agreement - 29 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 9 (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. Carried 3.11 Director, Finance & Treasurer, Report FIN 12-19 Universal City One Developments Inc. – Request to Defer Payment of Development Charges Recommendation: Moved by Councillor Cumming Seconded by Councillor Pickles 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. - 30 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 10 Carried 3.12 Director, Finance & Treasurer, Report FIN 13-19 2019 Final Tax Due Date for Commercial, Industrial, and Multi- Residential Realty Tax Classes Recommendation: Moved by Councillor Butt Seconded by Councillor Ashe 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. Carried 4. Other Business There was no other business. 5. Adjournment Moved by Mayor Ryan Seconded by Councillor Cumming That the meeting be adjourned. Carried - 31 - Executive Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 2:00 pm Chair: Councillor McLean 11 The meeting adjourned at 2:52 pm. - 32 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 1 Present: Mayor Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles (arrived at 8:03 pm) Also Present: T. Prevedel - Chief Administrative Officer K. Bentley - Director, City Development and CBO P. Bigioni - Director, Corporate Services & City Solicitor C. Rose - Chief Planner S. Cassel - City Clerk N. Surti - Manager, Development Review & Urban Design D. Jacobs - Principal Planner, Policy M. Kish - Principal Planner, Policy D. Wylie - Principal Planner, Development Review F. Chau - Planner I R. McNeil - Planner I L. Harker - Deputy Clerk Due to Councillor Pickles being detained on official business at a Durham Region Public Health Meeting, Councillor Ashe assumed the Chair in his absence. 1. Disclosure of Interest There were no disclosures of interest noted. 2. Delegations 2.1 Cameron Richardson, Senior Project Manager, Duffins-Carruthers, Toronto and Region Conservation Authority (TRCA) Re: Carruthers Creek Watershed Plan Status Update - 33 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 2 Cameron Richardson, Senior Project Manager, TRCA, appeared before the Committee to provide an update on the Carruthers Creek Watershed Plan. Through the aid of a Power Point presentation, Mr. Richardson outlined the Plan details, including pertinent phases of the Plan. He noted that to date there has been extensive stakeholder and public consultation, and provided an overview of feedback received. 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. 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. 09-19 City Initiated Official Plan Amendment: Ecosystem Compensation Proposed Amendment 35 to the Pickering Official Plan File: OPA 19-003/P A public information meeting was held under the Planning Act, for the purpose of informing the public with respect to the above -noted application. Dean Jacobs, Principal Planner, Policy, appeared before the Committee to provide an overview of the Ecosystem Compensation Proposed Amendment 35 to the Pickering Official Plan. Through the aid of a Power Point presentation, he outlined the circumstances that have led to the proposed Official Plan Amendment 35, and the changes proposed in the amendment. No members of the public appeared in opposition to, or in supp ort of this application. 3.2 Information Report No. 10-19 City Initiated Official Plan Amendment: Drinking Water Source Protection – Conformity to the Credit Valley, Toronto and Region, - 34 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 3 and Central Lake Ontario Source Protection Plan and Toronto and Region Assessment Report Draft Proposed Amendment 36 to the Pickering Official Plan File: OPA 19-002/P A public information meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Margaret Kish, Principal Planner, Policy, appeared before the Committee to provide an overview of the City Initiated Official Plan Amendment, Drinking Water Source Protection. Through the aid of a Power Point presentation, she outlined Draft Amendment 36, the purpose of which is to protect municipal drinking water sources from activities that would pose a threat to water quality and quantity. Ms. Kish noted that municipalities are required to amend their Official Plans to conform to the applicable Source Protection Plan. Through stakeholder consultations, an Informational Revision was drafted for the Pickering Official Plan. Ms. Kish noted that this revision is not appealable by the public due to its application to vulnerable areas. No members of the public appeared in opposition to, or in support of this application. A question and answer period ensued between Members of Council and Staff regarding Pickering residents that are on well water, and whether they are required to do their own water testing. 3.3 Information Report No. 11-19 Zoning By-law Amendment Application A 13/18 Allan Kent Cameron Lot 2 and Part of Block A, Plan 407 (715 Liverpool 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. Rory McNeil, Planner I, appeared before the Committee to provide an overview of the Zoning By-law Amendment Application submitted by Allan Kent Cameron. She provided an overview of the application, noting that the applicant is proposing three detached dwellings and to increase the maximum residential density through the City’s Bonus Zoning provisions. - 35 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 4 Adam Santos, Evans Planning Inc., appeared before the Committee in support of the application. Mr. Santos noted that the application provides a modest form of intensification, and that the applicant intends to use the City’s Bonus Zoning Policy to permit three, rather than two dwellings. Carol Cometa, 1325 Foxglove Avenue, appeared before the Committee expressing concerns regarding the proposed increase in density in the Application noting the area was already condensed. Ms. Cometa stated that she would prefer the development be two dwellings instead of three. A discussion period ensued with Members of Council questioning whether other designs for the style of homes had been explored. Further discussion ensued with Staff being requested to refer to the Liverpool Road Waterfront Node Development Guidelines to clarify the intent of the “nautical village theme” and to consider the compatibility of the development with the surrounding residential neighbourhood. 3.4 Information Report No. 12-19 Zoning By-law Amendment Application A 03/19 Joshani Homes Ltd. Part Lot 72, Plan 418; and now Part 2, 40R-30097 (southerly end of Dunn Crescent) A public information meeting was held under the Planning Act, for the purpose of informing the public with respect to the above -noted application. Felix Chau, Planner I, appeared before the Committee to provide an overview of the Zoning By-law Amendment Application from Joshani Homes. He noted that the proposal is to permit infill residential development and that Dunn Crescent is proposed to be extended into a cul de sac. Rick Bruynson, Joshani Homes Ltd., appeared before the Committee to provide additional details on this Application. Mr. Bruynson noted that the initial Application was for detached dwellings, but that the City initiated a requirement for a cul de sac, resulting in the dwellings needing to be altered to semi-detached. Paula MacDonald, 379 Rosebank Road, appeared before the Committee expressing concerns regarding the creation of a multidimensional residential neighbourhood, the loss of housing values in her neighbourhood with the addition of semi-detached dwellings, and the potential increase in traffic. She also noted that there is a creek on the property, and expressed - 36 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 5 further concerns about flooding on her property once the property is developed. Maria Ciccone, 371 Rosebank Road, appeared before the Committee expressing concerns regarding the potential for flooding on her property once the property is developed and raised questions about the maximum waterflow that could be handled by the existing culverts. She expressed further concerns regarding future construction of patios and paving on the newly developed properties and the contributions these changes would make to flooding. Diane Seeley, 597 Nomad Road, appeared before the Committee expressing concerns regarding the proposed high density dwellings and the impacts of reduced sunlight in her yard. She also noted concerns about the potential for flooding and that the proposed de velopment is too close to the CN Railway buffer zone. Ms. Seeley further stated that with the tight turn circle being proposed, there would be limited space for parking and questioned whether emergency vehicles could access the homes. At the request of the Committee, Catherine Rose, Chief Planner, outlined the applicant’s responsibilities for storm water management and drainage in light of the flooding concerns expressed by residents. Ryan Rowland, 599 Kimton Court, appeared before the Committee to express his concerns regarding the semi-detached dwellings proposed, noting that the one semi-detached dwelling currently in the neighbourhood is not well-maintained. He also expressed concerns relating to loss of trees, increased traffic, emergency vehicle access to the cul de sac, and concerns with how the current infrastructure will fare with the new development. Mr. Rowland further noted that this development would encourage basement rentals. Stephanie Huffe, 593 Kimton Court, appeared before the Committee to express her concerns with the application, noting that semi -detached dwellings are not compatible with the current neighbourhood. Irene Moult, 838 Sheppard Avenue, appeared before the Committee to question whether the cul de sac is necessary or if there could be modifications made to the Application to revert back to single detached dwellings. Rick Bruynson, Joshani Homes Ltd., appeared before the Committee to clarify concerns raised by residents. He noted that there are currently semi- - 37 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 6 detached dwellings in the neighbourhood, but that they are connected underground and are therefore not visibly linked above grade and that the requested zoning was in keeping with the existing zoning in the neighbourhood. He stated that his client has allowed drainage from the properties to the north on the subject lands and that Metrolinx had reduced their setback requirements to the CN Railway. Mr. Bruynson concluded that the proposed development contains lower densities than what is permissible and that comments regarding basement rentals are speculative at this point. Discussion ensued with Members of Council requesting Staff to review concerns raised by residents including but not limited to drainage, parking, tree preservation, adequacy of setback and the turn circle as well as fit with the existing neighbourhood and requested these matters be addressed in the recommendation report that would come back to the Committee. It was also noted that the one semi-detached dwelling in the neighbourhood should not be used as a precedent for future development in this area. Councillor Pickles arrived at the meeting at 8:03 p.m. and assumed the Chair for Item 4.1 and the remainder of the meeting. 4. Planning & Development Reports 4.1 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 Domenic Claros, Shared Network Canada, appeared before the Committee to provide an overview of the Proposed Telecommunication Tower Installation. He noted that the tower is proposed to provide increased coverage in the area. A question and answer period ensued regarding the potential for alternative tower designs, and whether there would be multiple carriers on the tower and how this process works. A resident, 502 Sideline 14, appeared before the Committee in opposition to the proposed telecommunication tower. He noted that the recommendation from City Staff to object the proposal was in keeping with City Protocols and that the protocols should be followed. He raised further - 38 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 7 concerns regarding the negative visual impact of such a tower, and that Shared Network Canada is in the business of building towers, not delivering cellular services. Doug Cummings, 4750 Sideline 12, appeared before the Committee on behalf of the Claremont Union Cemetery in support of the proposed installation of the telecommunication tower. Mr. Cummings noted that the cell tower will improve reception in the area, and that the proposed Claremont Cemetery site is the best option as the revenue generated by the tower will help fund cemetery operations. Recommendation: Moved by Councillor Brenner Seconded by Councillor Butt That Shared Network Canada be advised that the City Council objects to the proposal for a 46.0 metre high tri-pole lattice style telecommunications tower located at 2170 Ninth Concession Road, based on the design and location of the proposal. Note: The disposition of this matter was determined through the referral motion below Recommendation: Moved by Councillor Brenner Seconded by Councillor Ashe That Report PLN 16-19 be referred back to Staff for further review and discussions regarding the City’s protocols pertaining to telecommunications towers. Carried 4.2 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) Recommendation: - 39 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 8 Moved by Councillor Butt Seconded by Councillor McLean 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 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. Carried 4.3 Director, City Development & CBO, Report PLN 18-19 Comprehensive Zoning By-law Review Work Program Catherine Rose, Chief Planner, noted that this Review would include a new web-friendly by-law which will remove outdated terminology. A brief question and answer period ensued regarding other studies currently underway and how these will impact the Review. Staff confirmed - 40 - Planning & Development Committee Meeting Minutes Monday, June 17, 2019 Council Chambers – 7:00 pm Chair: Councillor Pickles 9 that the intent was that the current studies underway would inform the Review. Recommendation: Moved by Councillor McLean Seconded by Councillor Butt 1.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. Carried 5.Other Business There was no other business. 6.Adjournment Moved by Councillor McLean Seconded by Councillor Brenner That the meeting be adjourned. Carried The meeting adjourned at 9:15 pm. - 41 - - 42 -Corr. 16-19 - 43 - TOWN OF AJAX 65 Harwood Avenue South Ajax ON L1S 3S9 www.ajax.ca _______________________________________________________________________________ Regional Government Review Advisors Ministry of Municipal Affairs and Housing 777 Bay Street, 17th floor Toronto, Ontario M5G 2E5 May 23, 2019 Re: Regional Government Review Please be advised that the following resolution was endorsed by Ajax Town Council at its Meeting held on May 21, 2019: WHEREAS the Government of Ontario is undertaking a Regional Government Review to examine governance, decision-making, and service delivery functions of Ontario’s 8 regional municipalities, Simcoe County, and all respective lower-tier municipalities; AND WHEREAS the Regional Municipality of Durham (“the Region”) and its 8 lower-tier municipalities continue to be leaders and advocates for good governance in the municipal sector, as is evidenced by the Region’s decision to engage voluntarily in the 2015 Regional Council Composition Review, and the decision of Durham voters to elect the position of Regional Chair as of 2014; AND WHEREAS there is a strong and proven relationship between the Region and its lower- tier municipalities in Durham, and the double-direct voting system ensures that members of both local and regional councils are well informed about all issues and concerns impacting residents; AND WHEREAS Ajax Council (“the Town”) agrees that there are opportunities for transfer of services and/or better service alignment between the Town and the Region to increase efficiencies for residents and businesses; AND WHEREAS Ajax Council is confident that, through the Regional Government Review, the Province of Ontario will respect municipal autonomy, identity and representation; NOW THEREFORE BE IT RESOLVED THAT Ajax Council supports a continued two-tier municipal structure and double-direct voting system and governance model throughout Durham Region, noting that the Town is open to improving the alignment of services between the upper- and lower-tiers in order to achieve increased efficiencies; - 44 - Corr. 17-19 AND THAT this resolution be distributed to all Durham Region municipalities, the Region of Durham, the Regional Government Review Advisors, Minister Steve Clark, MPP Rod Phillips, and all Durham Region MPPs. If you require any additional information please do not hesitate to contact me at 905-619-2529, ext. 3342 or alexander.harras@ajax.ca. Sincerely, Alexander Harras Manager of Legislative Services/Acting Clerk Copy: Mayor S. Collier Durham Region Municipalities Region of Durham Minister Steve Clark MPP Rod Phillips all Durham Region MPPs. - 45 - If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131 May 23, 2019 The Honourable Doug Ford, Premier Via E-mail: premier@ontario.ca Dear Premier: Re:Central Lake Ontario Conservation Authority - Funding File Number:PG.25.06 At a meeting held on May 21, 2019, the Council of the Municipality of Clarington passed the following Resolution #C-195-19: Whereas Conservation Authorities in Ontario deliver programs to protect people and property from flooding and erosion by real-time flood forecasting, issuing flood watches and warnings, monitoring stream flows, preparing floodplain mapping, regulating development activities in flood plains, providing natural hazard advice to municipalities, developing watershed plans, and educating the public about flooding and protecting natural cover that helps reduce the impacts of flooding; And whereas we are experiencing more severe and more frequent weather events impacting our communities; And whereas the Ontario Government’s “Made-in-Ontario Environment Plan” identifies protecting people, property and natural resources from the threats and impacts of extreme weather and flooding as part of the “core mandate” of conservation authorities; And whereas, in 1996, the total provincial Transfer Payment to all of Ontario’s conservation authorities for Flood and Erosion Control and Natural Hazard Prevention was reduced from $50-million to $7.4-million, and conservation authorities share of this payment has remained static since 1996; And whereas the recent Provincial budget has further reduced the provincial Transfer Payment to all of Ontario’s conservation authorities for Flood and Erosion Control and Natural Hazard Prevention funding for Conservation Authorities by 50%; -46 - Corr. 18-19 Premier - 2 -May 23, 2019 And whereas the Association of Municipalities of Ontario recognizes that with increases in weather events and pressure for fill/developing in floodplains and wetlands, this is a direct cut to a provincial program that protects people and property which requires more discussion before action is taken; Be it resolved that the Municipality of Clarington objects to the cutback to the provincial Transfer Payment to Ontario’s Conservation Authorities for Flood and Erosion Control and Natural Hazard Prevention and asks the Government of Ontario to: 1. Reinstate the full funding for the 2019-2020 fiscal year; and 2. Consult directly with Conservation Authorities, Conservation Ontario, and AMO with respect to future funding and delivery of natural hazard programming; and That this resolution be circulated to Ontario Conservation Authorities, Durham Region municipalities and local MP’s and MPP’s. Yours truly, June Gallagher, B.A. Deputy Clerk JG/lp c:Sarah Delicate Bart Hawkins Kreps Jeff Mitchell, President, Port Darlington Community Association Pauline Witzke Hon. Peter Bethlenfalvy, MPP (Pickering-Uxbridge), President of the Treasury Board Lorne Coe, MPP Whitby-Oshawa Jennifer K. French, MPP Oshawa Hon. Erin O'Toole MP, Durham Lindsey Park, MPP Durham Hon. Rod Phillips, MPP (Ajax), Minister of the Environment, Conservation and Parks Brian Bridgeman, Region of Durham Alexander Harras, Town of Ajax Chris Harris, Town of Whitby Sandra Kranc, Clerk, City of Oshawa Debbie Leroux, Township of Uxbridge Dave Meredith, Town of Ajax JP Newman, Township of Scugog Debbie Shields, City of Pickering Ralph Walton, Regional Municipality of Durham Chris Darling, CAO, CLOCA Mark Majchrowski, CAO, KRCA -47 - - 48 - Corr. 19-19 - 49 - Report to Council Report Number: LEG 06-19 Date: June 24, 2019 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Strategic Plan - Proposal of Planning Solutions Inc. - File: A-1200-001-18 Recommendation: 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 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: On June 13, 2019, Planning Solutions Inc. submitted a Proposal to assist the City with the preparation of a corporate strategic plan. The Proposal calls for a two- stage approach. Stage I consists of a Council-driven Workplan which recognizes the City’s existing capital projects and goals. Stage II will consist of a more comprehensive, longer term Strategic Plan. With the support of the City’s Chief Administrative Officer, the Director, Corporate Services & City Solicitor will accept the Proposal of Planning Solutions Inc. and, together with Manager, Business Development & Public Affairs, will begin the phase I Workplan, commencing in July, 2019. Financial Implications: The attached Proposal will cost the City $29,500 plus HST. Funds are available in the 2019 Current Budget, Account 2126.3392.0000. Pursuant to the City’s Purchasing Policy PUR-010, the Proposal requires approval by the Director, Corporate Services & City Solicitor and Manager, Supply & Services. Discussion: Pursuant to Resolution 76/19 dated April 25, 2019, City Council resolved that: - 50 - LEG 06-19 June 24, 2019 Subject: Strategic Plan Page 2 CORP0227-07/01 revised 1. Council direct City staff through the CAO, to prepare a work plan to enable a review of the Vision and Mission for the City of Pickering, priorities and mechanisms to validate priorities that have been met, and report back with a work plan no later than the June 24, 2019 Council meeting; and, 2. That Ward 3 Regional Councillor David Pickles be appointed as the liaison between the City of Pickering and Durham Region regarding the Durham Region Strategic Planning Process, and liaise with Karen Wianecki, Director of Practice Planning Solutions Inc. who has been retained by Durham Region. Resolution 76/19 was passed on a motion by Councillor Maurice Brenner, seconded by Councillor McLean. A Strategic Plan is of great value to any municipality. It is a means for defining values, a vision and set of goals. It is a way to balance and prioritize our many programs. The process for creating a strategic plan is as important as the plan itself. It must be based on meaningful input and consultation with Council, City staff, community partners, organizations/agencies, businesses, landowners, residents, and other stakeholders. Pursuant to resolution 76/19, City staff reached out to Karen Wianecki, the principal of Planning Solutions Inc., a Durham Region based consulting firm with 19 years of experience advising municipalities in the areas of strategic planning, stakeholder and community engagement, resource management, land-use planning and multiparty public policy issue resolution. Planning Solutions Inc. has developed strategic plans for large and small municipalities (including the Region of Durham, Gravenhurst, Midland and Blue Mountains), and for conservation authorities (including Central Lake Ontario Conservation Authority, Kawartha Region Conservation Authority and Lake Simcoe Region Conservation Authority). On June 13, 2019, Planning Solutions Inc. submitted a Proposal (Attachment No. 1 to this Report) for a Strategic Plan for the City of Pickering. The proposal calls for a two-stage approach. Stage I consists of Council driven Workplan which recognizes the City’s existing capital projects and goals. The virtue of the stage I Workplan is that it takes into account the important work already underway in Pickering. The development of Seaton (currently Canada’s largest greenfield development area), the attraction of industry to the City’s Innovation Corridor, the prospect of a new Federal airport and the creation of a vibrant and entirely new downtown area with a mix of public and private facilities are all underway, and the stage I Workplan will give these crucial projects pride of place. In the longer-term, City staff recognize the importance of a more comprehensive Strategic Plan. Stage II of the Planning Solutions Inc. Proposal calls for a longer-term Strategic Plan which will build on the Stage I Workplan. The Strategic Plan will define the City’s overall vision and will guide Council and staff as they work together to set the City’s goals for the future. In order for the Strategic Plan to be meaningful, it will include an element of “strategic programming”. In other words, it will formulate the City’s vision, and will also put that vision into action. Stage II of the Strategic Plan will also include a vision for the City’s future growth areas including defining of boundaries between the Urban and Rural areas and their inter relationships. - 51 - LEG 06-19 June 24, 2019 Subject: Strategic Plan Page 3 CORP0227-07/01 revised Finally, it is important to note that the Strategic Plan will not be a rigid, fixed program. It is as much a process as a plan. For the Strategic Plan to be meaningful, Council and staff must revisit it periodically no less than the commencement of each term of a new Council to assess the degree of success in implementation, including milestones, and to make any necessary adjustments, taking into account the ever-changing political, legal and financial landscape in which Pickering exists. Attachments: 1. Strategic Plan Proposal of Planning Solutions Inc. dated June 13, 2019 Prepared By: Endorsed By: Paul Bigioni Kyle Bentley Director, Corporate Services & City Solicitor Director, City Development & Chief Building Official Mark Guinto Stan Karwowski Manager, Public Affairs & Director, Finance & Treasurer Corporate Communications PB:ks Recommended for the consideration of Pickering City Council Tony Prevedel, P.Eng. Chief Administrative Officer Original Signed By Original Signed By Original Signed By Original Signed By Original Signed By - 52 - PLANNING SOLUTIONS INC. City of Pickering Developing a Council-Driven Workplan & A New Strategic Plan Submitted by: Planning Solutions Inc. 8 Buggey Lane Ajax, Ontario L1Z 1X4 Attachment 1 to Report # LEG 06-19 - 53 - Contents 1.0 INTRODUCTION ........................................................................................................... 