HomeMy WebLinkAboutDecember 2, 2019City 6h
DICKERING
Executive Committee
Meeting Agenda
December 2, 2019
Council Chambers — 2:00 pm
Chair: Councillor Ashe
Page
1. Disclosure of Interest
2. Statutory Public Meetings
Statutory Public Meetings are open to the public to receive input and feedback on various
Statutory matters. In accordance with the City's Procedure By-law, anyone wishing to
make a delegation before the Committee for an item listed under the Statutory Public
Meetings section of the agenda, is not required to register in advance and will be given an
opportunity to speak.
2.1 Director, Finance & Treasurer, Report FIN 23-19 1
Statutory Public Meeting Regarding Development Charges Update Study
Recommendation:
1. That Report FIN 23-19 of the Director, Finance & Treasurer be received;
2. That Council receive for information the City of Pickering — Development
Charges (DC) Update Study prepared by Watson & Associates Economists
Ltd. dated October 16, 2019 and Addendum to the DC Update Study dated
November 19, 2019;
3. That all written submissions made at the December 2nd Public Meeting or
received in writing from the public by December 4th be referred to staff and
to Watson & Associates Economists Ltd. for consideration in preparation of
the final Development Charge recommendations and By-law for Council's
consideration on December 16th; and,
4. That the appropriate City of Pickering officials be authorized to take the
actions as indicated in this report.
3. Delegations
3.1 Melissa Hutchinson, Program Manager, Durham Region Health Department, The
Regional Municipality of Durham
Re: The Opioid Crisis: A Complex, Multifaceted Health and Social Issue
4. Matters for Consideration
4.1 Director, Corporate Services & City Solicitor, Report CLK 05-19 87
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City 6h
DICKERING
Executive Committee
Meeting Agenda
December 2, 2019
Council Chambers — 2:00 pm
Chair: Councillor Ashe
Ward Boundary Review
- Adoption of Terms of Reference
Staff/Consultant Delegation
Dr. Robert Williams, Public Affairs Consultant and Jack Ammendolia,
Director, Watson & Associates on Report CLK 05-19.
Recommendation:
1. That Report CLK 05-19 regarding the City of Pickering Ward
Boundary Review and adoption of Terms of Reference be received;
2. That the Terms of Reference appended as Attachment #1 to CLK
05-19 be approved; and,
3. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.2 Director, Corporate Services & City Solicitor, Report BYL 02-19 98
Vehicle for Hire By -Law
Recommendation:
1. That Report BYL 02-19 regarding the attached Vehicle for Hire By-
law be received;
2. That Council enact the Vehicle for Hire By-law attached to this
Report (Attachment No. 1); and,
3. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this Report.
4.3 Director, Community Services, Report CS 44-19
Municipal Highway Winter Maintenance Agreement
- Third Concession Road (Peter Matthews Drive) in the City of Pickering
Recommendation:
178
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City 6h
DICKERING
Executive Committee
Meeting Agenda
December 2, 2019
Council Chambers — 2:00 pm
Chair: Councillor Ashe
1. That Council authorize the Mayor and City Clerk to execute a
Municipal Highway Winter Maintenance Agreement with the
Regional Municipality of Durham 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.
4.4 Director, Engineering Services, Report ENG 11-19 190
Balsdon Park Master Plan
Recommendation:
1. That Balsdon Park Master Plan be endorsed by Council;
2. That staff be directed to prepare the detailed designs required for
the implementation of the Balsdon Park Master Plan;
3. That staff be directed to include the implementation of the Balsdon
Park Master Plan in the 2021 to 2024 Capital Forecast, and request
funds for construction in a future year through the annual budget
process; and,
4. That the appropriate officials of the City of Pickering be authorized
to take the necessary actions as indicated in this report.
4.5 Director, Finance & Treasurer, Report FIN 20-19 198
2020 Interim Levy and Interim Tax Instalment Due Dates
Recommendation:
1. That an interim property tax levy be adopted for all realty property
classes for 2020;
2. That the interim property tax levy tax instalment due dates be
February 26 and April 28, 2019;
3. That the attached draft by-law, providing for the imposition of the
taxes, be enacted; and,
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Committee Coordinator
905.420.4611
clerks@pickering.ca
City 6h
DICKERING
Executive Committee
Meeting Agenda
December 2, 2019
Council Chambers — 2:00 pm
Chair: Councillor Ashe
4. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.6 Director, Finance & Treasurer, Report FIN 21-19 203
2020 Temporary Borrowing By-law
Recommendation:
1. That the temporary borrowing limit of $53 million be established to
meet 2020 current expenditures pending receipt of taxes and other
revenues for the period of January 1, 2020 to September 30, 2020
inclusive, and $26 million thereafter until December 31, 2020;
2. That the temporary borrowing limit for capital purposes for 2020 be
established at $49 million;
3. That the attached draft by-law providing for the temporary
borrowing of monies be enacted; and,
4. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.7 Director, Finance & Treasurer, Report FIN 22-19 208
2020 Interim Spending Authority
Recommendation:
1. That the 2020 Interim Operating Expenditures be approved at 50
per cent of the prior year's budget, including adjustments, as
contained in Attachment 1, pending approval of the formal 2020
Current Budget by Council; and,
2. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this report.