6 1.1 Municipalities – Agents of Change ........................................................................................... 6 1.2 The Value of Strategic Planning ............................................................................................... 6 2.0 CONTEXT & BACKGROUND ......................................................................................... 10 2.1 Strategic Planning: An Overview .......................................................................................... 10 2.2 The Structure and Organization of a Suggested Strategic Plan ............................................. 11 3.0 THE CONSULTANT ..................................................................................................... 12 3.1 Planning Solutions Inc. – A Company Overview ..................................................................... 12 Karen R. Wianecki, M.Pl., MCIP, RPP, Director of Practice ............................................................ 12 3.2 Relevant Experience .............................................................................................................. 13 3.3 References ............................................................................................................................. 19 3.4 Project Governance & Responsibilities .................................................................................. 19 4.0 METHODOLOGY: STAGE 1 (WORKPLAN) ..................................................................... 20 4.1 Stage 1: Council-Driven Workplan ........................................................................................ 20 4.1.1 Phase A: Preparation Phase .............................................................................................. 21 4.1.2 Phase B: Facilitation ...................................................................................................... 21 4.1.3 Phase C: Articulation ......................................................................................................... 22 5.0 METHODOLOGY - STAGE 2: (STRATEGIC PLAN ) .......................................................... 22 5.1 Phase 1: Preliminary Planning .............................................................................................. 24 5.1.1 Initial Meeting With Strategic Planning Steering Committee ............................................. 24 5.2 Phase 2: Gathering Information ........................................................................................... 25 5.2.1 Background Document Review ............................................................................................. 26 5.2.2 Key Trends & Drivers – Environmental Scan................................................................... 27 5.2.3 Gather Comments, Insight & Input .................................................................................... 27 5.3 Phase 3: Creating the Vision ............................................................................................ 29 5.3.1 Engaging Steering Committee, Staff & Council Members ................................................. 29 5.3.2 Second Steering Committee Meeting –Draft Refinement & Evaluation Methodology ....... 31 5.3.3 Draft Plan .......................................................................................................................... 31 5.3.4 Input to the Draft Plan ....................................................................................................... 32 5.4 Phase 4: Finalizing the Strategic Plan .................................................................................... 33 5.5 Phase 5: Implementation ..................................................................................... 33 5.5.1 Strategic Plan Roll Out ....................................................................................................... 34 5.5.2 Evaluation Metrics Follow Through & Reporting ............................................................ 34 6.0 WORK SCHEDULE & BUDGET ...................................................................................... 35 - 54 - 6.1 Estimated Project Budget – Stage 1 (Workplan) .................................................................... 35 6.2 Estimated Project Budget – Stage 2 (Strategic Plan) ............................................................. 36 6.3 Billing Schedule & Method of Payment ................................................................................. 37 7.0 SUMMARY ................................................................................................................. 38 Appendix A ...........................................................................................................................39 Appendix B ........................................................................................................................... 47 Appendix C............................................................................................................................ 51 - 55 - June 13, 2019 Mr. Mark Guinto Manager, Public Affairs & Corporate Communications Office of the Mayor City of Pickering 1 The Esplanade S Pickering, Ontario L1V 6K7 Dear Mark: Subject: Proposal – Work Plan & Strategic Plan Development With reference to our recent telephone conversation (08-04-2019) and in keeping with your request, I am pleased to present the attached Proposal for your consideration. I understand the City of Pickering is embarking on a journey to initially develop a Council-driven Workplan and potentially to consider (over the longer term) developing a formal Strategic Plan. In my view, I believe you are initially seeking to develop a Council-driven Workplan (Action Plan) to define the collective priorities of Council for this term. A larger and more publically engaging Strategic Plan may be developed to articulate the priorities of your community members, partners and clients. It is my understanding that you are interested in proceeding with the workplan first as Stage 1 and that Stage 2 may be undertaken, depending on direction from Council. This Proposal has been developed on the basis of this two-phase approach. Stage 1 focuses on the development of a Council-driven set of collective priorities and the articulation of these priorities in the form of a Strategic Workplan. Stage 2 focuses on the development of a Strategic Plan. It is important to note that the Council-driven Workplan will form the basis for the tasks and specific actions that will be included in the Strategic Plan but that this list may be embellished as a result of input from community members, municipal partners, clients and other interested parties. It is also important to note that the Strategic Plan in Stage 2 would include the articulation of a Vision, Mission, Values, Goal and Obj ective statements. The documentation appended herewith provides an outline of my understanding of the project and offers a suggested methodology in support of the development of the Council-driven Workplan and a new City of Pickering Strategic Plan. The timing to think strategically could not be better. Significant change is underway at the provincial and federal levels and a new era of modernization and transformation is emerging. The development of a new Durham Region Strategic Plan will allow the City of Pickering to align its Council priorities with those that are emerging at the regional level. There is much to focus on at the City of Pickering; some might suggest there is a great deal of excitement but also a number of critical initiatives that must be properly resourced. The largest residential build-out in Canadian history is taking place in Seaton. The prospects for a new Toronto East Aerotropolis will garner exponential interest in Pickering from around the globe. Durham Live will bring with it additional cultural and economic benefits for residents and visitors alike. And these are only three of the exciting initiatives that are in various stages of development. The number of high profile initiatives require the alignment of resources (both human and - 56 - fiscal) and as a result, developing an agreed-upon Strategic Plan is vital to ensure that priorities are properly resourced and that results are achieved. Karen Wianecki, Director of Practice with Planning Solutions Inc. is particularly well-suited to work closely with City of Pickering staff and elected officials during Stage 1 (Workplan) and Stage 2 (Strategic Plan). By way of background, Planning Solutions Inc. is a small Canadian company (based in Ajax, Ontario) with a nineteen-year history of providing specialized services in the areas of strategic planning, stakeholder and community engagement, resource management and land use planning, multi-party public policy issue resolution and effective facilitation. Planning Solutions Inc. has worked extensively with Municipalities across Ontario on the development of detailed workplans, Council-driven Strategic Plans and Community-based Strategic Plans. PSI is under contract to the Region of Durham and is providing support to Durham staff who will be taking the lead to develop a new Strategic Plan for the Region. Work has just concluded to facilitate a Senior Management Team as well as a Regional Council Workshop. PSI has also been retained by upper levels of government as well as municipal partner agencies and private industry. PSI has developed Strategic Plans for large municipalities and smaller, rural municipalities as well as for many Conservation Authorities including Central Lake Ontario CA, Kawartha Region CA and Lake Simcoe Region CA to name a few. As the owner of Planning Solutions Inc., I do not subscribe to the standard notion of consultation, but rather believe in the power of collaborative planning and engagement, an approach that I believe sets my firm apart. Professional fees and services have never been increased in the nineteen years that PSI has been in operation as there is an affirmed commitment to offer top quality service at a highly competitive price. It is my belief that there are few firms with as much local strategic planning experience as PSI. This breadth of experience will enable PSI to ramp up quickly to meet the City’s needs. Please know that I would be pleased to answer any questions that you or others may have in connection with this submission and of course, to make any revisions to the proposed approach again as directed by you, Mark. Thank you for the opportunity to be considered for such an important initiative. Any questions concerning the attached may be directed to me at (905) 428-6113. Regards, PLANNING SOLUTIONS INC. Karen R. Wianecki, M.Pl., MCIP, RPP Director of Practice - 57 - 1.0 INTRODUCTION 1.1 Municipalities – Agents of Change There are many challenges facing Ontario’s 444 Municipalities. Economic volatility, demographic shifts (and in particular an aging demographic), climate uncertainty and the impact of technology and social media on business practice and protocol requires municipalities to be business-minded and laser focused in securing opportunity and advantage. Citizens are better informed and expectations for exemplary public service (and public services) continue to grow at a time when fiscal prudence is top of mind. In addition to the economic, demographic, environmental and technological challenges, municipalities today are focusing on fiscal prudence and the provision not just of value-added service but value innovation which must be top of mind for organizations who wish to remain on the cusp of leading edge service delivery. The City of Pickering serves many masters. Developing a Council-driven Work plan first (and potentially a Strategic Plan to follow) will be critical to delivering on key priorities and ensuring that Council remains laser focused on the initiatives that matter. Capitalizing on change is nothing new for the City of Pickering. With an eye on the future and despite a shifting political landscape, the City has continued to serve its constituents well. Durham Live, a potential new Toronto East Aerotropolis, and the epic Seaton development offer only a few of the stellar initiatives that are continuing to place Pickering at the forefront of innovation and community leadership. At the same time, however, it is imperative that the City focus on realizing results. Having an affirmed Council- directed Workplan and Strategic Plan will ensure that top-order priorities are collectively identified and importantly, that they are properly resourced and managed. 1.2 The Value of Strategic Planning The City of Pickering’s Workplan and Strategic Plan must consider the way in which the world is changing. By focusing on these new and continually evolving demands, the City can remain relevant, nimble, responsive and service-driven. A robust Council-drive Workplan is a necessary first step to developing an agreed-upon set of critical Council-supported priorities. Developing a Council-driven Workplan (and a more robust Strategic Plan) will allow the City of Pickering to: ❖ think about the kind of future it envisions for itself and how this vision fits more broadly with the emerging vision that is being developed by the Region of Durham through its collective strategic planning exercise; ❖ understand the agents of change that will impact the future – demographic changes, environmental factors, political and socio-cultural, technological and economic factors that will affect the way the City does business and the kind of business the City provides moving forward; ❖ enable City Council to consider its own collective priorities and to put in place appropriate strategies to address the ‘go forward’ requirements for success; - 58 - ❖ adopt a strategic and visionary approach to the services currently being offered; and ❖ begin to think about the emerging demands that will put pressure on the municipality, its staffing and resources. It will provide an important opportunity for the City to think about, anticipate and prepare for change. It will allow the organization to establish broadly supported corporate priorities and it will ensure that resources are aligned to address these priorities. The development of a Council-driven set of collective priorities will be the focus for Stage 1. This Workplan will act as a platform for the development of a new Strategic Plan that will include the development of a Vision, Mission, Values, Goals, Objectives and specific tasks. Once developed, the Council-driven Workplan and the more robust Strategic Plan will serve as two important communications tools that the City of Pickering can use to articulate its areas of focus and strategic intent to constituents, clients, community members, partners, other levels of government and the organized stakeholder community. Strategic Plans are important documents and equally as important as the Plan itself is the process of getting to the Plan. Widely diversified in focus and orientation, Strategic Plans are a reflection of the organization. Some Strategic Plans are blueprints for change; others offer a reaffirmation of a direction and a set of objectives that may have a longstanding history. Strategic Plans are as individual as the organizations that develop them. At a very basic level, Strategic Plans allow organizations like the City of Pickering to identify a vision, a mission, a mandate and set of goals. Good Strategic Plans however don’t end there. Those that are durable – those that withstand the test of time – translate these visionary elements into tangible actions that everyone (Council Members, junior and senior staff, residents, partners, clients and special interest groups) can align with. They put vision to action and they unify and align constituent interests. Strategic Plans that are effective become living, evolving documents that are an integral part of an organization’s culture. Traditional Strategic Plans are roadmaps that describe where an organization is going and how it will get there. It is the driving visionary document that galvanizes organizations like the City of Pickering by considering the past, contemplating the present and plan the future. Consider the Past Contemplate the Present Plan the Future - 59 - Developing a relevant and robust Strategic Plan is all about change – change in the right direction. A strategic planning framework is needed however to allow the City of Pickering to focus on value innovation and to create opportunity. All too often, conventional approaches to strategy development have focused on building a defensible position; identifying competitors and racing to beat the competition. A new world of strategic opportunity can be secured by following a different strategic logic that enables organizations like the City to focus on opening up new areas that offer value. To take advantage of emerging opportunities and navigate in a more challenging environment, the City Of Pickering needs to develop new muscle. The City will consider how it can offer better, more integrated and more aligned service in a manner that is even more seamless than present. The organization needs to be intelligent and agile; it needs to harness big data and analytics and collaborate across the value chain to drive decision making, enhance performance and manage complexity. The City of Pickering can leverage advantage by recognizing the importance of developing a granular understanding of the world around it and planning for action that will allow it not simply to compete, but to excel. The City of Pickering, in positioning itself for the future, will want to: • understand existing and emerging dynamics and how new trends play against those requirements and the potential that exists to define (and redefine) sources of competitive advantage; • understand the trends thoroughly and how these trends apply to the City of Pickering and to identify new opportunities and develop strategies to capitalize on these new opportunities; • develop a detailed, granular view of customers and demands to identify and tailor strategies accordingly; • match granular insights with granular operations strategy. Strategic Planning offers many inherent corporate benefits. Having an updated Strategic Plan that builds on the past but that is relevant, reflective and broadly supported is a vital foundation for moving forward collectively. It will allow the City of Pickering to focus on doing things right and doing the right things. It is important that City Council have in place a Council-driven Strategic Workplan that defines critical areas of priority. This agreed-upon Workplan will articulate the broadly supported Council priorities that will be the focus of effort over the next three years and beyond. The Council-driven Workplan will be used as the basis for developing a more robust Strategic Plan t hat will be driven by Council and informed by the broader Pickering community. This broader Strategic Plan will provide an affirmed articulation of the City’s vision, mission, values, goals and objectives. Confirming a New Narrative & A New Strategic Imperative for the City of Pickering Build New Muscle Seamless Collaboration Intelligence & Agility Harness Big Data & Analytics Exploit Long-Term Trends Use New Tools to Manage Risks & Near-term Uncertainty Develop a Granular Understanding of Issues & Opportunities Promote & Refine Strategies to Excel Define New Avenues of Competitive Advantage (Blue Ocean Thinking) Define the Gaps & Identify the Opportunities Articulate a Refined & Crystallized Strategic Plan & Strategic Strategy Evaluate Progress Report on Results - 60 - The purpose of this document is to describe the approach that Planning Solutions Inc. will take to work in collaboration with staff at the City of Pickering to carry out two distinct tasks: 1. To work with staff to support Council in formulating an agreed-upon Council-driven Workplan (Stage 1); and 2. To work with staff to support Council in developing a more robust Strategic Plan (Stage 2). Important strategic planning context and background follows. - 61 - 2.0 CONTEXT & BACKGROUND 2.1 Strategic Planning: An Overview All too often, organizations develop strategic documents that lack integration into day to day business planning. Strategic Plans that lack an accompanying Action Plan frequently fail to achieve their long- range objectives. Strategic planning therefore must incorporate two elements: • Strategic Thinking; and • Strategic Programming. Strategic Thinking involves capturing information from all sources: it involves looking from the inside out and from the outside in. Sometimes referred to as a 360 Degree Review, it involves creating a mirror image of an organization by building on the insights of City staff and learning from outsiders who work with the in a variety of capacities. In other words, it allows the City to not only focus on how it sees itself, but also how others see the municipality. This requires a SCOP Analysis – an Analysis of Strengths, Challenges, Opportunities and Pressures. By combining the insights and learnings from those ‘on the inside’ with the insights and learnings from those ‘on the outside’, a better understanding of the issues and the areas of opportunity will emerge. Develop a Mirror Image Taking the vision and strategic priorities and putting them into action is frequently referred to as Strategic Programming. In other words, putting the vision to action. Most Strategic Plans build from a standard set of business parameters: experiences or interests, views or opinions, values or beliefs and a vision emerges from that foundation. Most Strategic Plans produce a vision that includes a set of goals and a series of strategies. Planning Solutions Inc. believes that Strategic Plans must be taken to the next level and include an Action Plan that turns the vision into reality. An Action Plan should take the vision and the corporate goals and objectives and identify what is to be achieved by when. It should contain a Short (1-2 years), Medium (3-5 years) and Long-Term (5 Years and Beyond) Action Plan. The City of Pickering will begin with the development of an Action Plan or Council-driven Workplan in Stage 1. This Workplan will be developed collectively and will form the basis for budget considerations and resource allocations. The Workplan (referenced as an Action Plan above) will form an integral part of a more robust and comprehensive Strategic Plan that may be developed in Stage 2. - 62 - 2.2 The Structure and Organization of a Suggested Strategic Plan In order for any Strategic Plan to have real meaning, it must be: • Broadly supported. • Understood. • Realistic, relevant and practical. • Proactive and dynamic. • Robust yet flexible. • Results oriented. To achieve these fundamentals, it is vital that the process of developing the Strategic Plan be viewed as importantly as the Strategic Plan itself. The process should build in a logical and incremental but also in an evolutionary way. The process should be holistic and integrated. While the components of the City’s Strategic Plan will be subject to specific direction by Council, it could include the following key components: Strategic Planning should be supported by a number of important fundamentals: Each of these critical fundamentals will be discussed in more detail in the suggested approach that follows. VISION (OUR BIG AUDACIOUS GOAL OR BAG) MISSION & MANDATE (OUR PURPOSE) VALUES (WHAT WE BELIEVE IN) GOALS OBJECTIVES ACTION PLAN: OUR STRATEGIES (SHORT TERM, MEDIUM TERM, LONGER TERM) Environmental Scanning & Trend Analysis External Partner & Client Interviews (SCOP) Internal Interviews (SCOP) 360 Degree Review - 63 - 3.0 THE CONSULTANT 3.1 Planning Solutions Inc. – A Company Overview Planning Solutions Inc. (PSI) is an Ajax, Ontario based firm offering strategic planning, stakeholder and community engagement, public consultation, environmental mediation, resource management and land use planning, program evaluation, fact finding and report writing services. Planning Solutions Inc. (PSI) has completed hundreds of assignments successfully on behalf of public and private sector clients. PSI has been retained by many municipalities (and municipal partner agencies including Conservation Authorities) to complete numerous projects and initiatives including key strategic plans. PSI has worked with the Region of Durham on its Strategic Plan (both the current Plan and the emerging Plan). PSI is currently committed to facilitating two meetings for the Region (one with Department Heads and a secon d with Regional Council) and Karen Wianecki is currently supporting Regional staff who will be moving forward to develop the new Region of Durham Strategic Plan. Karen has worked with Uxbridge Township and with Brock Township to develop their current Strategic Plans as well as with Central Lake Ontario Conservation Authority, Lake Simcoe Region Conservation Authority and Kawartha Region Conservation Authority. Beyond Durham’s borders, Karen has played an integral role in facilitating Council-driven and Community-based Strategic Plan for the Town of Gravenhurst, Town of Midland, Town of the Blue Mountains (draft) as well as the Ontario Waterpower Association and upper levels of government. Planning Solutions Inc. is recognized for its ability to leverage social capital at the community level and for producing documents that reflect consensus perspective. PSI operates on the fundamental premise that a whole team approach to project management is essential and as a result, PSI makes an unwavering commitment to work hard to not only meet but to exceed the expectations of its clients. A detailed Company Profile has been included as Appendix A. Karen R. Wianecki, M.Pl., MCIP, RPP, Director of Practice Karen Wianecki is a professional planner, mediator and facilitator who specializes in community and stakeholder engagement. Karen holds an Undergraduate Specialist Degree in Geography from the University of Toronto and a Master’s Degree in Urban and Regional Planning from Queen’s University at Kingston. She studied environmental mediation through the Harvard Mediation Project and received advanced ADR accreditation through the Faculty of Law, University of Windsor and stakeholder engagement through SFU. Karen is one of three Canadian mediators on the U.S. Institute for Environmental Conflict Resolution Roster as well as the Native Sub-Roster based in Tucson, Arizona. Karen spent sixteen years of her career with the Ontario Public Service, working as a professional planner for the Ministries of Municipal Affairs, Housing and Natural Resources. She held a number of progressively responsible positions with the OPS, first as a Community Planner and Special Projects Coordinator, Policy Advisor, Policy Officer, Municipal Plan Input & Review Coordinator, Manager of Strategic Planning and ADR Program Manager. Karen left the OPS in 2000 to establish Planning - 64 - Solutions Inc., a professional consulting practice devoted to community, agency and stakeholder engagement, facilitation, resource management, public policy development and environmental issues management. Planning Solutions Inc. is located in Ajax, Ontario. Through her consulting practice, Karen has had the pleasure of working closely with numerous public and private sector clients here in Ontario as well as in Western Canada. Karen subscribes to the notion that process is as important as product. Engaging communities, agencies and stakeholders builds confidence and creates social capital. Co-creative engagement, properly designed and facilitated, leads to innovation and learning which in turn can produce results that are truly remarkable. Karen has been employed by a variety of public and private sector clients here in Ontario as well as in Western Canada. She has worked extensively with Conservation Authorities, First Nations, government at all levels, special interest and environmental non-government organizations, industry and business as well as communities. Karen subscribes to the notion that none of us have all of the answers, but all of us have some of the answers. She believes that collaboration and partnership leads to innovation and learning which in turn can produce results that are truly remarkable. Project Responsibilities Karen will be responsible for acting as the primary point of contact for the City of Pickering strategic planning initiative. Karen will function as the Project Lead and will be responsible for attending all meetings with City staff and Council during Stage 1 and for facilitating all meetings with community members, partners and organized stakeholders during Stage 2. Karen will develop the Survey/Questionnaires to be administered to key informants and will facilitate all focus sessions and staff workshops. Karen will compile the survey and workshop results and will be responsible for taking the lead to develop the Strategic Plan understanding that this will be a collaborative effort with City staff and Council at all stages of plan preparation, development and validation. 3.2 Relevant Experience Successful completion of the Workplan (Stage 1) and Strategic Plan (Stage 2) requires a professional with credentials in the following key areas: • Experience Developing Strategic Plans Including Strategic Plans for Municipalities • Knowledge of Issues Facing Municipalities & Municipal Partners in Ontario • Environmental Scanning & Needs Assessment Experience • Broader Policy & Planning Experience • Training & Strategic Plan Orientation • Facilitation Experience Including Ad Hoc Committee Facilitation • Experience Developing & Executing Interview Protocols • Plan Documentation Experience • Project Administration & Coordination - 65 - In addition, this initiative requires a professional who is firmly committed to working collaboratively with the City of Pickering and a solid reputation for delivering on time and within budget. The following chart highlights the experience Karen Wianecki has in these critical areas: Required Expertise PSI Experience Experience Developing Strategic Plans Including Strategic Plans for Municipalities Extensive experience developing new Strategic Plans as well as updating existing Strategic & Business Plans for Municipalities and Partner Agencies, including: • Region of Durham (2015 & Current) • Township of Brock • Township of Uxbridge (Council Workplan Priorities) • Town of Gravenhurst • Town of Midland (Council Workplan Priorities) • Town of the Blue Mountains (Draft Document) • Central Lake Ontario Conservation Authority (2015) • Lake Simcoe Region Conservation Authority (2015) • Kawartha Region Conservation Authority (2016) • Ganaraska Region Conservation Authority (2014) • Nottawasaga Valley Conservation Authority (2013) • Credit Valley Conservation Strategic Plan • Credit Valley Conservation Foundation Strategic Priorities • Long Point Region Conservation Authority Strategic Planning Workshop • Grand River Conservation Authority Strategic Plan Experience working with government organizations and private industry to develop Strategic Plans, including: • Ontario Waterpower Association (2018) • Friends of the Greenbelt Foundation (2017) • Northern Ontario School of Medicine (2013) – Early Engagement Strategy & Trend Line Analysis • Ministry of the Environment Draft Strategic Plan • Canadian Dam Association, Strategic Plan & Business Plan Review Knowledge of Issues Facing Municipalities & Municipal Partners in Ontario • Regional Planning Commissioners of Ontario. Striking the Right Balance: Building the Relationship & Improving the Relationship to Implement the Growth Plan. Practical & Pragmatic Implementation – The Issues & The Opportunities. Draft White Paper. 2018. • Regional Municipality of Durham. Affordable and Seniors Housing Task Force. Report. 2017. Implementation Phase Underway 2018. • Regional Municipality of Durham. DEDP: Defining Priorities & A Collaborative Action Plan. Workshop Facilitation. 2019 & 2016. • The Friends of the Greenbelt Foundation. Natural Heritage Mapping Workshop. Facilitation. 2014. • Oak Ridges Moraine Foundation Board of Directors. Provincial Position on the 2015 Provincial Review of the Oak Ridges Moraine Conservation Plan. Facilitation. 2014. • City of Burlington. Transportation Master Plan. A Project Undertaken with Cole Engineering Group Ltd. 2012. • Knowledge of the Regional Review currently underway at the Province as well as additional policy and program changes and recent announcements - 66 - Required Expertise PSI Experience • Experience working with municipalities, the province and CA’s on a range of resource related issues and planning matters across Ontario, particularly in the outer GTA (e.g. the 905 and 705 areas). Environmental Scanning & Needs Assessment Experience Experience compiling detailed trend line data and environmental scans: • Region of Durham (2019) • Township of Tiny (2019) • Great Lakes Charter Annex Advisory Panel. Environmental Scan & Agents of Change Across Continental North America. • Long Point CA, Environmental Scan & Trend Analysis (as part of an Ad Hoc Committee Workshop of Senior Staff, Board Members working on an updated Strategic Plan.) • Nottawasaga Valley Conservation Authority, Environmental Scan (completed for the Strategic Planning process.) • Latornell Conference 2011. Guest Speaker. The Last 100 Days: An Overview of Key Trends & Drivers of Change. • Kawartha Conservation, Environmental Scan (completed for the Strategic Planning Process.) • Grand River Conservation Authority, Environmental Scan. Water Management Plan Advisory Panel, Inaugural Meeting. • Grand River Conservation Authority, Strategic Plan Update. Environmental Scan & Trend Analysis Review. Experience completing needs assessments and SCOP (Strengths, Challenges, Opportunities & Pressures) Analyses: • Region of Durham (2019 & 2015) • Township of Tiny (2019) • Ganaraska Region Conservation Authority SCOP Analysis completed as part of the Strategic Planning process. (2014) • Nottawasaga Valley Conservation Authority. Digital SCOP Analysis completed as part of the Strategic Plan. (2013) • Infrastructure Ontario. Muskoka Regional Centre. Early SCOP Assessment. 2013. • Kawartha Region Conservation Authority, Strategic Plan (SCOP Analysis). 2011. • Northumberland County Domestic Violence Monitoring Committee, Needs Assessment. 2012 • Kawartha Region Conservation Authority, Watershed Planning & Regulation Policies Manual – Stakeholder Needs Assessment. 2011. • Otonabee Region Conservation Authority, Watershed Planning & Regulation Policies Manual – Stakeholder Needs Assessment. 2011. • Credit Valley Conservation Authority. Planning Services Enhancement Project. Comprehensive review of the planning and permitting process. 2011. • Grand River Conservation Authority, Strategic Plan, SWOT Analysis • Credit Valley Conservation Authority, Strategic Plan, SWOT Analysis. Broader Policy & Planning Experience Extensive experience working with community leaders and municipal staff across Ontario. The following represents a select number of projects successfully undertaken: - 67 - Required Expertise PSI Experience • Town of Gravenhurst, Opportunity Assessment & Optimal Use Study, Muskoka Regional Centre. (A Study Commissioned by Infrastructure Ontario). • Lake Simcoe Region Conservation Authority, Source Protection Planning for South Georgian Bay-Lake Simcoe Source Protection Region. Municipal Workshop Facilitation; Facilitating the Policy & Planning Working Group (A Subcommittee of the Source Protection Committee). • Township of East Garafraxa, Township Council - Visioning Exercise (2008). • Township of Georgian Bay, Master Plan for Honey Harbour (2010/2011). • Township of Georgian Bay, Master Plan for MacTier (2010/2011). • Township of Georgian Bay, Master Plan for Port Severn (2010/2011). • Regional Municipality of York, Long Term Water Conservation Strategy . • Regional Municipality of York, Streetscape Design Staff Workshop (2011). • Regional Municipality of York, Operationalizing the Transportation Master Plan. Staff & Agency Partners Workshop (2010). • Regional Municipality of York, South Yonge Street Master Plan. Stakeholder Engagement Process Design & Workshop Facilitation. • Town of Ajax, Carruthers Creek Flood Remediation Class EA, Public Consultation Component & Public Open Houses (2010/2011). • City of Peterborough, Sanitary Sewer Mitigation EA (2010). Public Open Houses. • City of Vaughan, Gallanough Park Flood Remediation Study. Public Open Houses & Community Design Workshop (2009). Training & Strategic Plan Orientation Extensive experience developing and delivering Strategic Planning training and orientation for numerous municipal clients including: • Region of Durham • Township of Tiny • Township of Brock • Town of Midland • City of Kawartha Lakes • Town of the Blue Mountains • Nottawasaga Valley Conservation Authority – Strategic Planning Primer for NVCA Staff and Board Members. • Kawartha Region Conservation Authority – Strategic Planning Primer for KRCA Staff & Board Members • Grand River Conservation Authority – Introduction to Strategic Planning (Workshop Module Prepared for CO Board & Senior Staff). PSI has also delivered stakeholder engagement training to a number of clients including: • Canadian Centre for Conflict Management (July 2019) • Ministry of Aboriginal Affairs, Negotiations & Reconciliation Division. • Ontario Waterpower Association. • Ontario Ministry of Natural Resources, Species At Risk Branch. • Nottawasaga Valley Conservation Authority. • Ontario Public Service, MNR. Facilitation Experience Extensive experience facilitating Ad Hoc Committees, Working Groups & Advisory Panels, including: - 68 - Required Expertise PSI Experience Including Ad Hoc Committees • Region of Durham Affordable & Seniors’ Housing Task Force. 2017, 2018. • Ministry of Natural Resources & Forestry, CFSA & ESA. Stakeholder & Indigenous Partners Workshop. 2017. • Ministry of Natural Resources. Endangered Species Act Ministerial Panel. 2012/2013. • Parks Canada & Saugeen Ojibway Nation. Facilitation of a Relationship Agreement for the Management of the Bruce Peninsula National Park. 2013. (Note – No Agreement Reached) • Fisheries & Oceans Canada and Saugeen Ojibway Nation. Facilitation of the ‘Five on Five’ Working Group. (Note – No Agreement Reached) • South Georgian Bay-Lake Simcoe Source Protection Committee, Policy & Planning Working Group • Aboriginal Traditional Knowledge Ad Hoc Committee – Developing a Statement of Aboriginal Perspective on the Use & Application of Way of Life Knowledge in Resource Management Decision Making. • State of Aggregate Resources in Ontario (SAROS) Minister Appointed Advisory Panel (2009). • Lakes & Rivers Improvement Act Technical Advisory Committee Facilitation (2006-2009). • Great Lakes Charter Annex Advisory Panel. Experience Developing & Executing Interview Protocols Extensive experience designing interview questionnaires and administering one-on-one interviews: • Durham Economic Development Partnership (DEDP) - 2019 • Ganaraska Region Conservation Authority Forest Management Plan for the Ganaraska Forest. 2016. • Kawartha Region Conservation Authority. Early Thought Leader Interviews. 2016 • Ganaraska Region Conservation Authority Strategic Plan. Key Informant Interviews. 2013/14. • Kawartha Region Conservation Authority Strategic Plan. Key Informant Interviews. 2011. • Credit Valley Conservation Authority. Planning Services Enhancement Project. Key Informant Interviews. 2011. • Nottawasaga Valley Conservation Authority, Planning Program Review. Key Informant Interviews. 2010. • Saskatchewan Environment. Corporate Policy & Planning Realignment. Key Informant Interviews. 2008. Experience developing and compiling reports (without attribution) using electronic medium: • Ganaraska Region Conservation Authority. Key Informant Interviews & Survey Compilation. • Nottawasaga Valley Conservation Authority. Key Informant Interviews & Survey Compilation. • Infrastructure Ontario. Muskoka Regional Centre. Initial Interviews with Key Informants. Synopsis of Input Received from the Community. 2013. • Ontario Waterpower Association, electronic member survey as part of the Strategic Planning preparatory work. 2012. - 69 - Required Expertise PSI Experience Plan Documentation Experience Extensive experience completing research and producing government Reports including: • Environment Canada. Lessons Learned Report on the Lake Superior Zero Discharge Demonstration Program. An Initiative Completed with the Minnesota Pollution Control Agency. • Environment Canada. Toward the Development of a Nearshore Framework. Phase 1 Report Completed with Baird Engineering & Dr. Larry Hildebrand. • Environment Canada. Lessons Learned & Achievements Report. $30 Million Lake Simcoe Clean-Up Fund. • Interim Assessment of Mediation & Information Services Provided to the Superior Court of Justice Family Division, Durham Region • Assessment of Forest Management Plans in Ontario & the Recognition of Resource Based Tourism Values • Evaluation of Ontario’s Water Resource Management Strategies & Flood Damages. • Program Evaluation for Ontario’s Land Use Planning Program. Project Administration & Coordination • Experience managing complex projects requiring the development of Work Plans, Status Reports & Project Monitoring: • Project Coordination specifications are tailored to meet client needs. Virtually every project referenced above has required the preparation of a Work Plan, status reports and regular client meetings. • PSI has consistently delivered on time and within budget. • PSI has a stellar reputation for producing top quality products and working collaboratively with clients to ensure needs are met but expectations are exceeded. More detailed information about Karen’s credentials and experience may be found in the CV appended herewith. - 70 - 3.3 References The City of Pickering may wish to connect with the following references: Client Contact Project Details Durham Region Strategic Plan Elaine Baxter-Trahair, CAO or Sandra Austin, Director of Corporate Initiatives Phone: (905) 668-7711 PSI was retained by the Region of Durham to facilitate two meetings, one with Department Heads and a second with Regional Council. Township of Tiny Mayor George Cornell or Doug Luker, CAO Phone: (705) 526-4204 PSI is currently working with staff and Council to develop a new Strategic Plan for the Township of Tiny. Ontario Waterpower Association Strategic Plan Paul Norris, President Phone: (705) 743-1500 PSI was retained by the OWA to develop a new Strategic Plan. Karen facilitated a two-day workshop with OWA staff and members of the Board of Directors. A new Strategic Plan and a set of corporate priorities were developed and are being implemented. Lake Simcoe Region Conservation Authority Mike Walters, CAO Phone: (905) 895-1281 PSI was retained by LSRCA to develop its most recent Strategic Plan. PSI was also retained to facilitate the policy and planning working group of the South Georgian Bay-Lake Simcoe Source Protection Committee. The Working Group was charged with the responsibility of developing policy options and recommendations to protect again critical drinking water threats. PSI has worked extensively with LSRCA on a number of additional initiatives including the development of a new governance model for the Lake Simcoe Environmental Management Strategy. 3.4 Project Governance & Responsibilities Karen Wianecki will be responsible for all aspects of this project. She will attend all meetings with the City of Pickering and work closely with the Project Lead. Karen recommends that the City consider establishing a Strategic Plan Steering Committee to oversee Stage 2 of the project. While Karen will take direction from the City on the governance of the project, it is recommended that a Steering Committee be created with representation from Council and Senior Staff to oversee the development of the Strategic Plan. Karen will work collaboratively with City staff to develop all strategic plan and meeting materials as outlined and will attend and make all presentations to Council. Karen will be responsible for ensuring that all deliverables are met and that the project remains on time and within budget, as outlined in this submission. It is conceivable that City staff and Council may elect to deviate from the work schedule and that the change in schedule may impact final deliverables. Karen Wianecki remains committed to ensuring that there are no project delays as a result of action taken (or not taken) by PSI. - 71 - 4.0 METHODOLOGY: STAGE 1 (WORKPLAN) PSI proposes an approach that is logical, iterative, straightforward and in keeping with the requirements identified through initial discussions with City staff. Throughout the entire project, PSI will work closely with City staff to promote a whole team approach which will ensure that the Council Workplan and potentially the updated Strategic Plan are completed to the satisfaction of the City of Pickering. The methodology for Stage 1 (Council-driven Workplan) and Stage 2 (Strategic Plan) follow. 