4.8 Director, Corporate Services & City Solicitor, Report LEG 08-19
Municipality Contribution Agreement
- Ontario Lottery and Gaming Corporation and The Corporation of the
City of Pickering
212
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City 6h
DICKERING
Executive Committee
Meeting Agenda
December 2, 2019
Council Chambers — 2:00 pm
Chair: Councillor Ashe
Recommendation:
1. That the attached Municipality Contribution Agreement between
Ontario Lottery and Gaming Corporation and The Corporation of the
City of Pickering be approved;
2. That the Mayor and City Clerk be authorized to execute the said
Municipality Contribution Agreement; and,
3. That the appropriate City of Pickering officials be authorized to take
the necessary actions as indicated in this Report.
4.9 Director, City Development & CBO, Report PLN 27-19
City of Pickering
2019-2024 Corporate Energy Management Plan
Recommendation:
1. That Report PLN 27-19 regarding the 2019-2024 Corporate Energy
Management Plan (CEMP) be received;
2. That Council endorse the CEMP and direct staff to use this Plan as
a basis for making future corporate energy management
recommendations and budget submissions; and,
3. That staff annually report back to Council on the results of CEMP
implementation and the energy management program.
5. Other Business
6. Adjournment
225
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Q1y �f
DICKERING
Report to
Executive Committee
Report Number: FIN 23-19
Date: December 2, 2019
From: Stan Karwowski
Director, Finance & Treasurer
Subject: Statutory Public Meeting Regarding Development Charges Update Study
Recommendation:
1. That Report FIN 23-19 of the Director, Finance & Treasurer be received;
2. That Council receive for information the City of Pickering — Development Charges
(DC) Update Study prepared by Watson & Associates Economists Ltd. dated
October 16, 2019 and Addendum to the DC Update Study dated November 19,
2019;
3. That all written submissions made at the December 2nd Public Meeting or received
in writing from the public by December 4th be referred to staff and to Watson &
Associates Economists Ltd. for consideration in preparation of the final
Development Charge recommendations and By-law for Council's consideration on
December 16th; and
4. That the appropriate City of Pickering officials be authorized to take the actions as
indicated in this report.
Executive Summary: Council passed the Development Charge Background Study
on December 11, 2017. The 2017 DC Study included funding for an Arts Centre, new
Central Library and Youth & Seniors' Centre. However, the DC Study at that time was to
view the three buildings as islands and not working together to create the proposed
Civic Centre Vision and its interconnectivity and functionality among the three buildings.
The proposed DC Update Study is required mainly due to the higher cost for these
three buildings plus an underground garage. The amendment to the DC study is
required to increase the DC funding for these projects that in -turn results in higher DC
fees. If the City did not pursue this financial strategy, the City would be under recovering
its capital costs associated with the Civic Centre project. To put it another way, without
increasing the DC fees, the financial responsibility of paying for the Civic Centre capital
project costs would be borne by the City until the costs are included in a future DC By-
law and recovered from the next increment of development.
- 1 -
Report FIN 23-19 December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 2
Charges Update Study
In addition to the updated capital costs for the Civic Centre project, the City has also
updated minor capital costs related to Protection Services, Studies and Transportation
Services.
The purpose of this Report is to present the 2019 Update Study, as amended and
proposed By-law for consideration at a statutory public meeting, as required by the
Development Charges Act.
The proposed increase in DC fees is $1,186 for single and semi-detached housing
structures. There are 32 municipalities in the GTA and after applying the proposed fee
increase, Pickering has the 5th lowest DC fees of the group. To put it another way,
Pickering has the lowest DC rates for those municipalities that border Toronto.
Pickering's new DC rate continues to be lower than those of Whitby, Oshawa, and Ajax.
After the statutory public meeting, it is proposed that staff review the submissions
received from the public. Staff will bring forward a final report with a proposed DC By-
law for Council's consideration at the December 16th Council meeting. The new
Development Charge By-law will, if passed by Council, be effective on December 17,
2019.
Financial Implications: The proposed Development Charges Update Study
increases substantially the DC dollar funding for the Civic Centre as presented below:
Table One
Comparison of Civic Centre DC Funding
DC Recoverable Cost in 2017 Dollars
2017 2019
Arts Centre $5,701,118 $12,170,369
Youth & Seniors' Centre 23,078,250 49,018,115
Central Library 15,139,312 19,478,356
Total $43,918,680 $80,676,840
The 2017 DC Background Study is denominated in 2017 dollars and the above table
reflects this approach for the year 2019. The increase in 2019 DC funding is directly
attributable to the revised project scope or vision for the Civic Centre with underground
parking that translates into a higher project cost. The 2017 DC Study did not include
underground parking or bridge link (Library and Youth & Seniors' Centre). As stated
above, the increase in DC funding for these capital projects reduces the interim funding
of growth related costs required by the City and risk of transferring cost recovery to the
Pickering taxpayer.