4.1 Stage 1: Council-Driven Workplan Completing a broadly supported Council-driven Workplan involves a number of critical tasks, including: ❖ Review of the important background material including any staff and/or Council meetings relating to the identification of strategic priorities. ❖ Identification of key agents of change (Environmental Scan); ❖ Confirmation of critical issues (existing and emerging) and opportunity areas as well as strategic directions; ❖ Development (by Council) of critical Council-driven priorities. ❖ Articulation of priorities on the basis of short, medium and long-term actions. The development of a collaborative set of Council-endorsed priorities is a simple and straightforward task that can likely be completed in one meeting of Council. The following schematic provides an overview of the proposed methodology for Stage 1: development of the Council-driven Workplan. The details of Stage 1 are outlined in detail below: Phase A •Preparation Phase B •Facilitation Phase C •Articulation - 72 - 4.1.1 Phase A: Preparation Phase Planning Solutions Inc. is recommending that an initial meeting be convened with City staff (Project Lead) to confirm project scope, timeframe and process details. The initial start up meeting will be scheduled to address the following: ❖ Confirm project scope, workplan, timeframe and deliverables. ❖ Confirm reporting and communications protocols. ❖ Confirm roles and responsibilities of City staff and Consultant. ❖ Identification of key points of contact. ❖ Discuss dates and venues for Council session and any meetings that may need to be convened with Senior Management Team ❖ Discuss the role of the SMT vis-à-vis the Council session ❖ Discuss any existing or emerging issues that may impact the ability to secure a collective Council—driven set of priorities. ❖ Discuss any implications for timing (i.e. Regional Review) The initial meeting will also provide an opportunity for City staff to share any relevant background documentation and/or material that the Consultant should be aware of including any internal documents that may have been developed to identify areas of strategic priority and focus. The initial meeting should also afford a candid opportunity to discuss the approach, focus and orientation for the Council session and the expectations of City Council for the session (timing, structure, approach). In order to properly prepare for a successful session, PSI will develop a Meeting Handbook that will include a Facilitator’s Foreword, Agenda, Background Reading Materials and templates to be completed in advance of the Council session. See a sample included in Appendix C. Please note that PSI will work closely with the Project Lead to develop the meeting materials and the Handbook. PSI will prepare a draft Handbook and Agenda for review by the Project Lead. Revisions will be incorporated based on direction from City staff. There may be a need for a second face-to-face meeting to review the meeting materials and Agenda. If there are specific instructions from Community Leaders, these too will be incorporated into a final version of the meeting materials (Handbook) which will be distributed well in advance of the Council session. Some discussion of the need for and value of an Environmental Scan should also be discussed as well as any one-on-one conversations that may need to take place (i.e. with the Mayor and/or others on Council). Deliverables: Second Meeting with Project Lead to review Draft Handbook Including Agenda Environmental Scan (to be determined in discussions with the Project Lead) Final Handbook 4.1.2 Phase B: Facilitation During the second or facilitation phase, Karen Wianecki will convene a Council session that is positive and productive, focused and engaging. The intent will be to develop an agreed-upon list of Council- identified priorities. These priorities will be developed into a Strategic Workplan and will list the priorities of Council over this term. Deliverables: Facilitation of the Special Meeting of Council. - 73 - 4.1.3 Phase C: Articulation Proceedings from the session will be developed by PSI within 48 hours of the conclusion of the Council session. Proceedings will be shared with the Project Lead in draft and will be finalized to include any requested revisions. The final Proceedings will be shared with Council as a final draft, subject to any revisions identified. Deliverables: Draft & Final Proceedings 5.0 METHODOLOGY - STAGE 2: (STRATEGIC PLAN ) Completing an updated Strategic Plan involves a number of critical tasks, including: ❖ Review of the important background material including any staff and/or Council meetings relating to the identification of strategic priorities. ❖ Identification of key agents of change (Environmental Scan) and the specific implications for the City of Pickering; ❖ Review of municipal partner Strategic Plans including the Pickering Museum Village Strategic Plan, TRCA Strategic Plan; ❖ Review of key documents that establish strategic direction for the City of Pickering (e.g. Official Plan; Central Pickering Development Plan, Cultural Strategic Plan, Recreation Parks Master Plan, etc.) ❖ Development of staff engagement process (e.g. Kitchen Table Dialogue Guides; Focus Sessions; Survey; others) ❖ Engagement of community partners and key clients (Thought Leader Interviews) ❖ Senior Staff Workshop(s) ❖ Council Workshop(s) ❖ Confirmation of critical Council-identified issues (existing and emerging) and opportunity areas as well as strategic directions; ❖ Formulation of Vision, Mission, Values, Goals and Objectives/Targets ❖ Engagement of community members to provide input to a draft Rudiments documents. ❖ Validate and confirm Council-driven priorities/tasks. ❖ Develop a Monitoring and Evaluation Plan. The following schematic provides an overview of the proposed methodology: - 74 - A more detailed concept map of the process is outlined below: (Step 1: Discover) Main Global Challenges Organizational Specifics Key Informant Input & Insights Major Global Trends (Step 2: Share Vision & Develop Roadmap) Vision & Goals (Blue Ocean Thinking) Organizational Priorities Other Strategic Priorities New Opportunities (Step 3: Plan) Municipal Strategic Objectives Existing Capacities Capacities to Develop Comparative Advantage (Step 4: Act) Action Plans Medium Term Plan (Step 5: Evaluate) Monitoring & Evaluation Reflect, Educate & Course Correct Step 1: Discover Step 2: Share Vision & Develop Roadmap Step 3: PlanStep 4: Act Step 5: Evaluate - 75 - PSI is proposing an iterative approach that mirrors the five-phase methodology but with some important embellishments, as outlined below. These embellishments have been incorporated to advance a more fulsome stakeholder, agency and community engagement process for developing the Strategic Plan that builds on and honours the need for a broadly supported Strategic Plan but manages input effectively and creates a meaningful plan for engagement, monitoring and evaluation process at the outset: 5.1 Phase 1: Preliminary Planning Planning Solutions Inc. is recommending that an initial meeting be convened with City staff to confirm project scope, timeframe and process details. The City may wish to establish a Steering Committee to guide the development of the Strategic Plan. This approach has been used by other municipalities and is currently being advanced by the Region of Durham. Members of the Steering Committee could include key staff (e.g. CAO, Department Heads) and select Members of Council who would work with the consultant directly to define the process, review key deliverables and offer input and guidance to the project overall. If a Steering Committee approach is advanced, PSI recommends a face-to-face or telephone meeting with the Project Lead to develop draft Terms of Reference for the Steering Committee. The draft Terms of Reference should be shared in advance of the Steering Committee meeting and open to input and revision from Steering Committee members. The Terms of Reference should delineate the timeframe, deliverables, and process for developing the Strategic Plan. Regular (monthly) meetings of the Steering Committee are recommended. These monthly meetings will provide a touchstone opportunity for the Steering Committee to meet directly with the Consultant and may be either face-to-face meetings or arranged via teleconference as determined by the Steering Committee members. Deliverable: Steering Committee Terms of Reference 5.1.1 Initial Meeting With Strategic Planning Steering Committee A start up meeting with the Strategic Planning Steering Committee will be scheduled to address the following: ❖ Confirm project scope, work plan, timelines and deliverables. Phase 1: Preliminary Planning Phase 2: Gathering Information & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implementation of the Strategic Plan Phase 1: Preliminary Planning Phase 2: Gathering Information & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implementation of the Strategic Plan - 76 - ❖ Confirm reporting and communications protocols. ❖ Confirm roles and responsibilities of team members. ❖ Identification of key points of contact. ❖ Discuss dates and venues for SCOP interviews, workshops and any focus meetings with client &/or partners (more details follow in Phase 2) ❖ Discuss any existing or emerging issues that could have a bearing on the dialogue at the focused dialogue sessions. List of Key Contacts (Internal & External) Planning Solutions Inc. recommends that the Strategic Planning Steering Committee define the list of key participants for the SCOP Analysis. The members of the Steering Committee may wish to develop a representative sample of constituents from the following key client and partner groupings: ❖ Community Leaders – Mayor & Members of Council ❖ Municipal Staff – CAO & Department Heads, operational and front-line staff (senior, middle management and junior staff) ❖ Municipal Partners – AMO, Conservation Authorities, Community Groups, Associations & Organizations ❖ Federal & Provincial Partners ❖ ENGOs – CELA, Headwaters Institute, Environmental Defence, Alternative Land Use Services ❖ Associations – Ontario Soil & Crop, Carolinian Canada, Ontario Federation of Agriculture, Association of Municipalities of Ontario ❖ Academia – UOIT, Durham College, etc. ❖ Consultants – Government Relations, Environmental, Engineering ❖ Umbrella Organizations – AMO, BILD ❖ Special interest groups and organizations Phase 1 Deliverables & Target Dates: Deliverable Suggested Target Date1 Meeting with the Steering Committee June Revised Work Plan June List of Trusted Advisors for One-on-One Interviews July 5.2 Phase 2: Gathering Information Once the work plan has been revised and the methodology agreed upon, there are some important initial steps that must be taken to secure ‘critical intelligence’. There is an abundance of information and documentation that can be used to inform the City of Pickering Strategic Plan. A review of key documents is an essential first step in developing a document that is robust, reflective of current and emerging priorities and is reflective of the direction of key partners. 1 All dates are proposed as suggestions only. Final deliverables and target dates will be confirmed by the City of Pickering. Phase 1: Preliminary Planning Phase 2: Gathering Information & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implementation of the Strategic Plan - 77 - 5.2.1 Background Document Review Related Background Documentation PSI will review Annual Reports2 and business planning priorities as well as background Council meeting minutes that reflect a strategic focus. PSI will also review key municipal plans and documents that are of relevance to the Strategic Plan. Deliverable: PowerPoint Presentation for Council & Staff Session to summarize emerging pressures. Key Municipal Documents Review Changes at the micro level are outplaying macro level strategic shifts. Transformative change is underway at the provincial level as the Conservative Government under Premier Doug Ford wrestles with smaller government and the need to ensure policy and programs are aligned with efficiency, effectiveness and value for money. Deliverable: Overview of key macro and micro-level trends affecting the City of Pickering. Review of Other Strategic Plans – Strategic Thrusts & Gap Analysis Lessons can be learned from others and in particular, from other municipal partners and clients including the Pickering Museum Village (Strategic Plan 2018-2023) , Pickering Public Library Strategic Plan (2019- 2023) as well as key strategic documents developed by specific departments (e.g. City of Pickering Cultural Strategic Plan, City of Pickering Information Technology Strategic Plan). Other partner Strategic Plans should also be examined to identify critical strategic thrusts and priorities (i.e. Toronto & Region Conservation Authority, for example). As mentioned, at the provincial and federal level, considerable strategic rethinking is underway as Ministries and Departments focus on transformation and modernization. In the private sector, emphasis is shifting to vested outsourcing, partnerships and collaborative ventures. New methods of harvesting information and new modes of engaging a broader demographic are emerging daily. These new and continually emerging models may offer a unique template for the City to consider not only in terms of the content, but also the format of its new Strategic Plan. Deliverable: Summary Report of Key strategic thrusts and gap analysis. Build on Input of Early Thought Leaders PSI will, with the endorsement of the Steering Committee, secure direct input from a cadre of Trusted Advisors. The identified Project Lead and/or Steering Committee will provide key direction regarding the list of Trusted Advisors who should be part of an early engagement exercise. These conversations should explore a number of topical areas including City strengths and areas of priority. It is recommended that the members of the Steering Committee develop a representative sample of constituents and that direct one-on-one interviews be convened. This information should be used to develop a gap analysis –areas of focus not currently being addressed as well as new areas where the City could (and potentially could) offer value added. The Trusted Advisors should include representatives from government, business, community, industry and academia. Up to 15 Trusted Advisor interviews will be conducted. Deliverable: Summary & Overview of Trusted Advisor Insight 2 With particular emphasis on 2018 Annual Reporting. - 78 - 5.2.2 Key Trends & Drivers – Environmental Scan PSI will rely on background documentation, an overview of emerging policy and legislative initiatives as well as lessons learned from others to conduct an evaluation of key trends and drivers. This trend analysis or environmental scan will emphasize the impact of change for municipalities and municipal managers generally, and for the City of Pickering specifically. Of particular relevance to the City are changes that are being driven by a series of new political imperatives. Given the transformation agenda and the ongoing Regional Review, performance and agility will be key. PSI will rely on some work that has been completed to build an informative environmental scan that defines key socio-cultural, technological, economic, environmental and political trends and catalysts of change. PSI will rely on City staff to provide updated demographic data as well as accurate demographic forecast information for including in the demographic component of the scan. It is suggested that the environmental scan be used at a staff/staff & Council session to begin the strategic plan process. Deliverable: Updated Environmental Scan Report highlighting existing and emerging key issues affecting municipalities in general and the City of Pickering in particular. 5.2.3 Gather Comments, Insight & Input In order for the Strategic Plan to resonate with Council members and staff (as well as the broader Pickering community), there is a need for early buy-in. Opportunity must be provided for the views of Council members and staff to be an integral part of the Strategic Plan’s development. Meaningful input from the broader community will be essential. In addition to building on the views of community members, staff and Council, it is vital that the new Strategic Plan engage the views of clients and partners. Part of any successful strategic planning exercise, is a focused SCOP3 (Strengths, Challenges, Opportunities, Pressures) Analysis. The ability to complete a SCOP Analysis focusing on internal strengths and weaknesses and external threats and opportunities, will allow the City to build a ‘mirror image’ and a plan that has collective buy in. It will also enable the City to understand where its partners and clients are going strategically and to capitalize on opportunities for better alliance with others. 5.2.3.1 Community Engagement: An Ongoing Commitment It will be important to ensure that members of the public have an opportunity to provide their input to the Strategic Plan. A range of methodologies is recommended to ensure that the City provides equitable access for all interested parties to share their insight. PSI recommends that engagement occur throughout the entire strategic planning process. It is recommended that an Initial Community Newsletter be developed to launch the project and that an FAQ document be prepared and uploaded to the City’s website. Regular Community Newsletters should provide updates to interested community members throughout the process. Members of the Steering Committee should be engaged in discussing the options and opportunities for community engagement. It is recommended that a community engagement strategy be developed with the Steering Committee and that this strategy be used as the basis for moving forward from a communications and marketing perspective. There may be value in convening a Public Input & Listening Session and there may also be value in focusing on more innovative approaches that would see City staff convene Pop-Up events that are aligned with festivals and community gatherings that are already proposed. 3 Sometimes referred to as a SWOT Analysis – Strengths, Weaknesses, Opportunities & Threats. PSI prefers the SCOP analogy with its emphasis on Strengths, Challenges, Opportunities and Pressures. - 79 - Range of Methodologies (Web; Workshops & Interviews) Strategic planning offers an opportunity to engage but also to educate others in the role and mandate of an organization. While targeted input can be obtained from the ‘organized public’, it is extremely challenging to secure input from the public at large. The Town of Gravenhurst in developing its Community-based Strategic Plan encouraged small group input through the development of Kitchen Table Dialogue Guides that invited members of the public to convene their own conversations and to offer input into the process. The Region of Durham in developing its current Strategic Plan convened Pop-Up Events at local Festivals and Community events – staff and consulting team members went to where residents were already gathering. Postcards were developed to allow for quick and easy resident input and in addition, the Region of Durham also took advantage of Drop Boxes that were located throughout the Region to allow for input from residents across the Region. In other cases, Essex Region CA recently completed its new Strategic Plan. Part of ERCA’s early strategic planning work was to upload a SCOP survey to the website and secure public input through electronic means. CLOCA in carrying out the development of its first formal Strategic Plan also engaged input from the broader public by using an electronic survey. Uptake of the CLOCA survey was particularly high given that CLOCA offered prizes (free parking passes) to those who took the time to share their views. These approaches may offer an interesting range of options for the City to consider. The process must be tailored to meet the specific needs and objectives of the City of Pickering. PSI will offer advice but will take direction from the Steering Committee and Project Lead. Standard Questions PSI will (with input from the Steering Committee), develop a standard list of questions targeting key strengths, challenges/issues and areas of opportunity. In the interest of time and process efficiency, it may be advisable to conduct some of the SCOP sessions collectively (e.g. one session with staff; one session with Council, etc.) Key partners should be interviewed by telephone individuals and in confidence. The details of the SCOP assessment will be discussed with the Strategic Planning Steering Committee. Deliverable: Key Informants Interview List and Surveys for Partners and Clients. Development of Community Engagement Strategy o Project Launch (Community Newsletter & FAQ) o Development of Kitchen Table Dialogue Guides o Potential Application of a ‘Train the Trainer’ methodology to invite participation by staff at a series of targeted focus group sessions across departments (inter-departmental) o Identification of Pop-Up Event Schedule Phase 2 Deliverables & Target Dates: Deliverable Suggested Target Date Background Documentation Review June Other Strategic Plan Reviews June Environment Scan & Trend Analysis June Environmental Scan Draft June - July Community Engagement Strategy - Determine Range of Methodologies for Engagement June Frequently Asked Questions & Community Newsletter (Project Launch). Please Note: Regular communications to the community should be carried out at key milestone dates (e.g. to announce upcoming Community Meetings & Listening Sessions; to release a draft Plan; to provide an update on progress and to advise when the Plan is going to Council) June - 80 - Deliverable Suggested Target Date Survey/Questionnaire Development for Key Informants June Trusted Advisor Insights July List of Key Informants June Initial Facilitated Session with Steering Committee June - July Partner Surveys Uploaded By July 1 5.3 Phase 3: Creating the Vision 5.3.1 Engaging Steering Committee, Staff & Council Members Sharing the Draft Environmental Scan The Environmental Scan will provide an important platform for the identification of initial priorities. City staff and management, Steering Committee and Council should be provided with an opportunity to review the Environmental Scan and identify a list of City of Pickering priorities. The Environmental Scan, in addition to offering insight about existing and emerging trends should also define the current operating environment as well as any opportunity areas for the City. Intelligence from the review of existing municipal and partner Strategic Plans may offer additional insight into these areas of priority. PSI may use a Blue Ocean Strategy approach to defining new areas of opportunity, based on direction and concurrence from the Steering Committee. Blue Ocean Strategy – Developing a Strategy Canvas4 Increasingly, organizations are reconsidering their strategic planning processes and are moving toward the development of Strategies rather than Plans. There are a number of new and innovative approaches emerging in the field of strategic planning including the development of an approach by Mauborgne and Kim that enable organizations to create uncontested market space by developing a Strategy Canvass. In brief, Blue Ocean Strategy provides a methodology for organizations to consider new value creation using six specific paths: Path 1: Look across alternative industries. Who are the alternative providers of service? Path 2: Look across strategic groups within industry. What strategic groups exist within the municipal landscape? Path 3: Redefine client base. What is the ‘client chain’ and how would the City unlock new value if the client base shifted? Path 4: Look across to complementary service offerings. What is the context in which City services are being used? Path 5: Rethink the functional-emotional orientation of the municipal landscape. What is the functional/emotional appeal of City services? What opportunities exists for the City to enhance functionality and emotional appeal? Path 6: Participate in shaping external trends over time. What key trends and drivers can the City influence rather than adapt to? 4 The City of Pickering is commencing its Strategic Plannin g process by developing a Council-driven Workplan. It is likely that the articulation of Council-directed priorities may be sufficiently detailed that a strategy map may not be required. It has been included here simply as an option for the City to consi der. Phase 1: Preliminary Planning Phase 2: Gathering Information & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implementati on of the Strategic Plan - 81 - PSI will work with the Steering Committee to structure individual workshops that allow participants to assess ‘what is’ as well as ‘what could be’ and to collectively develop a Strategy Canvas. Engaging Staff & Council As noted, the development of a Strategic Plan for the City of Pickering must involve those who will have responsibility for its implementation. It must act as a catalyst for collective action as it is the key strategic document that will offer a collective framework for action. Sessions with management and staff should be convened early in the process. A session with ?Council is also in order although the work developed in Stage 1 (Workplan) will offer an established focus for the development of a fulsome list of corporate priorities and projects. A decision should be made by the Steering Committee as to whether a separate staff and Council session should be held or whether a joint Staff/Council session would be more beneficial. PSI recommends that this be used only as a baseline and that additional facilitated sessions be convened with key stakeholders. PSI believes that a robust process of developing the Strategic Plan be established at the outset and that a process of engagement be designed with the Steering Committee to create buy in and early support. PSI also believes that input must be managed effectively. A product must be produced in an efficient and effective timeframe so that results can be realized in this term of Council. PSI recommends several facilitation sessions as follows: • City Senior Management Team • City Council The purpose of the initial sessions will be to carry out a facilitated SCOP assessment, to collectively assess the achievements and areas for improvement. The purpose of each session will be to build a Strategy Canvas. Each of the sessions will use a Workbook approach to allow participants to share individual perspectives about strategy and areas of opportunity. PSI has extensive experience in developing Strategic Planning Workbooks and relies on an approach that has been fine-tuned by the Queen’s School of Management that enable participants to walk through the strategic plan in a logical, sequential manner. A separate workshop for partners should also be held. Again, working with the Steering Committee, PSI will discuss the benefits of a session to engage: other government partners as well as the business community and engaged/interested community members. To this end, it is recommended that a series of focused workshops be convened on a sector specific basis as follows: ❖ Government Partners (Other Regional Municipalities; Regulatory Partners, First Nations.) ❖ Industry Partners (Boards of Trade, Development Industry; etc.) ❖ Community Partners (Environmental Partners; Social Service Agencies, ENGOs; etc.) Focused stakeholder workshops should be structured to emphasize two-way information sharing. In addition to profiling the work and mandate of the City, these sessions can be used to review current corporate direction and to validate priorities. Building partnerships and focusing on collaborative outcomes will allow the City to explore how it could advance the strategic priorities of its partners and, at the same time, allow the City to explore how others might assist in advancing its own critical priorities. PSI will develop the meeting agenda and any supplementary materials and will, within 48 hours of the conclusion of the session, produce proceedings that will be shared with the members of the Steering Committee. A sample booklet developed for the NVCA has been included in Appendix C. - 82 - Deliverable: Staff Workshop, Council Workshop, Community Pop-Up or Listening Sessions, Stakeholder Workshop (Government, Industry, Community). Strategy Canvas. The Strategy Canvass will outline the rudiments of the Draft Strategic Plan. Timing: To be determined with the Steering Committee. Likely Fall 2019. 5.3.2 Second Steering Committee Meeting – Early Draft Refinement & Evaluation Methodology A second meeting of the Steering Committee is recommended to allow for further refinements to be made to the early draft and to allow for the development of an Evaluation Methodology. Evaluation Strategy: Effective plans are those that are regularly monitored and evaluated. All too often, Plans are developed with no specific measures or marks of success. At the outset, it is important to develop measurements of success so that once crafted, there are measures by which the Plan can be regularly monitored to determine whether key priorities are being advanced. The consulting team will work with the Steering Committee to develop specific measurements of success. It is recommended that an Evaluation Framework be developed. Usually, an evaluation framework includes three specific measurement indicators: ➢ Process Indicators ➢ Substance Indicators; and ➢ Relationship Indicators Process Indicators focus on the process itself. By way of example, it may include indicators to identify whether all the right people were targeted and involved (partners, clients, community leaders, special interest groups, etc.) Substance indicators focus on the outcomes – were we successful in building a broad base of support for the updated Strategic Plan. Finally, Relational Indicators emphasize relationships – is there an improvement in the relationships between the City and its partners/clients. It is recommended that an evaluation framework and a monitoring methodology be developed and linked back to the key strategic objectives. Develop Measurement Indicators & Evaluation Framework PSI will work with the Steering Committee to define measurement indicators and will incorporate the defined indicators into an evaluation framework and monitoring methodology. The second Steering Committee workshop should focus on the refinement of the early draft and focus on the Evaluation Framework. Deliverable: Evaluation Framework & Benchmarks of Success. Timing: Fall 2019. 5.3.3 Draft Plan Input from the SCOP analysis, Environmental Scan, Staff, Council, community and stakeholder workshops as well as the Thought Leader interviews and surveys will be used to develop an initial early draft of the Strategic Plan. The early draft will be tabled first with the Steering Committee and once the Steering Committee is satisfied with its contents, it will be shared more broadly with City staff and - 83 - members of Council. PSI recommends that Council approval be secured before the early draft is shared with any external partners or clients. Deliverable: Draft Plan presented to Steering Committee for initial review. Timing: Fall 2019. 5.3.4 Input to the Draft Plan A second set of workshops to allow for further refinement of the Strategic Plan is recommended. A joint staff/Council meeting is recommended to discuss key issues and any additional areas of opportunity that may not have been identified at the outset. The early draft could be used as a platform for securing additional input and guidance from key stakeholders. Deliverable: Draft Plan input from Steering Committee, staff, Council and key partners. Timing: To be determined by the Steering Committee. Likely late Fall 2019. Broader Engagement Members of the public have maintained a high degree of interest in the delivery of services at the municipal level. A better educated and more engaged public (and a more active organized stakeholder base) necessitate some consideration of the need for and value of engaging the broader resident community. It is recommended that the issue of broader public engagement be considered by the members of the Steering Committee. At the very least, the City may wish to consider providing an electronic opportunity for public commentary and input by providing space on its website to engage interested members of the public and to provide an ongoing update about the strategic planning process. PSI will work with members of the Steering Committee to determine the value of a web-presence and the opportunity to solicit input from the public. Deliverable: Web-based input and comment forms. Potential Follow Up Community Listening Session Timing: Late fall 2019. Phase 3 Deliverables & Target Dates: Deliverable Target Date Early First Draft October - November Council Approval to Release Early Draft November Public Opportunity for Review November Stakeholder Workshops September – October Second Council and Staff Workshop November Second Draft Plan December Circulation of Second Draft with Request for Comments from Staff, Council & Key Partners, Clients December - January - 84 - 5.4 Phase 4: Finalizing the Strategic Plan Further refinements should be made to the draft Strategic Plan to reflect additional comments submitted by members of the Steering Committee, staff and management, Council Members and key partners and clients. A second draft of the Strategic Plan will be prepared and additional revisions made to the document. The final draft Strategic Plan should be shared with the Steering Committee and any revisions discussed and collectively agreed upon by the Steering Committee members. Once the Steering Committee is satisfied with the Plan it should be presented to Council. Once endorsed, copies of the Strategic Plan should be uploaded to the City’s website and hard copies or a weblink and associated News Release should be forwarded to municipal partners, environmental organizations, industry and business sector representatives as well as upper levels of government. It may also be advisable for the City to engage the services of a desktop publishing firm to provide additional visual formatting before the document is finalized. Please note, this proposal does not include desktop publishing. PSI will forward an electronic copy of all material to the City of Pickering using MicroSoft Word. Presentations will be produced using PowerPoint. The Steering Committee may wish to examine the need for and value of ongoing engagement (i.e. the creation of a Community Round Table or Advisory Panel, for example). From an implementation perspective, partners may have an important role to play and continued engagement may be important to achieving a number of plan objectives. Phase 4 Deliverables & Target Dates: Deliverable Target Dates Draft 2 Strategic Plan January Sharing Draft Strategic Directions & Actions with Others February Review of partner comments February Steering Committee Meeting to Review Partner Input March Steering Committee Endorsement of Final Draft Strategic Directions & Actions and Recommendation to Table Plan with Council for approval March Presentation of the Final Strategic Plan to the City of Pickering Council April 5.5 Phase 5: Implementation Some organizations are of the view that once the Strategic Plan has been developed, the work is done. PSI is of the view that the work is only beginning. Effective communications and roll out of the Strategic Plan is critical, as is ongoing evaluation and reporting on progress. Phase 1: Preliminar y Planning Phase 2: Gathering Informatio n & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implement ation of the Strategic Plan Phase 1: Preliminary Planning Phase 2: Gathering Information & Comments Phase 3: Creating the Vision Phase 4: Finalizing the Strategic Plan Phase 5: Implementati on of the Strategic Plan - 85 - 5.5.1 Strategic Plan Roll Out PSI will work with the Project Lead (and affiliated staff in Communications and the Mayor’s Office) to develop a News Release announcing the approval of the new Strategic Plan. 5.5.2 Evaluation Metrics Follow Through & Reporting PSI will also work with the Project Lead to follow through on the Evaluation Framework reporting. PSI, as part of its commitment, would also be pleased to work with the Project Lead to build internal organizational capacity to carry out ongoing environmental scanning by working closely with an assigned point of contact to develop the environmental scan and to share methodologies for preparation of same. This capacity building effort will be part of PSI’s commitment to the City of Pickering and will be included in the estimated project cost as outlined below. Deliverables: Deliverable Target Dates Implementation of the Evaluation Framework with the Project Lead Post Plan Approval Capacity Building within the City of Pickering Post Plan Approval - 86 - 6.0 WORK SCHEDULE & BUDGET The work schedule and project budget are outlined below. Karen Wianecki is prepared to complete the Strategic Plan in accordance with the timeframe defined by Council. The proposed target timeframes are offered only as an initial point of reference. It is also important to note that PSI is also prepared to take any extra time deemed necessary by the Steering Committee and/or Council to ensure the process is valuable for all and that any additional consultation and/or engagement of stakeholders is needed. 6.1 Estimated Project Budget – Stage 1 (Workplan) Task Deliverable Person Days Total Cost Phase A: Preparation 3 $3,000.00 Inaugural Meeting with Project Lead .5 $500.00 Background Review 1 $1,000.00 Development of Meeting Handbook (Draft & Final) 1 $1,000.00 Second Meeting with Project Lead .5 $500.00 Environmental Scan N/A Included Phase B: Facilitation 1 $1,000.00 Special Meeting of Council 1 $1,000.00 Phase C: Articulation 1 $1,000.00 Proceedings (Draft & Final) 2 $2,000.00 Project Total 6 $6,000.00 - 87 - 6.2 Estimated Project Budget – Stage 2 (Strategic Plan) Estimated Project Costs reflect the level of effort outlined in this submission. Task Deliverable Person Days Total Cost Stage 1: Preliminary Planning 2.5 $2,500.00 4.1 Steering Committee Terms of Reference 1 $1,000.00 4.1.1 Meeting with Steering Committee 1.5 $1,500.00 Revised Work Plan N/A Included List of Key Informants N/A Included Stage 2: Gathering Information 11 $11,000.00 4.2.1 Background Document Review • Municipal Documents • Municipal Partner Documents • Other Relevant Strategic Plans 3 $3,000.00 4.2.2 Environmental Scan 2 $2,000.00 4.2.3 Gathering Comments, Insights & Input • Key Informant Interviews with Trusted Advisors • Range of Methodologies for Community Engagement – Community Engagement Strategy • FAQ & Community Newsletters (up to 3) • Public Information & Listening Sessions (2) 6 $6,000.00 Stage 3: Creating the Vision 8.5 $8,500.00 4.3.1 Sharing the Environmental Scan Blue Ocean Strategy Engaging Staff, Council & Stakeholders 3 $3,000.00 4.3.2 Second Steering Committee Meeting & Evaluation Framework Development 1.5 $1,500.00 4.3.3 Development of Draft Plan 2 $2,000.00 4.3.4 Input to the Draft Plan – Review & Incorporation of Comments 2 $2,000.00 Stage 4: Finalizing the Strategic Plan 5.5 $5,500.00 4.4.1 Revision #2 Draft Plan & Sharing the Draft Plan with Others Review Partner Comments 3 $3,000.00 4.4.2 Steering Committee Meeting to Review Comments & Prepare Final Draft (Via Teleconference) .5 $500.00 4.2.3 Steering Committee Endorsement to Forward Plan to Council N/A Included 4.4.4 Final Draft to Council .5 $500.00 4.4.5 Presentation of Final Draft Plan to Pickering City Council 1.5 $1,500.00 Stage 5: Implementation 2 $2,000.00 4.5.1 Evaluation Framework Roll Out 1 $1,000.00 4.5.2 Evaluation Framework Follow Through & Reporting 1 $1,000.00 Total Commitment 29.5 $29,500.00 PSI has assumed that workshops will be convened in the Pickering area. - 88 - 6.3 Billing Schedule & Method of Payment While the payment schedule may be negotiated to coincide with the City’s business planning cycle, the following payment schedule is suggested: • 20% of the total contract amount due and payable upon execution of the contract; • 50% of the total contract amount due and payable upon development of the Draft Strategic Plan; • Final 30% of the total contract amount due and payable upon completion of the Strategic Plan. - 89 - 7.0 SUMMARY PSI has the resources and the time to meet all of the deliverables and the timing identified and will work closely with the City of Pickering to ensure the process and the product exceed the expectations of those involved. In summary, there are several key areas that we believe our submission will offer value-added: • Ensuring there is an agreed-upon Terms of Reference for the Steering Committee; • A robust set of workshops and engagement opportunities not only for City staff and Council, but also for City partners and clients as well as community members; • An assessment of strategic thrusts of current municipal partner Strategic Plans; • An approach that emphasizes the development of a Strategy and not just a Plan; • The use of Blue Ocean Strategy to emphasize new areas of value added; • Additional resources committed to roll out of the Strategic Plan including the application of evaluation criteria and benchmarks of success as well as a reporting framework; and • A knowledge transfer component to build capacity within the City for environmental scanning and trend line analysis. Any questions concerning this submission may be directed to the undersigned. I thank you for the opportunity to be considered. All of which is respectfully submitted, _______________________________ Karen R. Wianecki, M.Pl., MCIP, RPP Director of Practice Planning Solutions Inc. - 90 - Appendix A Company Profile – Planning Solutions Inc. - 91 - Karen Wianecki, M.Pl., MCIP, RPP EDUCATION MASTER OF URBAN AND REGIONAL PLANNING Queen’s University, Kingston, Ontario 1985 HONOURS BACHELOR OF ARTS (SPECIALIST) DEGREE, GEOGRAPHY University of Toronto, Scarborough, Ontario 1981 PROFESSIONAL AFFILIATIONS Canadian Institute of Planners, Full Member Ontario Professional Planners Institute, Full Member Ontario Bar Association, ADR Sector Member Ontario Waterpower Association, Member National Association for Dialogue & Deliberation National Roster & Native Sub-Roster, U.S. Institute for Environmental Conflict Resolution, Tucson Arizona, Roster Mediator Reviewer, Professional Standards Board for the Planning Profession in Canada PROFESSIONAL EXPERIENCE DIRECTOR OF PRACTICE, Planning Solutions Inc. Founder and Director of Practice of Planning Solutions Inc., a professional consulting firm specializing in multi -party stakeholder engagement and conflict resolution, complex project management and resource -based planning. Services offered and clients are outlined below: Environmental Mediation & Adjudication: Specializing in Multi-Party, Public Policy Dispute Resolution • Fisheries & Oceans Canada. Developing a New Business Agreement with the Saugeen Ojibway Nation. 2012. • Mediation Centre of Southeastern Ontario. Skills Building: Alternative Dispute Resolution in the Municipal, Planning & Resource Management Sphere. April 2018. • Ministry of Natural Resources. Crown Forest Sustainability Act & Endangered Species Act. Multi-Party Stakeholder Engagement & Issues Resolution. 2017. • Ministry of Natural Resources & Canadian Boreal Forest Agreement. Abitibi River Forest. Options to Address the Caribou Conservation Plan. 2012. • Ministry of Natural Resources – Low Water Response Workshop. Mediation, Negotiation & Issues Management: A Primer. 2009. • Ministry of Natural Resources. Great Lakes Charter Annex Advisory Panel. Multi -Party Facilitation. 2008. http://cela.ca/uploads/f8e04c51a8e04041f6f7faa046b03a7c/584_Rethinking_Annex.pdf • Ontario Energy Board. Enbridge Gas Settlement Conference. September – October 2018. • Ontario Energy Board. IESO/Smart Metering Settlement Conference. January 2018. • Ontario Energy Board. Union & EPCOR Settlement Conference. 2017. • Ontario Energy Board. Enbridge 2018 Cost of Service Application. Settlement Conference. 2017. • Ontario Energy Board. Rideau St. Lawrence Distribution Cost of Service Application. Settlement Conference. 2017. • Ontario Energy Board. TransCanada Settlement Conference. 2016/2017. • Ontario Energy Board. Northern Ontario Wires. Settlement Conference. 2017. • Ontario Energy Board. Wasaga Distribution Settlement Conference Facilitation & Fact Finding. 2015. • Ontario Energy Board. North Bay Hydro Settlement Conference Facilitation. 2014. • Ontario Energy Board. St. Thomas Energy Inc. Cost of Service Application. Settlement Conference Facilitation. 2014 - 92 - • Ontario Energy Board. Union Gas 2011 Earnings Sharing & Disposition of Deferral Accounts and Other Balances Settlement Conference. 2012. • Parks Canada. Developing a Business/Governance Agreement with the Saugeen Ojibway Nation. 2012, 2013. • Saskatchewan Forest Service. Co-Mediator with Frank Handy, SFH Group – Multi-Party Stakeholder & First Nation Issue in North-Central Saskatchewan. 2008 • Staff Support to the Ontario Forest Industry & Resource-Based Tourism Sector, Resource Stewardship Agreements Memorandum of Understanding. • Victim Offender Reconciliation Program. Community Mediator. Public Consultation & Stakeholder Engagement: Applying Systems Thinking to Stakeholder Engagement Stakeholder & Community Engagement - Strategy Development & Training • Federation of Ontario Cottagers Association. 2016 Fall Seminar. Guest Presentation: Effective Collaboration & Engagement for Lake Associations. 2016. • Infrastructure Ontario. “A Plan for Meaningful Engagement: Harnessing the Power of Collective Wisdom.” 2016. • Ganaraska Region Conservation Authority. Community & Stakeholder Engagement component of the Ganaraska Forest Management Plan. 2016/17. • Ontario Waterpower Association. Community Engagement Toolkit. 2016. • Ministry of Natural Resources & Forestry. Conservation Authorities Act Review. Municipal & Stakeholder Engagement Sessions. 2016. (A Collaboration with LURA Consulting). • Northern Ontario School of Medicine. Stakeholder Engagement Strategy. 2014. • Environment Canada. Toward A Nearshore Framework for the Canadian Portion of the Great Lakes. Stakeholder Engagement Strategy. 2013. • City of Toronto. Moore Park Ravine Private Property Owners Engagement Project. 2013/2014. • Infrastructure Ontario. Muskoka Regional Centre Opportunity Study. Community Engagement Strategy. 2013. • Ministry of Aboriginal Affairs. Negotiations & Reconciliation Division. October 2011. • Ontario Waterpower Association. May 2011. • Ontario Ministry of Natural Resources, Species at Risk Branch. April 2011. • Nottawasaga Valley Conservation Authority. 2010. • Ontario Public Service. Stakeholder Engagement Training Workshop. 2009. Federal Government: • Environment Canada. Lake Superior Zero Discharge Demonstration Program: Lessons Learned & Achievements Report. 2015/16. • Environment Canada. Advancing a Canadian Nearshore Framework for the Great Lakes. A Collaborative Initiative with Baird & Associates and Dr. Larry Hildebrand, 2013/2014. • Environment Canada. Development of a Project Charter & Project Plan for an Integrated Nearshore Assessment & Management Framework. 2012/2013. • Fisheries & Oceans Canada. Aligning & Harmonizing Federal & Provincial EA Regulatory Policy, Procedures & Process. Inter-Agency & Intergovernmental Workshop. January 2012. Provincial Government: • EcoHealth Ontario. Greenspace & EcoHealth Policy Toolkit. 2016-2017. • Infrastructure Ontario. Muskoka Regional Centre. Opportunities Assessment & Optimal Use Study. Community Engagement and Outreach. MHBC Planning Lead. 2013/2014. • Hydro One. Clarington Transformer Station. Community Consultation & Public Information Centre. 2012. • Ontario Ministry of Natural Resources: - 93 - o Non-Forestry Roads Decommissioning – Process Facilitation. 2015. o Shoreline Strategy Municipal Guide. 2014. o Lake Simcoe Stewardship Network. Facilitation. 2013, 2014. o Endangered Species Act Minister’s Advisory Panel. Facilitation. 2013. o Provincial Stakeholder Consultations – Polar Bear & Lake Sturgeon. February – March 2012. o Biodiversity & Climate Change – A Series of MNR Workshops. March – April 2012. o Climate Change Vulnerability Assessment & Adaptation Options for the Northeast Clay Belt. January 2012. o Stakeholder Consultation – Habitat Regulations for 7 Species (Bent Spike-rush; Common Five- lined Skink, Eastern Foxsnake (Carolinian & Georgian Bay populations), Gray Ratsnake (Carolinian & Frontenac Axis population) & Rapids Clubtail. January 2012. o Bobolink Working Group – Action Planning Session. December 2011. o Proposed Habitat Regulations & Development Guidance Document. Workshop Facilitation with the Development Industry. March 2011. o Stakeholder Consultations. Caribou Conservation Plan. & Habitat Regulations. 2008, 2009. 2011. o State of the Aggregate Resource in Ontario, Advisory Committee & Technical Expert Panels. 2009. o Species At Risk Program Advisory Committee Inaugural Meeting. 2008. o Lakes & Rivers Improvement Act Technical Advisory Committee Facilitation. 2006 – 2009. o Great Lakes Charter Annex Advisory Panel Facilitation. o Great Lakes Charter Annex Intra-Basin Transfer Facilitation. o Renewable Energy Education Advisory Committee. • Saskatchewan Industry & Resources. Intergovernmental Working Group on Mining Efficiency & Effectiveness. First Nations: Respecting Aboriginal Way of Life • Regional Municipality of Durham. Staff Day. Guest Speaker: Aboriginal People & Ontario Municipalities. Building the Relationship Through Engagement: An Opportunity in the Making. 2018. • Northeast Superior Regional Chiefs’ Forum. Comprehensive, Collaborative and Co-Creative Community Planning. 2013. • Eagle’s Earth Cree & Ojibway Historical Centre, Hearst, Ontario. Economic Opportunities Study. First Nations Engagement & Facilitation. Undertaken with Malone Given Parsons. 