2
Report FIN 23-19 December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 3
Charges Update Study
The DC Update Study also includes the following changes:
Administration Studies (Consulting)
The DC Update Study reflects a higher DC recoverable consulting cost for a
Transportation/Traffic Study for City Centre ($190,278). The scope of the Traffic
Management Plan is being expanded to include a comprehensive transportation impact
study, a transportation network review and functional design plans for public streets and
a much larger area including both the Whites Road and Brock Road interchanges with
Highway 401. The DC Update Study also includes a new consulting study entitled "Fair
Minded Pricing Policy" at a DC recoverable cost of $23,742. The purpose of this study is
to develop a pricing strategy that considers all cost inputs both direct and indirect in
determining a fair pricing strategy based on a cost recoverable basis. Also included in
revised study section is an additional cost of undertaking the DC Update Study at a DC
recoverable cost of $54,598.
Protective Services (Fire)
For Seaton, there will be requirement to have 2 fire stations. The DC funding is being
increased by $192,049 (DC recoverable cost) to reflect the additional expense of
servicing costs for one of the Seaton fire stations.
Transportation
The City has added some new road projects related to the Universal City and these
costs have been more than offset by reductions in capital costs in other road related
areas Plummer Road (A-9, A-10, A-11, A-12) and Walnut Lane extension — construction
and contract administration resulting in a slight decrease in the DC rate. The total DC
eligible costs decreased by $0.2 million after accounting for benefit to existing
development deductions.
3
Report FIN 23-19
December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 4
Charges Update Study
Discussion: A comparison of the DC rates (indexed to 2019 dollars) by component
between current and proposed December 17, 2019 is presented below.
Table Two
Single and Semi -Detached Residential Rate
Comparison of Current Rates to Proposed Rates (in 2019 Dollars)
Service
Current
Proposed
December
17, 2019
Change
Increase/
(Decrease)
Municipal Wide Services:
Other Services Related to a Highway
470
470
-
Protection Services
948
955
7
Parks and Recreation Services
5,175
6,451
1,276
Library Services
1,158
1,069
(89)
Administration Studies
296
306
10
Stormwater Management
307
307
-
Total Municipal Wide Services (Line A)
$8,354
$9,558
1,204
Outside of Seaton Lands
Transportation 1
6,952
6,934
(18)
Total Outside of Seaton Lands (Line B)
$6,952
$6,934
(18)
Rest of Pickering (Line A+B)
$15,306
$16,492
$1,204
Seaton
$8,354
9,558
$1,186
1 Does not apply to Seaton Lands, Seaton Lands subject to a separate agreement outside of the Development Charges Act
concerning provision of Transportation requirements in addition to other funding contributions
For either a single or semi detached home, the proposed DC fee increase for the "Rest
of Pickering" is $1,186 or 7.74 percent. For Seaton area, the DC fee increase is $1,204
or 12.60 percent. While the percentage increases may appear to be above average, the
more important factor to consider is what is the overall total DC fee charged and how
does this fee compare to other municipalities. As stated earlier, Pickering still maintains
its competitive position in relation to its GTA neighbours.
As the above table indicates, the DC funding increase is being reflected in the various
DC components except for Library. The Library level of DC funding is limited because it
has come under the DC funding CAP based on the per capita historical level of
investment for Library Services. The closing of the 2 northern library branches in the
past few years reduced the overall total square footage for the library. In addition, with
the higher cost for the new Library under the Civic Centre project concept, the funding
strategy now will be to use debt that in -turn results in a slight reduction of costs upfront
(lower cash flow obligation) offset by a longer term 25 year debt borrowing plan. The
end result (excluding the impact of the future community benefit charge) is that the
- 4 -
Report FIN 23-19
December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 5
Charges Update Study
present value of future Library DC eligible costs are lower in the 2019 DC Update Study
as compared to the 2017 DC Background Study.
Table Three
Non -Residential Rate
Comparison of Current Rates to Proposed Rates (in 2019 Dollars)
Service
$ Per Sq. ft. of Floor
Area
Non -Residential (per
Net Ha of Prestige
Employment Land in
Seaton)
Current
Proposed
Dec 17/19
Current
Proposed
Dec 17/19
Municipal Wide Services
Other Service Related to Highway
$0.16
$0.16
$5,814
$5,814
Protection Services
0.35
0.35
12,194
12,291
Parks and Recreation
0.42
0.51
14,146
17,106
Library Services
0.08
0.07
2,779
2,557
Administration Studies
0.11
0.12
3,797
3,921
Stormwater Management
0.11
0.11
3,738
3,738
Total Municipal Wide Services
$1.23
$1.32
$42,468
$45,427
(Line A)
Outside of Seaton Lands
Transportation 1
1.95
1.94
Total Outside of Seaton Lands
$1.95
$1.94
(Line B)
Rest of Pickering (Line A+B)
$3.18
$3.26
Seaton
$1.23
$1.32
$42,468
$45,427
1 Does not apply to Seaton Lands, Seaton Lands subject to a separate agreement outside of the Development Charges Act
concerning provision of Transportation requirements in addition to other funding contributions
The non-residential DC for lands outside of the Seaton Prestige Employment Lands are
recovered from development on a per sq. ft. of total floor area basis. The increases and
decreases above follow the similar pattern as single and semi-detached homes. The
increase for "Rest of Pickering" non-residential DC fees based on a square footage
basis is 2.5 percent or 8 cents per square foot. You could argue that the proposed
increase has a minimal impact on commercial/industrial development. The other factor
to consider as it relates to the Civic Centre project is the benefit of the Civic Centre
project as it relates to attracting new residents to live in Pickering and its impact on
deepening and widening the employee talent pool. On a weekly basis, there are
5
Report FIN 23-19 December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 6
Charges Update Study
newspaper articles running stories on the professional and skilled labour shortage. With
the Civic Centre project, Pickering becomes a very attractive place to live.
For Seaton industrial and commercial development, a different approach was applied as
it relates to development charges. A land area specific charge (per net hectare) is used
in contrast to a floor area charge. Under the floor area charge approach, the DC
charges are based on the size of the building. Using the land area approach in Seaton,
the developer pays the full DC at the time of the first development regardless of the fact
that there may be several phases of construction development. This approach
encourages expedient buildout, discourages land banking and creates a more
favourable cash flow scenario for the City.
Competitive DC Rates
The graph below shows that Pickering's proposed single detached residential DC rate is
competitive in comparison with both its Durham Lakeshore neighbours and the City of
Toronto. What is interesting to note that even after Pickering's proposed moderate
increase, those Durham Lakeshore municipalities that are east of Pickering (excluding
Clarington) have higher DC rates. Pickering's proposed DC rates as a percentage of the
new home cost would be lower than its Durham Lakeshore municipal neighbours.
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
$46,888
Residential Development Charges
Single Detached Dwelling
As of October 24, 2019
$51,319 $51,383 $51,472
$52,538 $52,966
$59,181
$60,327
bso6\ado �oc\ �� 'e6 .0
.0 I.rc� a�,a
J+9sc`Gt G`�s\c Qtof50 Oyr
Q\O
• Singles Lower Tier • Res EDC • Singles Upper Tier
6 -
$62,232 $62,354
,o
oC\
,soc
Report FIN 23-19 December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 7
Charges Update Study
Indexing
Based on our current DC By-law, DC rates will be adjusted annually as of July 1 each
year based on the Non-residential Building Construction index in order to keep DC
revenues current with construction costs. The previous indexing was done on July 1,
2019, and would be due for indexing again on July 1, 2020. Staff will continue the
practice of indexing every year on July 1st.
Transition to New Rates
The proposed rates will come into effect on December 17, 2019. Any complete building
permit applications received after December 18, 2019 will be subject to the new DC
rate.
Communications Strategy
The Development Charges Act has a mandatory communication/advertising
requirement for at least one public meeting, and the Clerk is required to carry out such
advertising at least twenty days in advance of the meeting date. The Statutory Public
Meeting was first advertised in the Pickering News Advertiser on October 31, 2019 and
was continued every Thursday until November 28, 2019. In addition, reference to the
Statutory Public Meeting has been advertised on the City's website. The City has met
the requirements of the Development Charges Act.
On October 17th, staff reached out to the development industry by distributing the DC
Update Study dated October 16, 2019 and holding a stakeholder consultation on
November 19th. City staff emailed/invited 45 industry/developer representatives of which
four attended the special meeting. Questions were raised by industry attendees and
staff will be working over the next few days to provide the requested information.
Next Steps
Following receipt of comments at the Public Meeting, and written submissions no later
than December 4, 2019, staff will bring forward a final report and proposed DC By-law
for Council's consideration at the Council meeting to be held on December 16, 2019. If
enacted, the new DC By-law will be effective December 17, 2019.
Attachments:
1. Residential Development Charges per Single Detached Dwelling for Greater
Toronto Area Municipalities, as of October 19, 2019
2. Development Charges Update Study dated October 16, 2019
7
Report FIN 23-19 December 2, 2019
Subject: Statutory Public Meeting Regarding Development Page 8
Charges Update Study
3. Addendum to Development Charges Update Study dated November 19,, 2019
Prepared By:
Original Signed By:
Caryn Kong, CPA, CGA
Senior Financial Analyst — Capital &
Debt Management
Prepared By:
Original Signed By:
James Halsall
Manager, Budgets & Internal Audit
Approved / Endorsed By:
Original Signed By:
Stan Karwowski, CPA, CMA, MBA
Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P. Eng.