2009. • Facilitated the Aboriginal Traditional Knowledge Focus Group for the Ontario Ministry of Natural Resourc es designed to develop a Statement of Aboriginal Perspectives on the Use & Application of Way of Life Knowledge in Resource Management Decision Making. • Facilitated the Aboriginal Traditional Knowledge Focus Group responsible for providing direction and guidance to Ontario Parks on the updated Provincial Parks & Protected Areas Planning Manual. Municipal & Regional Government: Creating a Sense of Ownership - Engaging Communities & Community Members. • Regional Planning Commissioners of Ontario. Striking th e Right Balance: Building the Relationship & Improving the Relationship to Implement the Growth Plan. Practical & Pragmatic Implementation – The Issues & The Opportunities. Draft White Paper. 2018. • Regional Municipality of Durham. Affordable and Seniors Housing Task Force. Report. 2017. Implementation Phase Underway 2018. • Regional Municipality of Durham. DEDP: Defining Priorities & A Collaborative Action Plan. Workshop Facilitation. 2016. • The Friends of the Greenbelt Foundation. Natural Heritage Mapping Workshop. Facilitation. 2014. • Oak Ridges Moraine Foundation Board of Directors. Provincial Position on the 2015 Provincial Review of the Oak Ridges Moraine Conservation Plan. Facilitation. 2014. • City of Burlington. Transportation Master Plan. A Project Undertaken with Cole Engineering Group Ltd. 2012. • Ajax, Carruthers Creek Flood Mitigation Study (Class EA). Community Consultation. A Project Undertaken with Cole Engineering Group Ltd. 2010, 2011. - 94 - • Peterborough, Sanitary Sewer EA Mitigation. Stakeholder Consultation. A Project Undertaken with Cole Engineering Group Ltd. 2010, 2011. • Regional Municipality of York: o Woodland Cover Workshop. 2014. o Transportation Services Division. Operationalizing the Transportation Master Plan. Staff Workshop. 2011. o Transportation Services Division, Lands & Natural Heritage. Stakeholder Workshop to Advance the Greening Strategy. October 2011. o Transportation Services Division. Context Sensitive Solutions. Internal Staff Workshop. October 2011. o Transportation Services Division. South Yonge Street Corridor Master Plan. Undertaken with The EDA Collaborative Inc. 2011. • Township of Georgian Bay: o Honey Harbour Master Plan – Civic Engagement Process Design & Facilitation. Undertaken with The EDA Collaborative Inc. 2010, 2011. o MacTier Master Plan – Civic Engagement Process Design & Facilitation. Undertaken with The EDA Collaborative Inc. 2010, 2011. o Port Severn Master Plan – Civic Engagement Process Design & Facilitation. Undertaken with The EDA Collaborative Inc. and J.H. Stevens Planning Consultants. 2008, 2009. • Muskoka Lakes Golf & Country Club Facilitation. 2014. • Township of East Garafraxa. Visioning Exercise. 2008. • City of Hamilton. Windermere Basin Design Charrette. Undertaken with Cole Engineering. 2008. • Town of Whitby. Toward a Heritage Designation for Downtown Whitby. 2013. Industry: Building Effective Partnerships • Ontario Waterpower Association o Strategic Planning Workshop. 2018 o Community Engagement in Small Hydropower Projects: A Toolkit for Waterpower Developers and Their Agents. 2017. o Harnessing Collective Wisdom and Preparing for the Next Era of Strategic Opportunity. Strategic Planning Support Document. 2015. o Best Management Practices Guide. Facilitation - Provincial Workshops. 2013. o Waterpower Summit: Bilateral Meeting of Industry & Government: Advancing Hydroelectric Power in Ontario. 2008. o Developing an Industry, Government & First Nations Hydropower Community of Practice. Inaugural Meeting. 2008. • Canadian Dam Association. Strategic Plan & Business Plan Review. 2007. Conservation Authorities: Promoting Productive Dialogue • Central Lake Ontario Conservation Authority. Conservation Lands Master Plan. Municipal Recreation & Land Needs Assessment, Stakeholder & Community Engagement Design & Facilitation. 2018. (Ongoing) • Central Lake Ontario Conservation Authority & Municipality of Clarington. Port Darlington Shoreline Study. Municipal & Stakeholder Engagement. 2018. (Ongoing) • Conservation Ontario. Source Protection Planning Implementation Workshop Facilitation. March 2014. • Conservation Ontario. Aligning for Excellence. Governance Options & Opportunities Project. 2013. • Conservation Halton. Fisheries Management Plan – Community Advisory Committee Inaugural Workshop. Design & Facilitation. 2011. • Credit Valley Conservation: o Sustainable Funding Project. 2011, 2012. o Planning Policy Customer Service Enhancement Project. 2011. o Towards A Natural Heritage System. Focused Dialogues With Stakeholders and Watershed Residents. 2009. o Development Review Policies Update. 2008, 2009. o Strategic Plan Review. 2008. o Black Creek Subwatershed Study. Inaugural Advisory Committee Meeting. 2008. - 95 - • Lake Simcoe Region Conservation Authority: • Source Water Protection Municipal Partners Workshop. 2012. • Source Water Protection for the South Georgian Bay Lake Simcoe Source Protection Region. Facilitation of the Policy & Planning Working Group. 2009, 2010, 2011, 2012. • Lake Simcoe Environmental Management Strategy (LSEMS) Governance Model. Facilitation of the LSEMS Working Group and Steering Committee. A Partnership between the LSRCA, MNR and MOE. 2007. • South Georgian Bay Lake Simcoe Source Protection Region. Facilitation of Planning Working Group. Commenced: September 2009. Resource Management & Municipal Planning: Balancing the Interests of Uses & Users • Ganaraska Region Conservation Authority. Ganaraska Forest Management Plan. Municipal, Public & Stakeholder Engagement. 2017. • Ausable Bayfield Conservation Authority. Updated Shoreline Management Plan. A collaborative venture with Aqua Solutions 5 Inc. & Dr. Robin Davidson-Arnott. • City of Toronto. Moore Park Ravine - Private Ravine Property Owners Engagement Project. Developing Resource Materials & Engaging the Community. 2013/2014. • Environment Canada. Lessons Learned Report on the Zero Discharge Demonstration Project. PSI is working with EC & the US Michigan Pollution Control Agency to Complete Key Informant Interviews & Review the Final Report. 2014. • Grand River Conservation Authority. Water Management Plan. Steering Committee Facilitation. 2009. • Kawartha Region Conservation Authority. Watershed Planning & Regulation Policies. 2010. 2011. • Otonabee Region Conservation Authority. Watershed Planning & Regulation Policies Updat e. 2012. • Ministry of the Environment: o Lake Simcoe Priority Stormwater Management Works. Lake Simcoe Protection Plan Workshop. 2011. o Lake Simcoe Climate Change Adaptation Strategy. Facilitation of Science Panel Meeting & Production of Report Used to inform the EBR Posting Submitted by MOE. 2011. • Ministry of Natural Resources: o Development of the Alternative Dispute Resolution Process for Resource Stewardship Agreements Associated With Forest Management Planning in Ontario. o MNR Negotiating Team Member, Extraction of Aggregate Below the Water Table on Prime Agricultural Lands (Position Negotiated with the Ministry of Agriculture & Food). o Municipal Plan Input & Review Coordinator. o Coordinated MNR Response to Ontario Hydro Demand/Supply Plan Hearings. • Township of Georgian Bay: o Master Plan, MacTier. A Joint Venture with The EDA Collaborative. 2011. o Master Plan, Honey Harbour. 2011. o Master Plan. Port Severn. A Joint Venture with The EDA Collaborative. A Joint Venture with The EDA Collaborative. 2009/2010. • York Region. South Yonge Street Corridor Master Plan. Completed with the EDA Collaborative Inc. Fact Finding & Program Evaluation: Doing Things Right & Doing the Right Things. • Credit Valley Conservation. Planning Program – Customer Service Enhancement Initiative. 2011. • Durham Family Court Clinic. Program Evaluation. Interim Assessment of the Mediation & Information Services Provided to the Superior Court of Justice (Family Division), Durham Region. • Environment Canada. Lessons Learned & Achievements Report of the $30 Million Lake Simcoe Clean Up Fund. 2011. • Ministry of Municipal Affairs & Housing. Program Evaluation Plan for Ontario’s Land Use Planning Program. 2009. o Ministry of Natural Resources. Program Evaluation. Evaluation of Onta rio’s Water Resource Management Strategies & Flood Damages. o Ministry of Natural Resources. Assessment of Forest Management Plans in Ontario & the Recognition of Resource Based Tourism Values • Nottawasaga Valley Conservation Authority – Planning Program Review. 2010. - 96 - • Saskatchewan Environment. Corporate Policy & Planning Realignment. 2008. Report Writing: Providing Clarity & Guidance • Ministry of Natural Resources & Forestry. Conservation Authorities Act Review. 2016. • Association for Conflict Resolution. Co-Writer. The Native Dispute Resolution Network: A Bridge Between Native Peoples, Agencies and Other Interests in Environmental Conflicts. 2008. • CEATI Technology Review Report. Prepared for CEA Technologies Inc. Hydropower Full Environmental Cost Accounting. Undertaken with MOBEC Engineering & P. Norris. 2007. • CEATI Report. Hydroelectric Generation Water Resource Management Roadmap. Undertaken with MOBEC Engineering & P. Norris. 2006. • Environment Canada. Lessons Learned & Achievements Report for the Lake Simcoe Clean-Up Fund. Spring 2011. • Ontario Waterpower Association. Renew. “Splendid Isolation Is Out…Collaboration Is In.” October 2008. • Saskatchewan Environment Forest Service. Provincial Standards for Road Construction & Stream Crossings. 2008. Undertaken with Water’s Edge, Merin Forest Management & FRI Ecological Services • Editor, Lakes & Rivers Technical Guidelines Update. 2006-2009. Strategic Planning: Embarking On The Path of Progress • Conservation Authority University. Guest Presentation: Introduction to Strategic Planning. 2016 & 2017. • Severn Sound Environmental Association. Strategic Plan. Staff & Board Workshop. 2017. • Central Lake Ontario Conservation Authority Strategic Plan. 2015. • City of Kawartha Lakes Strategic Plan. 2016. • Regional Municipality of Durham. Strategic Plan. (A collaborative venture with Lura Consulting.) 2015/16. • Township of Uxbridge Strategic Plan. 2015. • Town of Gravenhurst Strategic Plan. 2014. • Township of Tiny Strategic Plan. 2014/15. • Town of The Blue Mountains Strategic Plan. An initiative led by MHBC Planning. 2014/15. • Northern Ontario School of Medicine. Updated Strategic Plan for 2015-2020. A Collaborative Effort with JD & Associates. 2014. • Canadian Dam Association. Strategic Plan & Business Plan Review. 2006. • Centre for Excellence in Mining Innovation. Developing a Strategic Research & Development Framework for Sustainable Mines and Sustainable Mining. • Conservation Ontario: • The Future of Water & Watershed Management. Effective Positioning of Ontario Conservation Authorities. 2012. o Strategic Visioning Workshop. 2009. • Credit Valley Conservation Agency. Strategic Plan Review. 2007. • Grand River Conservation Authority. Strategic Plan Review. 2008. • Kawartha Region Conservation Authority. Strategic Plan Update. 2011. • Lac La Ronge Indian Band Strategic Plan. 2006. • Long Point Region Conservation Authority. Strategic Planning Retreat. September 2009. • Ministry of the Environment. Draft Strategic Plan, 2008/09. • Ministry of Municipal Affairs & Housing. Enhancing the Planning Services Delivery System from a Strategic vantage point. • Ministry of Natural Resources. Species At Risk Strategic Visioning & Priority Setting Workshop. 2010. • Nottawasaga Valley Conservation Authority. Strategic Plan Review. 2013. • Northumberland County Domestic Violence Monitoring Committee. Critical Priority Setting & Governance Model Development. 2012. • Nottawasaga Valley Conservation Authority. Strategic Plan. 2012. • Ontario Waterpower Association. Strategic Plan Update. 2018. • Ontario Waterpower Association. Strengths, Challenges, Opportunities & Pressures Analysis Using Electronic Survey Data. March 2012. - 97 - 1999 – 2002 PROJECT COORDINATOR - Alternative Dispute Resolution Program, Forest Management Branch, Ministry of Natural Resources 1997 – 1999 POLICY ADVISOR - Lands & Waters Policy Branch, Ministry of Natural Resources, Toronto 1994 – 1995 A/MANAGER, STRATEGIC PLANNING - Corporate Policy & Planning Branch, Ministry of Natural Resources, Toronto 1990 – 1994 POLICY OFFICER - Corporate Policy & Planning Branch, Ministry of Natural Resources, Toronto 1987 – 1990 PROGRAM COORDINATOR - Plan Input & Review Program, Ministry of Natural Resources, Toronto 1987 POLICY ADVISOR - Ontario Buildings Branch, Ministry of Housing, Toronto 1986 – 1987 PROJECT PLANNER - Plans Administration Branch, Ministry of Municipal Affairs, Toronto 1983 – 1986 COMMUNITY PLANNER - Plans Administration Branch, Ministry of Municipal Affairs, Toronto - 98 - Appendix B Karen R. Wianecki, M.Pl., MCIP, RPP Director of Practice, Planning Solutions Inc. CV & Biographical Sketch - 99 - Karen R. Wianecki, M.Pl., MCIP, RPP Director of Practice, Planning Solutions Inc. Biographical Sketch Karen Wianecki is a professional planner, mediator and facilitator who specializes in community and stakeholder engagement. Karen holds an undergraduate specialist degree in Geography from the University of Toronto and a master’s in Urban & Regional Planning from Queen’s University. She studied environmental mediation through the Harvard Mediation Project and received Advanced ADR accreditation through the Faculty of Law, University of Windsor. Karen is one of three Canadian mediators on the U.S. Institute for Environmental Conflict Resolution Roster as well as the Native Sub- Roster based in Tucson, Arizona and is a Settlement Conference Facilitator for the Ontario Energy Board. In addition, Karen is one of the founding members of the Canadian Centre for Conflict Management (CCCM). Karen spent sixteen years of her career with the Ontario Public Service, working for the Ministries of Municipal Affairs, Housing and Natural Resources as a planner and policy advisor, Cabinet Committee coordinator, Manager of Strategic Planning and Coordinator of Ontario’s first environmental dispute resolution program where she oversaw the work of 21 mediators and 8 arbitrators, Province wide. Karen left the OPS in 2000 to establish Planning Solutions Inc., a professional consulting practice devoted to community and stakeholder engagement, facilitation, public policy development and environmental issues management. Through her consulting practice, Karen has had the pleasure of working closely with numerous public and private sector clients here in Ontario as well as in Western Canada. worked extensively with Aboriginal organizations and communities, Federal, Provincial and Municipal governments, special interest and environmental non-government organizations, industry, and business as well as with residents on a range of contentious issues. Karen subscribes to the notion that process is as important as product. Engaging governments at all levels, industry and communities builds trust and creates social capital. Co- creative engagement, properly designed and facilitated, leads to innovation and learning which in turn can produce results that are truly remarkable. - 100 - Planning Solutions Inc. Company Profile Company History: Established in 2000, Planning Solutions is a Canadian consulting firm owned and operated by Karen Wianecki, M.Pl., MCIP, RPP. Planning Solutions offers a number of services, including: • Stakeholder & Community Engagement • Public Consultation • Environmental Settlement-Based Mediation • Resource Management & Land Use Planning • Program Evaluation • Fact Finding & Report Writing • Strategic Planning Clients & Partners: Conservation Authorities: • Ausable Bayfield Conservation Authority • Conservation Ontario • Conservation Halton • Central Lake Ontario Conservation Authority • Credit Valley Conservation Agency • Credit Valley Conservation Foundation • Ganaraska Region Conservation Authority • Grand River Conservation Authority • Kawartha Region Conservation Authority • Lake Simcoe Region Conservation Authority • Long Point Region Conservation Authority • Nottawasaga Valley Conservation Authority • Otonabee Region Conservation Authority • Severn Sound Environmental Association (SSEA) • Toronto and Region Conservation Authority Government: Federal & Provincial • Environment Canada • Fisheries and Oceans Canada • Hydro One • Infrastructure Ontario • Mining and Lands Commissioner of Ontario • Ministry of the Attorney General, Dispute Resolution Office • Ministry of the Environment, Deputy Minister’s Office • Ministry of Labour, Employment Standards Branch • Ministry of Municipal Affairs and Housing • Ministry of Natural Resources, Aboriginal Affairs Unit • Ministry of Natural Resources, Aggregate & Petroleum Resources Unit • Ministry of Natural Resources, Assistant Deputy Minister’s Office • Ministry of Natural Resources, Ecological Land Acquisition Program • Ministry of Natural Resources, Renewable Energy Section • Ministry of Natural Resources, Water Management Section • Ministry of Natural Resources, Forest Management Branch • Ministry of Natural Resources, Lands, Natural Heritage & Protected Spaces Branch • Ministry of Natural Resources, Species At Risk Branch • Ministry of Energy, Conservation & Strategic Policy Branch • Ministry of Environment, Deputy Minister’s Office • Ministry of Environment, Environmental Assessment & Approvals Branch • Ministry of Northern Development and Mines • Ontario Energy Board - 101 - • Ontario Parks & Ontario Parks Board of Directors • Parks Canada • Saskatchewan Environment, Deputy Minister’s Office • Saskatchewan Environment Forest Service • Saskatchewan Industry & Resources • Saskatchewan Watershed Authority Government: Aboriginal • Chiefs of Ontario • Constance Lake First Nation • Grand Council Treaty #3 • Lac La Ronge Indian Band • Métis Nation of Ontario • Nishnawbe-Aski Nation (NAN) • Northeast Superior Regional Chiefs Forum • Union of Ontario Indians • Wabun Tribal Council Government: Regional & Local • City of Burlington • City of Hamilton • City of Kawartha Lakes • City of Markham • City of Vaughan • Long Range Planners of Ontario (LORAPON) • Regional Municipality of Durham • Regional Municipality of York • Regional Planning Commissioners of Ontario (RPCO) • Town of Ajax • Town of Midland • Town of the Blue Mountains • Township of Brock • Township of East Garafraxa • Township of Essa • Township of Georgian Bay • Township of Tiny • Township of Uxbridge Private Industry: • Aqua Solutions 5 Inc. • Baird Engineering • Canadian Dam Association • Canadian Electrical Association (CEATI Inc.) • Cole Engineering Group Ltd. • EDA Collaborative Inc. • Lura Consulting • MHBC Planning • MOBEC Engineering • Ontario Mining Association • Ontario Waterpower Association • Parsons Brinckerhoff Halsall • Water’s Edge Environmental Solutions Team Ltd. For more information about the services offered by Planning Solutions Inc., and for client testimonials, please visit our website: www.e- planningsolutions.ca - 102 - Appendix C Meeting Handbook - 103 - Appendix C NVCA Strategic Planning Workbook Date & Location to be Confirmed Planning Solutions Inc. Karen R. Wianecki, M.Pl., MCIP, RPP - Director of Practice, Planning Solutions Inc. - 104 - THE NVCA WORKING SES SION – WORKBOOK This Workbook has been organized to assist you to complete a strategic analysis of the Nottawasaga Valley Conservation Authority. It is premised on the following framework and is adapted from Peter Richardson’s 2001 work at Queen’s University . There are essentially six steps that we will use to develop a Strategic Work Plan for the NVCA: Step 1: Assessing the Business & Competitive Environment Step 2: Sizing Up the Organization Step 3: Putting the Pieces Together Step 4: Defining the Direction…Together Step 5: Take Action •Set the Context Framing •Collect Information & Knowledge Analysis •Consolidate & Refine the Data Synthesis •Do Things Right •Do The Right Things Define Direction •Define ... •What •Who •How •When Shape Action - 105 - STEP 1: ASSESSING TH E BUSIN ESS & COMPETITIVE EN VIRONMENT Your strategic work plan must fit the future environment. There are a number of drivers that will shape your future and the future of government generally. These drivers are: political, economic, environmental, socio-cultural, geo-political and technological. From your perspective, what are the major trends that will influence the NVCA in the future? Political trends? Economic trends? Socio-cultural trends? Technological trends? Geo-political trends? What factors do you believe will allow NVCA to create value? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ Are these likely to change over the next three years? If so how? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ - 106 - Are there opportunities for the NVCA to capitalize on any of the following areas of competitive advantage? If so, how? Innovation? Speed/Timing? Partnerships & Alliances With Others? Information/Technology? Learning Capabilities? What Does This Mean For the Way the Nottawasaga Valley Conservation Authority Will Do Business In the Future? - 107 - STEP 2: SIZING UP TH E ORGANIZATION 1. What is the purpose of the NVCA? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 2. What are the core skills that create our core competencies? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 3. How does NVCA create value? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 4. Do we market our services? Do we need to market our services? Are the methods we are using appropriate given the future trends? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 5. What are our values? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ • Toward our partners? • Toward our clients? • Toward one another? - 108 - STEP 3: PUTTING THE PIECES T OGETHER 1. What are the three major opportunities facing the NVCA? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 2. What are the three major threats that we face collectively? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 3. What are our three major strengths? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 4. What are our three major weaknesses? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ - 109 - Make It Or Break It? What are your five most important ‘make or break’ challenges and opportunities? Lots of things are important but only those things that are Make-It or Break-it…that can lead to true success or absolute disaster are strategy. What are our five major make-or break challenges? Challenge #1 Challenge #2 Challenge #3 Challenge #4 Challenge #5 Opportunities & Threats Weaknesses Strengths - 110 - STEP 4: DEFINING TH E DIRECTION…TOGETHER Time Frame = 3 Years 1. Our Purpose. What will we do as an Organization over the next 3 years to move toward achieving our vision? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 2. Our Unique Identity. What makes us unique and differentiates us from others? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 3. Our Values & Our Beliefs. What are the values and beliefs that we will use to build our future organization? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ 4. How Others Can Benefit…What is in it for our partners, our clients, our stakeholders? _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________ - 111 - What are our Corporate Objectives? Objectives must be SMART…specific, measurable, achievable, realistic and timebound. What are the top five objectives that the NVCA should be focusing on? Key Organizational Objectives Objective Details 1. 2. 3 4. 