Chief Administrative Officer
8
$140,000
$120,000
$100,000
$80,000
v
$60,000
$40,000
$20,000
$-
Residential Development Charges
Per Single Detached Dwelling for Greater Toronto Area Municipalities
as of October 24, 2019
• Upper Tier ■ Lower/Single Tier ■ Education
v�ra�\ac r�\oL\\ ��J oda" se,
etio� Jtoe� a�S� \�i 9 \e, ���`�, \e\G\� z�\o�, \e�o� o\GFS\s\GF\
a o P o o° -6 La a e o
•`Ss \`\�r�tcr �\`rt pa boa �a �3 �a\,ot
•
�r'tic
BB=Built Boundary & GF=Greenfield.
1. A component of the charge has been converted from a per hectare charge to a hypothetical single detached unit.
.soioo`ray, cot•\G�\sz4s0 0�\�01,�\�'\�0\ SoJ�a\\o so�osea\ `��No C,�tiec�J+`0d0e o�0\ etoo�
o� rt `�a\ of �\ae Q L .44sae, 0�i�of
Ltd \L A
Q`
Watson & Associates Economists Ltd. (2019-10-24)
9
61,-CZ NId# lJoday 01 1-# Tuewgoefly
H:\Surveys\2019\GTAH DC - Pickering - October 24, 2019
$80
$70
$60
$50
a
$40
$30
$20
$10
$-
Non -Residential Development Charges
Per GFA of Retail Floor Area for Greater Toronto Area Municipalities
as of October 24, 2019
Vr
• Upper Tier 0 Lower Tier 0 Education
aJ�cr aG \\���• J�``S�J e t<a�� 4��`�oc�� \e�J\ocoG��\cb•s` �socoa��a\�o•C'X's .09 .c•\''°'
o0\\\°eOSeJ�a��a�Qtiocosra�aotoctio fip� S`J�o� �eaoc 14.6 ,`49 J¢ QeoQoa¢ `�`te" ,.06L se
6 0-
BB=Built Boundary & GF=Greenfield.
1. A component of the charge has been converted from a per hectare charge to a hypothetical charge per sq.ft. of G.F.A.
Watson & Associates Economists Ltd. (2019-10-24)
- 10 -
H:\Surveys\2019\GTAH DC - Pickering - October 24, 2019
$50
$40
$10
$-
Non -Residential Development Charges
Per GFA of Industrial Floor Area for Greater Toronto Area Municipalities
as of October 24, 2019
IN—
■ Upper Tier ❑ Lower Tier ❑ Education
11
at�r0.,,, �x.z- .`c,,„.-,s�\o�S�oJ�����otoce�tcacE�\\`tcoa� P�co�;\\e��F�esrcSaJ�a�ti\\e�����o�,(\ca\ed�`a�Q,o\ocGF�o���0 P�a�\\SGF\�r\�bJ*pt\a�eScJ�o2 0��06\t\��tiQoQoSya\ Jttecti\ �toc�a�\o�\\S\eg\Osra�a
42, ��� `rF �� tcr" 5tiG Oa ,a ,,<; Oa Jt`� � �tie� r1 e" de' �tie�
F `rte c,a e( , 0 0 ,d''',Za � a yJ ,2,a
G LstiJ \c.> 1
BB=Built Boundary & GF=Greenfield.
1. A component of the charge has been converted from a per hectare charge to a hypothetical charge per sq.ft. of G.F.A.
Watson & Associates Economists Ltd. (2019-10-24)
H:\Surveys\2019\GTAH DC - Pickering - October 24, 2019
OWatson
& Associates
ECONOMISTS LTD.
Development Charges Update Study
City of Pickering
For Public Circulation and Comment
October 16, 2019
- 12 -
Watson & Associates Economists Ltd.
905-272-3600
info@watsonecon.ca
Table of Contents
Page
1. Introduction 1
1.1 Background 1
1.2 Existing Policies (Rules) 2
1.2.1 Payment in any Particular Case 2
1.2.2 Determination of the Amount of the Charge 3
1.2.3 Application to Land Redevelopment 4
1.2.4 Exemptions (full or partial) 4
1.2.5 Indexing 5
1.2.6 By-law Duration 5
1.2.7 Date Charge Payable 5
1.3 Basis for D.C. By-law Update 6
1.4 Proposed Charges to the D.C.A.: Bill 108 — An Act to amend
Carious Statutes with Respect to Housing, Other Development, and
Various Matters 7
2. Anticipated Development 10
3. Revisions to the Anticipated Capital Needs 11
3.1 Revised Capital Costs 11
3.1.1 Parks and Recreation Services 11
3.1.2 Library Services 12
3.1.3 Protection Services 13
3.1.4 Transportation Services 13
3.1.5 Administration Studies 14
4. Revised D.C. Calculation and Schedule of Charges 25
5. Asset Management Plan 37
5.1 Introduction 37
6. Process for Adoption of the Amending Development Charges By-law 39
Appendix A — Draft Amending Development Charge By-law A-1
Watson & Associates Economists Ltd.
H:\Pickering\2019 DC Update\2019 Update Study.docx
- 13 -
1. Introduction
1.1 Background
The City of Pickering (City) imposes development charges (D.C.$) to recover the
increase in the needs for service arising from growth. The basis for the calculation of
the City's existing schedule of residential and non-residential development charges is
documented in the "City of Pickering 2017 Development Charges Background Study"
dated October 5, 2017 (as amended). This Background Study provides the supporting
documentation for the City's D.C. By -Law 7595-17, which came into effective January 1,
2018. The resultant D.C. by municipal service and development type are summarized
in Table 1-1. This schedule reflects the schedule of charges that came into forece on
January 1, 2018 (in 2018$) for development within the defined Seaton Lands, as the
City elected to phase-in the charges for apartment units over the 2018-2021 period for
development outside of the Seaton Lands.
Table 1-1
City of Pickering
January 1, 2018 Schedule of Development Charges
Service
RESIDENTIAL NON-RESIDENTIAL
Single and Apartments • Apartments
Semi- 2 Bedrooms - Bachelor Other
Detached+ and 1 Multiples
Dwelling Bedroom
(per net Ha
(per ft2 of of Prestige
Total Floor Employmen
Area) 2 t Land in
Seaton)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
441
889
4,851
1,086
277
288
279
562
3,065
686
175
182
197
398
2,171
486
124
129
356
718
3,917
877
224
233
0.15
0.34
0.39
0.08
0.10
0.10
5,451
11,431
13,261
2,605
3,560
3,503
Total Municipal Wide Services
7,832
4,949
3,505
6,325
1.15
39,812
Outside of Seaton Lands
Transportation 1
6,517
4,117
2,917
5,261
1.83
Total Services Outside of Seaton Lands
6,517
4,117
2,917
5,261
1.83
Seaton
Rest of Pickering
7,832
14,349
4,949
9,066
3,505
6,422
6,325
11,586
1.15
2.98
39,812
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
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The City's D.C.s have been indexed on July 1, 2018 and July 1, 2019 in accordance
with Subsection 16(1) of By -Law 7595-17. Table 1-2 summarizes the City's schedule of
development charges currently in effect as at July 1, 2019 (Apartment dwelling unit
charges reflect those charges in place for development within the Seaton Lands). As a
result of indexing, the development charges have increased by approximately 6.7%
since by-law adoption.
Table 1-2
City of Pickering
Current (Indexed) Schedule of Development Charges
Service
RESIDENTIAL NON-RESIDENTIAL
Single and Apartments (per ft' of (per net Ha
Semi- Apartments • - Bachelor Other Total of Prestige
Detached 2 Bedrooms and 1 Multiples Floor Employme
t
Dwelling + Bedroom Area) 2 nSeand in
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
470
948
5,175
1,158
296
307
298
600
3,269
732
186
195
210
425
2,315
519
133
138
379
766
4,178
935
239
248
0.16
0.35
0.42
0.08
0.11
0.11
5,814
12,194
14,146
2,779
3,797
3,738
Total Municipal Wide Services
8,354
5,280
3,740
6,745
1.23
42,468
Outside of Seaton Lands
Transportation 1
6,952
4,392
3,112
5,613
1.95
Total Services Outside of Seaton Lands
6,952
4,392
3,112
5,613
1.95
Seaton
Rest of Pickering
8,354
15,306
5,280
9,672
3,740
6,852
6,745
12,358
1.23
3.18
42,468
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land
1.2 Existing Policies (Rules)
The following subsections set out the rules governing the calculation, payment, and
collection of D.C.s as provided in By-law 7595-17 (as amended), in accordance with the
Development Charges Act (D.C.A.), 1997.
1.2.1 Payment in any Particular Case
In accordance with the D.C.A., the D.C. shall be calculated, payable, and collected
where the development requires one or more of the following:
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• the passing of a zoning by-law or of an amendment to a zoning by-law under
section 34 of the Planning Act;
• the approval of a minor variance under Section 45 of the Planning Act;
• a conveyance of land to which a by-law passed under section 50(7) of the
Planning Act applies;
• the approval of a plan of subdivision under Section 51 of the Planning Act;
• a consent under Section 53 of the Planning Act;
• the approval of a description under section 9 of the Condominium Act, 1998, S.O.
1998, c. 19; or
• the issuing of a building permit under the Building Code Act in relation to a
building.
1.2.2 Determination of the Amount of the Charge
The calculation for residential development is generated on a per capita basis, and
imposed based on housing types - single and semi-detached, apartments — bachelor
and one bedroom, apartments - two bedrooms and greater, and other multiples. The
eligible D.C. cost calculations are based on the net anticipated population increase.
The total eligible D.C. cost is divided by the "gross" (new resident) population to
determine the per capita amount. The cost per capita is then multiplied by the average
occupancy of the new units to calculate the charges by type of residential dwelling unit.
The non-residential D.C. for the Seaton prestige employment lands has been calculated
on a per net hectare basis. The non-residential D.C. for development in all other areas
of the City has been calculated on a per square foot of gross floor area (G.F.A.) basis.