5. What are the measures that we should be focusing on that will allow us to determine whether we have been successful in achieving our objectives? The Balanced Scorecard Measures Details - 112 - STEP 5: TAKING ACTI ON & ACTION PLANNING In this section of the Workbook, you will think about your strategic objectives and the development of action plans. Strategic Objective = a Make or Break issue that creates long term competitive advantage for the NVCA. Strategic Thrust = Key initiatives, typically requiring 12 months or more to achieve Action Plan – Short term tactical deliverables required to put strategic thrusts into effect – usually with a 90-120 day window Objective 1 Strategic Thrust Actions Actions Strategic Thrust Objective 2 Objective 3 Strategic Thrust Actions - 113 - Objective #1: _________________________________________________________________________________________________________________________________ Strategic Thrust #1: __________________________________________________________________________________________ Action Plan: What (specific objective & deliverables) How? Who? Who Else? By When? Budget? - 114 - Objective #2: _________________________________________________________________________________________________________________________________ Strategic Thrust #2: __________________________________________________________________________________________ Action Plan: What (specific objective & deliverables) How? Who? Who Else? By When? Budget? - 115 - Objective #3: _________________________________________________________________________________________________________________________________ Strategic Thrust #3: __________________________________________________________________________________________ Action Plan: What (specific objective & deliverables) How? Who? Who Else? By When? Budget? - 116 - Objective #4: _________________________________________________________________________________________________________________________________ Strategic Thrust #4: __________________________________________________________________________________________ Action Plan: What (specific objective & deliverables) How? Who? Who Else? By When? Budget? - 117 - Objective #5: _________________________________________________________________________________________________________________________________ Strategic Thrust #5: __________________________________________________________________________________________ Action Plan: What (specific objective & deliverables) How? Who? Who Else? By When? Budget? - 118 - GROUND TRUTH OUR STR ATEGIC WORK PLAN PRI ORITIES… “10 Point Strategy Assessment” 1. Will our strategic priorities deliver on our vision? 2. Are our objectives ‘make or break’? 3. Does our work plan create unique positioning for us? 4. Does our work plan and do our strategic priorities reflect an innovative approach? 5. Does this work plan fully leverage our resources? 6. Is our work plan grounded in solid action? 7. Is our work plan compatible with our corporate culture? 8. Is our work plan understood and supported by our partners and our stakeholders? 9. Is our work plan capable to taking us where we want to go? 10. Are we collectively committed to this work plan? - 119 - GROUND TRUTH OUR STR ATEGIC WORK PLAN PRI ORITIES… “10 Point Process Assessment” 1. Is the process understood by all? 2. Is this work planning process clearly distinct from our operational planning? 3. Does the process include an assessment of our macro environment? 4. Is there an appropriate level and blend of formal and informal activity? 5. Is there an opportunity for us to regularly assess where we are in achieving our corporate strategic work planning priorities? 6. Is the process promoting efficiencies and effectiveness or inhibiting efficiency and effectiveness? 7. Does the process focus on make or break issues and areas of opportunity? 8. Will our time spent result in dividends to all of us? 9. Is this a relevant, useful and living work plan that has meaning for all of us? - 120 - GROUND TRUTH OUR STR ATEGIC WORK PLAN PRI ORITIES… “10 Point Implementation Assessment” 1. Is there a sense of shared purpose and collective priority? 2. Are there a limited number of key strategic priorities (e.g. five) 3. Is there a commitment to advance this work plan at all levels – in other words, do we have champions at the staff, President, Board and Member level? 4. Are sufficient resources allocated to allow us to achieve these objectives? 5. Are champions identified for each strategic priority? 6. Have we identified others who will offer support and assistance? 7. Have we thought about potential barriers to implementation? 8. Is there follow up and accountability? 9. How will we recognize success? 10. How will we report on and share our success? - 121 - IMMEDIATE FOLLOW UP (WITHIN ONE MONTH) Issue the Strategic Agenda & Action Plan. Communicate the strategies to all NVCA members, partners and clients. Implement immediate actions. Agree to revisit the work plan in six months. - 122 - Report to Council Report Number: ENG 06-19 Date: June 24, 2019 From: Richard Holborn Director, Engineering Services Subject: Consultant Selection for Stormwater Management Facilities Asset Management Plan -Proposal No. RFP-3-2019 -File: A 1440 Recommendation: 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. Executive Summary: As part of the 2019 Current Budget, the Stormwater Management Facilities Asset Management Plan was approved as a project in the Water Resources & Development Services Consulting & Professional account. Request for Proposal No. RFP-3-2019 was issued on Wednesday May 1, 2019 and closed on Thursday, May 23, 2019. The Evaluation Committee consisting of staff from the Engineering Services Department, reviewed and evaluated the 5 proposals received using criteria outlined in the Terms of Reference. It is recommended by the Evaluation Committee that The Municipal Infrastructure Group Ltd. (TMIG) be retained to undertake the Stormwater Management Facilities Asset Management Plan at a cost of $265,966.60 (HST included). It is also recommended that the total gross project cost of $332,082.00 (HST included), including the proposal amount, a contingency and other associated costs, and the net project cost of $299,050.00 (net of HST rebate) be approved. In accordance with Section 10.04 (c) of the Purchasing Policy, where the project cost of a consulting assignment is more than $50,000, the award is subject to the approval of Council. - 123 - June 24, 2019 ENG 06-19 Subject: Consultant Selection for Stormwater Management Facilities Asset Management Plan Proposal No. RFP-3-2019 Page 2 Financial Implications: 1. Request for Proposal Amount Proposal No. RFP-3-2019 $208,820.00 HST (13%) 27,146.60 Total $235,966.60 2. Estimated Project Costing Summary Proposal No. RFP-3-2019 $208,820.00 Associated Costs Additional materials testing (provisional) 30,000.00 Additional surveying (provisional) Contingency (12% ) 30,000.00 25,058.00 Sub Total – Costs $293,878.00 HST (13%) 38,204.00 Total Gross Project Costs $332,082.00 HST Rebate (11.24%) (33,032.00) Total Net Project Costs $299,050.00 3.Approved Source of Funds Account Source of Funds Budget Required 2613.2392.0000 Federal Gas Tax Reserve Fund $300,000.00 $299,050.00 Total: $300,000.00 $299,050.00 Net project costs (over) under approved funds $950.00 In 2019, the Stormwater Management Facilities Asset Management Plan was approved in the Water Resources & Development Services 2019 Current Budget Consulting & Professional account 2613.2392.0000, in the amount of $300,000.00. Discussion: The City owns and operates 20 stormwater management (SWM) facilities (Attachment #1). The majority of the facilities are relatively old and are subject to major repair and clean out requirements. The City does not currently have a comprehensive manual to assist in providing required maintenance for its SWM facilities. The Stormwater Management Facilities Asset Management Plan will be fulfilling all of the outstanding requirements from Ontario Regulation 588/17 for input into the City’s overall Asset Management Plan, which is required to be completed by July 1, 2021. The scope of work for the Stormwater Management Facilities Asset Management Plan includes quantifying the existing -124 - June 24, 2019 ENG 06-19 Subject: Consultant Selection for Stormwater Management Facilities Asset Management Plan Proposal No. RFP-3-2019 Page 3 sediment volumes; determining the level of service for each SWM facility; identifying a short and long term maintenance plan and capital projects plan, based on an the overall SWM facility condition assessments of each component. The Plan will also include a full life cycle analysis and replacement cost assessment for the required maintenance tasks for each SWM facility. More specifically, the short and long-term maintenance plan and capital projects plan that has been chosen based on the highest priority, will serve many benefits, such as helping to safeguard public health, reduce flooding potential for public and/or private lands, improve water quality in the receiving creeks and demonstrate due diligence with respect to good asset management principles and practices. Request for Proposal No. RFP-3-2019 was issued on May 1, 2019 to obtain proposals to undertake the Stormwater Management Facilities Asset Management Plan. The Request for Proposal process closed on May 23, 2019, with five proposals submitted. The City received submissions from the following consulting firms: AECOM Ltd. GHD Ltd. KSGS Engineering Corp. The Greer Galloway Group Inc. The Municipal Infrastructure Group Limited (TMIG) The proposals received were reviewed by the Evaluation Committee consisting of staff from the Engineering Services Department. Proposals were evaluated based on the consultant’s experience on similar projects, their understanding of the project, proposed work plan and deliverables, project team overview, quality of their references, quality of their proposal and their pricing. TMIG received the highest average score (Attachment #2) and best met the City’s needs in completing the Stormwater Management Facilities Asset Management Plan. References for TMIG have been reviewed and are deemed acceptable by the Division Head, Water Resources & Development Services. The City’s Health & Safety Policy form, and a current Clearance Certificate issued by the Workplace Safety & Insurance Board have been submitted to the City by TMIG. The Certificate of Insurance has been reviewed by the Manager, Budgets & Internal Audit and is deemed acceptable. Upon careful examination of all proposals and relevant documents received, the Engineering Services Department recommends the acceptance of Proposal No. RFP-3-2019 submitted by TMIG to prepare the Stormwater Management Facilities Asset Management Plan in the amount $235,966.60 (HST included). It is also recommended that the total gross project cost of $332,082.00 (HST included), including the proposal amount, a contingency and other associated costs, and the net project cost of $299,050.00 (net of HST rebate) be approved. - 125 - June 24, 2019 ENG 06-19 Subject: Consultant Selection for Stormwater Management Facilities Asset Management Plan Proposal No. RFP-3-2019 Page 4 Attachments: 1. Stormwater Management Facilities Location Map 2. Supply & Services Memorandum dated June 4, 2019 Prepared By: Approved/Endorsed By: Irina Marouchko, P.Eng. Richard Holborn, P.Eng. Senior Water Resources Engineer Director, Engineering Services Marilee Gadzovski, M.Sc. (Eng.), P.Eng. Stan Karwowski, MBA, CPA, CMA Division Head, Water Resources & Director, Finance & Treasurer Development Services Ray Rodrigues Manager, Supply & Services MG:mjh Recommended for the consideration of Pickering City Council Tony Prevedel, P.Eng. Chief Administrative Officer - 126 - Original Signed By Original Signed By Original Signed By Original Signed By Original Signed By Original Signed By Attachment 1 to Report # ENG 06-19- 127 - To: Richard Holborn Director, Engineering Services June 4, 2019 From: Ray Rodrigues Manager, Supply & Services Copy: Administrative Assistant, Engineering Services Division Head, Water Resources & Development Services Subject: Proposal No. RFP-3-2019 Stormwater Management Facilities Asset Management Plan Closing Date: Thursday, May 23, 2019 -File: F-5300-001 Further to memo dated May 23, 2019, 5 proposals proceeded to Stage II evaluation. The Evaluation Committee, consisting of City Staff from Engineering Services, conducted independent evaluations of the proposals. A summary of average scores is completed and a copy is attached. In accordance with Item 2.5 Stage IV – Ranking and Contract Negotiations, all scores from Stage II and Stage III have been added together, the proponents have been ranked based on their total scores, and may be selected to enter into contract negotiations. The Evaluation Committee has confirmed that contract negotiations will not be required. The Municipal infrastructure Group Ltd. is the highest ranking proponent with a submitted upset limit of $208,820.00 plus HST. A budget of $300,000 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 Part B. Material Disclosures, Item 1, as a pre-condition of award, the selected proponent, The Municipal infrastructure Group Ltd. will be required to provide the following documents for review: a)A copy of the City’s Health & Safety Regulations form (currently dated and signed); b)Copies of Confined Space Training Certificates for any employee who might be required to perform work in confined spaces; and c)A certificate of insurance completed by the Company’s agent, broker or insurer (City form is attached); Please advise if we are to proceed with this task. Memo Attachment 2 to Report # ENG 06-19 - 128 - In accordance with Purchasing Policy Item 10.04, where written proposals are obtained by the Manager in accordance with procedures set out in Section 06 and funds are a vailable in the approved budget: (c)An award over $50,000 is subject to the additional approval of Council. Please include the following items in your Report to Council: 1.if Items (a) and (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.any past work experience with the highest ranking proponent The Municipal infrastructure Group Ltd. including work location; 4.the appropriate account number(s) to which this work is to be charged; 5.the budget amount(s) assigned thereto; 6.Treasurer’s confirmation of funding; 7.related departmental approvals; and 8.related comments specific to the project. Upon receiving Council’s approval, an approved requisition will be required to proceed. Do not disclose any information to enquiries during this time. The Proponent s 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. RR attachments - 1 - 129 - Report to Council Report Number: FIN 14-19 Date: June 24, 2019 From: Stan Karwowski Director, Finance & Treasurer Subject: Provincial Audit and Accountability Fund ______________________________________________________________________ Recommendation: 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. Executive Summary: On May 21, 2019, the Premier announced the creation of the Audit and Accountability Fund with funding of $7.35 million for large urban municipalities and district school boards interested in conducting service delivery and administrative expenditure review with the goal of finding efficiencies while protecting front line services. Projects that are eligible can take the following forms: A line-by-line review of the municipality’s entire budget. A review of service delivery and modernization opportunities . A review of administrative processes to reduce costs. As part of the annual budget process, the City conducts a line-by-line review of the operating budget and detailed scrutiny of the capital budget to find savings. Staff are recommending that the review focus on assessing the implementation of free WIFI in all public property and study implementation of new technology to better serve Pickering residents. REVISED - 130 - FIN 14-19 June 24, 2019 Subject: Provincial Audit and Accountability Fund Page 2 Financial Implications: The Audit and Accountability Fund covers 100 per cent of the eligible costs, that includes the costs associated with a third-party consultant. The estimated eligible costs for this project is estimated to be up to $100,000. This cost reflects the total cost of the third-party consultant including non-recoverable HST. In the event the City receives confirmation written or otherwise of the Grant funding being awarded, Recommendation 3 provides staff the authority to proceed with the award of the sole source contract and hence expediting the commencement of the work required. Discussion: In a May 21st news release Premier Ford announced that “the Ontario government is offering to help large urban municipalities protect core public services for future generations by finding savings of four cents on every dollar spent. He announ ced that the government is providing $7.35 million for large urban municipalities interested in conducting municipal service delivery expenditure reviews to identify potential savings, while maintaining vital front-line services, through the “Audit and Accountability Fund.” Through the Audit and Accountability Fund, the Ontario government is offering large municipalities funding to undertake a third-party expenditure review of their service delivery and administrative expenditures with the goal of funding efficiencies and to modernize service delivery while protecting front-line jobs. On May 29th, Pickering was notified that the Expression of Interest (EOI) forms were being accepted for funding until June 28th. EOI submissions will be reviewed on a case- by-case basis. Funding amounts may depend on the available appropriation. This funding covers 100 per cent of the cost of a consultant/third party. Internal municipal costs are considered ineligible. The grant was released May 29th and the application process consists of two steps: June 14, 2019 – notify Ministry of intention to apply followed by a submission of an Expression of Interest (EOI) to the Province by Friday, June 28, 2019. The City notified the Province before June 14th that the City would be putting forward an EOI. By completing this step, staff kept the “Door Open” for the grant funding process, however, the City is not legally bound to complete Step Two. If Recommendation 2 is approved, staff will complete the EOI for submission on or before June 28, 2019. If Council does not approve Recommendation 2 – no application will be submitted. EOI forms will be reviewed and approved by the Province as they are received. Our understanding is that notification of the approval, or denial, of our EOI will be in July. It is our understanding that the eligible cost to date to commence expenditures will coincide with the receipt of verbal or written approval for the grant and that a formal Transfer Payment Agreement will follow for execution later this summer. As part of the funding agreement requirement, Pickering is required to “Publicly post the study results”, no later than November 30, 2019. The third-party report needs to be approved by City Council at the November 22, 2019 Council meeting. - 131 - FIN 14-19 June 24, 2019 Subject: Provincial Audit and Accountability Fund Page 3 The consultant’s final report will need to outline the analysis, findings and include any identified specific and actionable recommendations for cost savings and improved efficiencies. The focus is on savings of about 4 per cent of every $1, however, if the study does not yield the desired savings we have been advised that this would not jeopardize our funding. Conversely, if savings and efficiencies are found there is an expectation that they be implemented. If staff’s EOI is successful and if the City receives notification by the end of July, the project would basically have three months to complete all project tasks including: Award of contract to a consultant Consultant performing the review, completing and delivering the final report to the City Administration presenting final report to City Council on November 22nd, the last City Council meeting in November Approved report posted publicly by November 30, 2019 Recommendation Three (Single Source) is required to facilitate completing all tasks within the timelines outlined in the Audit and Accounta bility grant funding guidelines. Given the very tight timelines provided by the Province under this grant funding program, staff have identified the following services (Preliminary Priority Sequence) to be reviewed: 1.Review implementation of free WIFI in all City owned public property and also review the provision of free WIFI by other municipalities (excluding single tier municipalities.) Single tier municipalities are being excluded from the study to facilitate a more “apples to apples” comparison as it relates to population size and economic capacity. 2.Review and study the implementation of new technology to better serve Pickering residents. The anticipated outcome from this review would be to provide a roadmap or high level plan. As stated above with the tight timeframe and taking into consideration of available staffing resources, the above priority sequence may change. As Members of Council are aware, Finance Department staff is heavily involved in the implementation of a new financial system with a Go-Live date of January 2, 2020 and therefore, Finance staff ’s availability for this project is constrained. REVISED - 132 - FIN 14-19 June 24, 2019 Subject: Provincial Audit and Accountability Fund Page 4 Attachments: 1.Audit and Accountability Fund: Expression of Interest Prepared By: Approved / Endorsed By: Stan Karwowski Stan Karwowski Director, Finance & Treasurer Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Tony Prevedel, P.Eng. Chief Administrative Officer Original Signed By Original Signed By Original Signed By - 133 - - 134 - - 135 - Memo To: Susan Cassel City Clerk May 28, 2019 From: Paul Bigioni Director, Corporate Services & City Solicitor Copy: Director, City Development & CBO Subject: Request for Part Lot Control By-law -Owner: Oak Ridges Seaton Inc. -Blocks 224 to 264, Plan 40M-2625 File: PLC.40M-2625.2 The above-mentioned blocks are being developed in accordance with the appropriate Subdivision Agreement in such a manner to allow for the construction of 183 townhouse dwelling units. We have been advised that, due to a delay in the Owner’s construction schedule, the 183 townhouse units will not be completed and transferred into private ownership by September 17, 2019, which is the date Part Lot Control By-law 7648/18 expires. Accordingly, a further by-law is required, extending the expiry date to June 24, 2021. Attached is a location map and a draft by-law, enactment of which will exempt these lands from the part lot control provisions of the Planning Act thus allowing the 183 townhouse dwelling units to be conveyed into private ownership. This draft by-law is attached for the consideration of City Council at its meeting scheduled for June 24, 2019. :bg Attachments Location Map Draft By-law - 136 - - 137 - The Corporation of the City of Pickering By-law No. /19 Being a by-law to exempt Blocks 224 to 264, Plan 40M-2625, Pickering from the part lot control provisions of the Planning Act. Whereas pursuant to the provisions of section 50(7) of the Planning Act, R.S.O. 1990, chapter P.13, as amended, the Council of a municipality may by by-law provide that section 50(5) of the Act does not apply to certain lands within a plan of subdivision designated in the by-law; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Section 50(5) of the Planning Act, R.S.O. 1990, chapter P.13, as amended shall cease to apply to Blocks 224 to 264, Plan 40M-2625. 2. This by-law shall remain in force and effect for a period of two years from the date of the passing of this by-law and shall expire on June 24, 2021. By-law passed this 24th day of June, 2019. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 138 - Memo To: Susan Cassel City Clerk May 28, 2019 From: Paul Bigioni Director, Corporate Services & City Solicitor Copy: Director, City Development & CBO Subject: Request for Part Lot Control By-law -Owner: Mattamy (Seaton) Limited – Phase 2 -Blocks 83 to 106, 116, 117, 177 and 178, Plan 40M-2632 File: PLC.40M-2632.5 Blocks 83 to 106, 116, 117, 177 and 178, Plan 40M-2632 are being developed in accordance with the appropriate Subdivision Agreement in such a manner to allow for the construction of 195 townhouse dwelling units. On September 17, 2018, Council passed By-law 7655/18, enactment of which exempted the subject lands from the part lot control provisions of the Planning Act, R.S.O. 1990. We have been advised that, due to a delay in the Owner’s construction schedule, some of the townhouse dwelling units will not be completed and ready for private conveyance by the expiry date set out in By-law 7655/18 (September 17, 2019). Accordingly, a further by-law should be enacted, extending the expiry date to June 24, 2020. Attached is a location map and a draft by-law, enactment of which will exempt these lands from the part lot control provisions of the Planning Act. This draft by-law is attached for the consideration of City Council at its meeting scheduled for June 24, 2019. PB:bg Attachments Location Map Draft By-law - 139 - - 140 - The Corporation of the City of Pickering By-law No. /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. Whereas pursuant to the provisions of section 50(7) of the Planning Act, R.S.O. 1990, chapter P.13, as amended, the Council of a municipality may by by-law provide that section 50(5) of the Act does not apply to certain lands within a plan of subdivision designated in the by-law; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Section 50(5) of the Planning Act, R.S.O. 1990, chapter P.13, as amended shall cease to apply to Blocks 83 to 106, 116, 117, 177 and 178, Plan 40M-2632. 