The calculations of the maximum D.C.s that could be imposed by Council have been
undertaken based on a cash flow analysis to account for the timing of revenues and
expenditures and the resultant financing needs. The cash flow calculations have been
undertaken by service for each forecast development type, i.e. residential, prestige
employment lands within the Seaton Lands, and non-residential development in areas
outside of the Seaton Lands. The cash flow calculates interest paid/received on reserve
fund balances to account for the differences in timing of projects and when development
is anticipated to occur. In year transactions are reduced by 1/2 to reflect D.C.
contributions and expenditures occurring at different times throughout the year. For
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cashflow purposes, capital costs and D.C.s are indexed at 3% annually, debt is
calculated at 5% and investment return is calculated at 2.5%.
1.2.3 Application to Land Redevelopment
Despite any other provisions of the by-law, a redevelopment credit is applied against the
D.C. payable where a building permit has been issued for development or
redevelopment within five years from the date a demolition permit was issued for the
same building or structure, or where a building is being converted from one principal
use to another, in an amount equivalent to the D.C. otherwise payable for the units or
floor area demolished or converted. Moreover, the applicant must also provide proof
that the building being demolished was subject to, and paid a D.C. under a prior by-law
or a lot levy under by-law 322/89.
Where redevelopment occurs on a property that does not have municipal services that
include sanitary sewer, storm sewer, and watermain, the period, the period between
demolition and building permit issuance is extended to ten years. Furthermore, for
building permit issuances that occurred between January 1, 2018 and June 29, 2018,
the demolition must have occurred no more than 10 years prior to building permit
issuance in order to be eligible for the redevelopment credit.
1.2.4 Exemptions (full or partial)
The D.C. by-law applies to all lands within the City, with the exception of the following
lands which are exempt:
Statutory exemptions
• Residential development that results in the only the enlargement of an existing
dwelling unit, or that results online in the creation or enlargement of an accessory
dwelling building for a lawful residential use, or that results only in the creation of
up to two additional dwelling units within an existing single detached dwelling, or
the creation of one additional dwelling unit in any other existing residential
building where the total G.F.A. of the additional unit is equal to or less than the
G.F.A. of the smallest unit contained within the residential building;
• Land owned by and used for the purposed of a Municipality, a Local Board, or a
Board of Education; and
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• Industrial additions of up to and including 50% of the existing G.F.A. of the
building.
Non -statutory exemptions
• The development of a non-residential farm building used for bona -fide
agricultural purposes will be exempt from paying D.C.s for Parks and Recreation
Services, Library Services, Administration Services, and Stormwater
Management Services;
• A building or structure that is used in connection with a place of worship an is
exempt from taxation under the Assessment Act as a result;
• Development where no additional dwelling units are being created or no
additional non-residential gross floor area is being added;
• Nursing homes and hospitals; and
• Garden Suites.
1.2.5 Indexing
The by-law provides for indexing of the D.C., without amendment, annually on July 1st of
each year, in accordance with the change in the index for the most recently available
annual period ending March 31 for the Statistics Canada Quarterly Construction Price
Statistics, Catalogue Number 62-007
1.2.6 By-law Duration
The by-law will expire at 12:01 AM on January 1, 2023 unless it is repealed by Council
at an earlier date.
1.2.7 Date Charge Payable
Development charges imposed under the by-law are calculated, payable, and collected
on or before the day a building permit is issued in relation to a building or structure on
land to which a D.C. applies.
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1.3 Basis for D.C. By-law Update
This D.C. Update Study provides for an amendment to the City's D.C. By -Law. The
purpose of the amendment is to provide for updates to the underlying capital cost
estimates and to include additional capital needs within the City's 2017 D.C.
Background Study to determine the charges for Parks and Recreation Services, Library
Services, Protection Services, Transportation, and Administration Studies.
The amendments arise, in part, from Council's direction to proceed with the Civic Centre
Project, including a Seniors and Youth Centre, Performing Arts Centre, and Central
Library, and updated capital cost estimates. In addition to the updated capital costs for
these projects, the City has also provided updated capital costs or additional projects
related to Protection Services, Administration Studies, and Transportation.
The amendment is being recommended at this time due to the increase in capital costs
and the resultant under -recovery of anticipated capital costs requirements under the
existing D.C. by-law. Details on the capital cost updates are presented in Chapter 3 of
this Study. The revised schedule of D.C.s is presented in the draft amending by-law
contained in Appendix A herein. It should be noted that this report is provided as an
amendment to By-law 7595-17, and as such the calculations are denominated in 2017
dollars (the City's D.C. Background Study cost base). The amended D.C. rates are
subsequently indexed to current rates for implementation.