2. This by-law shall remain in force and effect for a period of one year from the date of the passing of this by-law and shall expire on June 24, 2020. By-law passed this 24th day of June, 2019. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 141 - Memo To: Susan Cassel City Clerk May 28, 2019 From: Paul Bigioni Director, Corporate Services & City Solicitor Copy: Director, City Development & CBO Subject: Request for Part Lot Control By-law -Owner: Madison Liverpool Limited -Block Q, Plan M-15 File: PLC.M-15.2 A portion of the above-mentioned block is being developed in accordance with the appropriate Agreements, Zoning By-law and Common Elements Condominium Plan in such a manner as to allow the construction of 67 dwelling units (parcels of tied lands). The remaining portions of the above-mentioned Block, being Parts 1 to 4, 40R-29568, are being divided and conveyed to the adjacent land owners to merge with their existing lots . We have been advised that, due to a delay in the Owner’s construction schedule, the 67 dwelling units will not be completed and transferred into private ownership by May 15, 2019, which is the date Part Lot Control By-law 7557/17 expires. Accordingly, a further by-law is required, extending the expiry date to June 24, 2021. Attached is a location map and a draft by-law, enactment of which will exempt this Block from the part lot control provisions of the Planning Act thus allowing the: (a)67 units to be created on parcels of tied lands (‘potls’) and the transfer of those potls into separate ownership; and (b)two separate parcels to be conveyed to the adjacent owners. The draft by-law is attached for the consideration of City Council at its meeting scheduled for June 24, 2019. :bg Attachments Location Map Draft By-law - 142 - - 143 - The Corporation of the City of Pickering By-law No. /19 Being a by-law to exempt Block Q, Plan M-15, Pickering, from the part lot control provisions of the Planning Act. Whereas pursuant to the provisions of section 50(7) of the Planning Act, R.S.O. 1990, chapter P.13, as amended, the Council of a municipality may by by-law provide that section 50(5) of the Act does not apply to certain lands within a plan of subdivision designated in the by-law; And Whereas Madison Liverpool Limited, the owner of Block Q, Plan M-15, intends to obtain approval of, and register a common elements condominium plan on a portion of the lands and to divide the remaining portion of the lands into two separate parcels for the purpose of conveyance to the adjacent owners; And Whereas the proposed common elements condominium plan is to consist of 67 residential units; And Whereas it is intended that the owner or owners of each of the 67 dwelling units will own the parcel of tied land on which his, her or their dwelling is located, in fee simple and will also be a member or members of the common elements condominium corporation; And Whereas it is intended that the parcels of tied lands on which the 67 dwellings are to be constructed will be subdivided by means of an exemption from the part lot control provisions of the Planning Act, R.S.O. 1990, chapter P.13. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Section 50(5) of the Planning Act, R.S.O. 1990, chapter P.13, shall cease to apply to Block Q, Plan M-15, upon: (a) registration of this By-law in the Land Registry Office for the Land Titles Division of Durham (No. 40); and (b) registration of a restriction, pursuant to Section 118 of the Land Titles Act, R.S.O. 1990, chapter L.5, requiring the consent of the Solicitor for The Corporation of the City of Pickering to the registration of any transfer or charge of any portion of Block Q, Plan M-15, save and except for Parts 1 to 4, Plan 40R-29568 in the Land Registry Office for the Land Titles Division of Durham (No. 40). - 144 - By-law No. /19 Page 2 2. This By-law shall remain in force and effect for a period of two years from the date of the passing of this By-law and shall expire on June 24, 2021. By-law passed this 24th day of June, 2019. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 145 - Memo To: Susan Cassel City Clerk June 19, 2019 From: Catherine Rose Chief Planner Copy: Manager, Development Review & Urban Design Subject: Amending By-law for 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) Amending By-law 7706/19 Statutory Public Meeting Date January 7, 2019 Planning & Development Committee Date June 17, 2019 Purpose and Effect of By-law To rezone the subject lands from “C1-ES” to “MD-HD-1”, “NP” and “OS -HL” to facilitate a residential condominium development consisting of stacked unit s accessed from a private road, a neighbourhood park, natural heritage preservation and stormwater management facilities. Council Meeting Date June 24, 2019 CC:so J:\Documents\Development\D-3100\2018\OPA 18-004P & A 09-18 Trillium Housing\12 - Draft By-law Chart Memo to Clerks.docx Attachments By-law Text By-law Schedules - 146 - The Corporation of the City of Pickering By-law No. 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) Whereas the Council of The Corporation of the City of Pickering received an application to rezone the subject lands being Part of Lot 18, Concession 3, Part 1, 40R-29457, in the City of Pickering to permit the development of a condominium consisting of stacked units accessed from a private road, neighbourhood park, natural heritage preservation and stormwater management facilities; And whereas an amendment to Zoning By-law 3037, as amended by By-law 7074/10, is therefore deemed necessary; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. 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. 2. Area Restricted The provisions of this By-law shall apply to those lands being Part of Lot 18, Concession 3, Part 1, 40R-29457 in the City of Pickering, designated “MD-HD-1”, “NP” and “OS-HL” on Schedule I to this By-law. 3. General Provisions 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 landscape 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 d irect exterior access to grade. - 147 - (3) “Bay, Bow, Box Window” shall mean 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” shall mean 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. (c) “Dwelling, Stacked” means a residential use building of four or fewer storeys in height containing three or more principle dwelling units where the units are divided horizontally and vertically, and in which each dwelling unit has an independent entrance to the 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 the average elevation of the finished level of the ground adjoining all exterior walls of a building. (10) “Height, Building” shall mean 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. When the regulation establishes height in storeys, means the number of storeys. The height requirements of this By-law shall not apply to roof top mechanical penthouse. (11) “Neighbourhood Park” means a municipal public park. - 148 - (12) “Parapet Wall” shall mean the portion of an exterior wall extending above the roof. (13) “Park, Private” shall mean a park which is maintained by a condominium corporation. (14) “Porch” means a roofed deck or portico structure attached to the exterior wall of a building, a basement may be located under the porch. (15) “Primary Entrance Door” means the principal entrance by which the resident enters or exists a dwelling unit. (16) “Storey” shall mean 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. (17) “Street” means 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. (18) “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 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. (19) “Water Meter Building” means a building or structure that contains devices supplied by the Region of Durham which measures the quality of water delivered to a property. (20) (a) “Yard” shall mean an area of land which is appurtenant to and located on the same lot as a building or structure and is open, uncovered, and unoccupied above ground except for such accessory buildings, structures, or other uses as are specifically permitted thereon; (b) “Front Yard” shall mean a yard extending across the full width of a lot between the front lot line of the lot and the nearest wall of the nearest main building or structure on the lot; - 149 - (c) “Front Yard Depth” shall mean the shortest horizontal dimension of a front yard of a lot between the front lot line and the nearest wall of the nearest main building or structure on the lot; (d) “Rear Yard” shall mean a yard extending across the full width of a lot between the rear lot line of the lot, or where there is no rear lot line, the junction point of the side lot lines, and the nearest wall of the nearest main building or structure on the lot; (e) “Rear Yard Depth” shall mean the shortest horizontal dimension of a rear yard of a lot between the rear lot line of the lot, or where there is no rear lot line, the junction point of the side lot lines, and the n earest wall of the nearest main building or structure on the lot; (f) “Side Yard” shall mean a yard of a lot extending from the front yard to the rear yard, and from the side lot line to the nearest wall of the nearest main building or structure on the lot; (g) “Side Yard Width” shall mean the shortest horizontal dimension of a side yard of a lot between the side lot line and the nearest wall of the nearest main building or structure on the lot; (h) “Flankage Side Yard” shall mean a side yard immediately adjoining a street or abutting on a reserve on the opposite side of which is a street; (i) “Flankage Side Yard Width” shall mean the shortest horizontal dimension of a flankage side yard of a lot between the lot line adjoining a street or abutting on a reserve on the opposite side of which is a street, and the nearest wall of the nearest main building or structure on the lot. 5. Provisions (“MD-HD-1” Zone) (1) Uses Permitted (“MD-HD-1” Zone) (a) No person shall within the lands zoned “MD-HD-1” on Schedule I attached hereto, use any lot or erect, alter, or use any building or structure for any purpose except the following: (i) Dwelling, Stacked (2) Zone Requirements (“MD-HD-1” Zone) No person shall within the lands zoned “MD-HD-1” on Schedule I to this By-law, use any lot or erect, alter, or use any building except in accordance with the following provisions: (a) Building Location and Setbacks: - 150 - (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 William Jackson Drive and Earl Grey Avenue, as illustrated on Schedule II attached hereto, contains a building or part of a building; (iii) Despite Section 5(2)(i), retaining walls are permitted outside of the building envelope for lands abutting the “OS-HL” Zone; (iv) The minimum separation distance between the exterior walls of a building shall be a minimum of 3.0 metres; (v) Despite Section 5(2)(iv), the minimum separation distance between the front wall of building, where it faces the front wall of another building shall be a minimum of 14.0 metres; (vi) Despite Sections 5(2)(iv) and 5(2)(v), the minimum separation distance between the front wall of a building where it faces the side wall of another building shall be a minimum of 8.5 metres; (vii) The maximum length of a block of Stacked Dwellings shall be 45 metres; (viii) Despite Sections 5(1) and 5(2), 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 “MD-HD-1” zone use provisions and zone requirements; (ix) In addition to Section 5(1)(a), Uses Permitted (“MD-HD-1” Zone) an indoor amenity building located adjacent to a private park is permitted. (b) Number of Dwelling Units: (i) Minimum number of dwelling units: 133 (ii) Maximum number of dwelling units: 264 (c) Building Height: (i) Maximum Building Height of 15.0 metres (4 storeys) (d) Private Residential Amenity Area: (i) Minimum 4.5 square metres per dwelling unit - 151 - (e) Private Park Area: (i) Minimum 230 square metres (f) Special Parking Requirements: (i) Minimum 1.25 parking space per dwelling unit plus 0.25 of a parking space per dwelling unit for visitors; (ii) No parking lot or parking space shall be permitted within 4.5 metres of a street; (iii) The minimum right-of-way width for a private street shall be 6.5 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) Special Provisions (“MD-HD-1” Zone) (a) Obstruction of Yards: (i) Despite Section 5(2)(a)(i), stairs, covered and uncovered porches and platforms, parking garage structure, 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 0.6 of a metre to any lot line; (ii) Sections 5.19.2 of By-law 3037, as amended, shall not apply to the lands zoned “MD-HD-1” on Schedule I attached hereto. 6. Provisions (“OS-HL” Zone) (1) Uses Permitted (“OS-HL” Zone) (a) 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) Preservation and conservation of the natural environment, soil and wildlife; (ii) Resource Management; (iii) Stormwater Management Facilities. - 152 - 7. Provisions (“NP” Zone) (1) Uses Permitted (“NP” Zone) (a) 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) Neighbourhood Park 8. Restrictions on 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 any inoperative vehicle is not permitted unless it is entirely within a fully enclosed building or structure. (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 temporality for the sole purpose of delivering, to servicing or constructing the premises. - 153 - 9. Model Homes (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 Blocks, together with not fewer than 4 parking spaces per Model Home, may be constructed on the lands zoned “MD-HD-1” as set out in Schedule I attached to this By-law. 10. 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. 11. Effective Date This By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 24th day of June, 2019. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 154 - MD-HD-1 NPWilliam Jackson DriveBoston GlenNantucket ChaseCalico Mews Rex Heath Drive Grenwich Glen Adirondack Chase Earl Grey Avenue Ladyfern CrossingHuckleberry CrossingMayapple CrossingClerk Mayor Schedule I to By-LawPassed ThisDay of i N7706/1924th June 2019163.3m93.9m 97.9m157.2m26.4m4.8m 24.2m7.1m 14.4m5.0m 13.0m6.4m 34.2m10.6m 9.8m6.0m 47.1m OS-HL OS-HL - 155 - MD-HD-1 NPWilliam Jackson DriveNantucket ChaseEarl Grey Avenue Rex Heath Drive Grenwich Glen Clerk Mayor Schedule II to By-LawPassed ThisDay of i N3m 4m 3m 3m 3m Building Envelope Build to Zone OS-HL OS-HL 7706/1924th June 2019 - 156 - Memo To: Susan Cassel City Clerk June 19, 2019 From: Catherine Rose Chief Planner Copy: Manager, Development Review & Urban Design Subject: Amending By-law for Zoning By-law Amendment Application A 09/19 Unique AT Holding Corporation and 1467555 Ontario Limited (Universal City) 1474, 1482, 1458 and 1466 Bayly Street Amending By-law 7707/19 Statutory Public Meeting Date Not applicable (By-law to remove the “H6” Holding Symbol) Planning & Development Committee Date Not applicable (By-law to remove the “H6” Holding Symbol) Purpose and Effect of By-law To remove the “H6” Holding Symbol on the subject lands (see Location Map) in order to permit the construction of 2 mixed-used buildings having heights of 27-storeys and 30-storeys containing a total of 683 units and 783 square metres of commercial space at grade. Council Meeting Date June 24, 2019 Note On April 11, 2017, Pickering Council approved a new comprehensive City Initiated City Centre Zoning By-law. The lands municipally known as 1474, 1482, 1458 and 1466 Bayly Street were rezoned to City Centre Two (CC2) and Natural Heritage System (NHS) subject to an “H” Holding Symbol, identified as H6 in the City Centre Zoning By-law. Attached is a copy of the conditions that are required to be addressed by the applicant to the satisfaction of the City of Pickering. The participating Downtown Pickering Landowners Group, which includes Unique AT Holding Corporation, 1467555 Ontario Limited and Nalband Holdings Inc., have prepared a de tailed Block Development Plan in support of removing the “H6” Holding Symbol on the above-noted properties. The Block Development Plan is currently under review by the City, the Region of Durham and the Toronto and Region Conservation Authority (TRCA). - 157 - The Downtown Pickering Landowners Group is proposing a new mixed use high density residential development introducing approximately 1,725 new residential units and approximately 4,500 to 6,500 square metres of commercial space. A total of 6 towers are proposed ranging in height between 17-storeys and 40-storeys. Also proposed is a new east-west municipal collector road, identified as Street ‘A’, having a right-of-way width of 20 metres, and a north-south private street connecting Bayly Street to Street ‘A’. The proposal also includes a 1,250 square metre public urban square on the north side of Street ‘A’ at the terminus of the private street from Bayly Street (see Submitted Conceptual Block Development Plan). The proposal will be developed in phases. Unique AT Holding Corporation has submitted Site Plan Applications for Buildings C, D and E to facilitate the development of 3 mixed-use buildings ranging in height between 17-storeys and 30-storeys, containing a total of 956 units, and approximately 1,024 sq. metres of at grade commercial uses. On June 25, 2018, Council approved a Zoning By-law Amendment (A 08/18) to lift the “H6” Holding provision on Phase 1 lands in order to facilitate the construction of Building E. Both the Region of Durham and TRCA have advised that they have no objection to the removal of the “H6” Holding provision on Phases 2 and 3 to permit the construction of Buildings C and D. The applicant is working with the City and external agencies to address outstanding matters , including, but not limited to:  preparation and execution of a master development agreement to secure the timing and construction of such public facilities and infrastructure including the design and construction of the piazza block, rehabitation of the Krosno Creek, construction of the east -west collector road, and municipal services;  preparation and execution of a cost sharing agreement, for matters such as public parks, municipal roads and infrastructure are made between the participating landowners; and  addressing technical matters related to the habitation of the Krosno Creek to the satisfaction of the TRCA. Removing the “H” Holding Symbol on the Phases 2 and 3 (Buildings C and D) prior to Council approving the Block Development Plan, will not prejudice or compromise the ongoing review of the Block Development Plan. City staff recommends that Council enact the By-law to remove the “H6” Holding symbol for Phases 2 and 3 lands (Buildings C and D). NS:ld J:\Documents\Development\D-3300\2019\A 09-19\By-law Chart Memo to Clerks.docx Attachments Location Map Conditions for removal of the “H6” Holding Symbol Submitted Conceptual Block Development Plan By-law and Schedule - 158 - Modlin RoadReganPlaceKro sno Bou le va r d Re y tan Bou le va r d D ra va St reet Garvolin Avenue SandyBeachRoadFuschiaLane Bayly Street Morden Lan e Grenoble BoulevardTatra Drive Pickering Park w a yGlenannaRoad Alliance RoadFordon Avenue Poprad Avenue Highway 401 1:5,000 SCALE: © The Corporation of the City of Pickering Produced (in part) under license from: © Queens Printer, Ontario Ministry of Natural Resources. All rights reserved.;© Her Majesty the Queen in Right of Canada, Department of Natural Resources. All rights reserved.; © Teranet Enterprises Inc. and its suppliers all rights reserved.; © Municipal Property Assessment Corporation and its suppliers all rights reserved.; City DevelopmentDepartment Location MapFile:Applicant:Property Description: A 09/19Unique AT Holding CorporationSouth Part of Lot 21, Concession 1, Now Parts 1 and THIS IS NOT A PLAN OF SURVEY. Date: Jun. 19, 2019 SubjectLands 3, 40R-17380 (1470 Bayly Street) - 159 - H6 (Part of Lots 21 and 22, Concession 1) Parent Zone: CC2 Schedule 8 Amending By-law: N/A 7.6 Conditions for Removal of the “H” The “H” symbol shall, upon application by the landowner, be removed by City Council passing a By-law under Section 34 of the Planning Act. The following conditions shall first be completed to the satisfaction of the City of Pickering: a) a block development plan, approved by City Council, has been prepared to demonstrate the orderly development of the lands providing details regarding such matters as: street and block pattern; pedestrian, landscape and open space connections; parking strategy; community uses such as parks, community centres and other public uses; conservation and enhancement of natural features; public and private street right-of-way design; and phasing of the proposed development b) a comprehensive transportation study has been conducted to assess the impact on the transportation system and appropriate road infrastructure is in place to support the development of the lands c) cost sharing agreements for matters such as community uses, public parks, municipal roads and infrastructure, are made between the participating landowners d) an Environmental Impact Study and a detailed engineering design and restoration plan for the rehabilitation of Krosno Creek valley corridor consistent with the Final Floodplain Rationalization Study for Krosno Creek, prepared by TMIG, dated February 2015 and the Krosno Creek Restoration Plan and Cross Section Drawings, prepared by Schaeffers, dated March 9, 2017 have been completed to the satisfaction of the City of Pickering and the Toronto and Region Conservation Authority. In addition, all Toronto and Region Conservation Authority comments 5 – 7, 8 – 22 and 23, dated February 27th, 2017 shall be addressed to the satisfaction of the Toronto and Region Conservation Authority e) the execution of an Agreement to ensure that the restored and rehabilitated Krosno Creek valley corridor, to include 6.0 metres from the long-term stable top of bank, will be conveyed into public ownership upon completion of the works, to the satisfaction of the City of Pickering - 160 - June 18, 2019DATE: Submitted Conceptual Block Development Plan FULL SCALE COPIES OF THIS PLAN ARE AVAILABLE FOR VIEWING AT THE CITY OF PICKERING CITY DEVELOPMENT DEPARTMENT. City Development Department A 09/19 N (1470 Bayly Street) South Part of Lot 21, Concession 1, Now Parts 1 and 3, 40R-17380 Unique AT Holding CorporationApplicant: Property Description: File No: Building D Phase 2Building C Phase 3 Building E Phase 1 - 161 - The Corporation of the City of Pickering By-law No. 7707/19 Being a By-law to amend Zoning By-law 7553/17, as amended, to remove the holding provision “H6” (A 09/19) Whereas Section 34 of the Planning Act, R.S.O. 1990, c.P.13, as amended, permits a Council to pass a by-law prohibiting the use of land, buildings or structures within a defined area or areas; Whereas Section 36 of the Planning Act, R.S.O. 1990, c.P.13, as amended, permits a Council to pass a by-law to specify the use to which lands, buildings or structures may be put at such time in the future as the hold symbol is removed by amendment to the by-law; Whereas Zoning By-law 7553/17 is the governing By-law of The Corporation of the City of Pickering pertaining to the subject lands; Whereas the Council of the Corporation of the City of Pickering has deemed it advisable to amend Zoning By-law 7553/17; Whereas it has been confirmed to Council that all of the conditions required for the removal of the H6 Holding Symbol from a portion of the subject lands have been addressed to the satisfaction of the City; and Now therefore the Council of The Corporation of the City of Pickering enacts as follows: 1. That By-law 7553/17 is hereby further amended as follows: 1.1 Schedule 8 of By-law 7553/17, as amended, is further amended by removing the “H6” Holding symbol for the lands outline on Schedule I attached hereto. 2. 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 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 7553/17, as amended. 3. That this By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 24th day of June, 2019. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 162 - Clerk Mayor Schedule I to By-LawPassed ThisDay of 132 m 83 mH6 7707/1924thJune, 2019 66 m 66 m4 m Bayly Street Highway 401 Sandy Beach RoadPoprad Avenue Krosno BoulevardReytan Boulevard Pickering Park w a y Alliance Road 87 mRemove H6HoldSymbol - 162 -