The notice of the Public Meeting will be advertised in accordance with the requirements
of the D.C.A., i.e. 20 clear -days prior to the public meeting. This background study
document will be released for public review and posted on the City's website in
accordance with provisions of the D.C.A. on October 16, 2019. The statutory public
meeting will be held in Council Chambers, at the City of Pickering Municipal Offices on
December 2, 2019. A presentation will be made to the public regarding the
recommendations of this report, and Council will receive oral and written comments on
the matter. It is anticipated that Council will consider for adoption the proposed
amending by-law after the 60 -day period between the release of the D.C. Background
Study and the passage of the D.C. by-law (i.e. December 16, 2019).
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1.4 Proposed Charges to the D.C.A.: Bill 108 — An Act to
amend Carious Statutes with Respect to Housing, Other
Development, and Various Matters
On May 2, 2019, the Province introduced Bill 108 which proposes changes to the
D.C.A. The Bill has been introduced as part of the Province's "More Homes, More
Choice: Ontario's Housing Supply Action Plan". The Bill received royal assent on June
6, 2019.
While having received royal asset, many of the changes to the D.C.A. do not come into
effect until proclamation by the Lieutenant Governor. However, transitional provisions
with respect to soft services are in effect as of the date of royal assent. The transitional
provisions for soft services (i.e. services no longer eligible to be included in D.C. by-law
once s.s. 2(4) of the Act is proclaimed) under an existing D.C. bylaw can remain in
effect, even if the by-law expires, until the earlier of the prescribed date, the date a
Community Benefits By-law is passed, or when the by-law is repealed. Moreover, as
the new s.s. 2(4) is not yet in effect, municipalities are still permitted to pass a D.C. by-
law based on the services currently eligible under the D.C.A., until the new section is
proclaimed. A summary of the changes to the D.C.A. to take effect upon proclamation
by the Lieutenant Governor is provided below:
Changes to Eligible Services — the Bill will remove "Soft Services" from the D.C.A.
These services will be considered as part of a new Community Benefit Charge
(discussed below) imposed under the authority of the Planning Act. Once the new s.s.
2(4) is proclaimed, eligible services under the D.C.A. include:
• Water supply services, including distribution and treatment services;
• Wastewater services, including sewers and treatment services;
• Storm water drainage and control services;
• Services related to a highway as defined in subsection 1 (1) of the Municipal Act,
2001 or subsection 3 (1) of the City of Toronto Act, 2006, as the case may be;
• Electrical power services;
• Policing services;
• Ambulance services;
• Fire protection services;
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• Toronto -York subway extension, as defined in subsection 5.1 (1);
• Transit services other than the Toronto -York subway extension;
• Waste diversion services; and
• Other services as prescribed.
Waste Diversion and Ambulance — the Bill will remove the mandatory 10% deduction
for these services.
Annual Installments — the Bill proposes that Rental Housing, and
Commercial/Industrial/Institutional developments pay D.C.s in six equal annual
payments commencing the earlier of the date of issuance of a building permit or
occupancy. Non-profit housing developments, will pay D.C.s in 21 equal annual
payments. Interest may be charged on the installments, at a prescribed rate, and any
unpaid amounts may be added to the property and collected as taxes.
When D.C. Amount is Determined — the Bill proposes that the D.C. amount for all
developments proceeding by Site Plan or requiring a Zoning By-law Amendment, shall
be determined based on the D.C. charge in effect on the day of the application for Site
Plan or Zoning By-law Amendment. If the development is not proceeding via these
planning approvals then the amount is determined the earlier of the date of issuance of
a building permit or occupancy.
Soft Services to be Included in a new Community Benefit Charge under the
Planning Act — it is proposed that a municipality may by by-law impose community
benefits charges against land to pay for the capital costs of facilities, services and
matters required because of development or redevelopment in the area to which the by-
law applies. These services may not include services authorized by the D.C.A. Various
provisions are provided as follows:
• Before passing a community benefits charge by-law, the municipality shall
prepare a community benefits charge strategy that, (a) identifies the facilities,
services and matters that will be funded with community benefits charges and (b)
complies with any prescribed requirements;
• The amount of a community benefits charge payable shall not exceed an amount
equal to the prescribed percentage of the value of the land as of the valuation
date;
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• The valuation date is the day before building permit issuance;
• Valuations will be based on appraised value of land. Various requirements are
set out in this regard;
• All money received by the municipality under a community benefits charge by-
law shall be paid into a special account;
• In each calendar year, a municipality shall spend or allocate at least 60 percent
of the monies that are in the special account at the beginning of the year;
• Requirements for annual reporting shall be prescribed; and
Transitional provisions are set out regarding the D.C. reserve funds and D.C. credits.
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2. Anticipated Development
The 2017 D.C. Background Study provided for the anticipated residential and non-
residential growth within the City of Pickering for the respective service forecast periods.
The growth forecast associated with services included in this update study is
summarized in Table 2-1 below.
Table 2-1
City of Pickering
2017 D.C. Background Study — Growth Forecast Summary
Time Horizon
Residential
Non -Residential
Net Population
Residential
Units
Employment 1
Sq.ft. of Non -
Residential GFA
Early 2018
92,388
31,617
32,573
_
Early 2028
166,750
61,189
53,694
Mid 2031
179,356
65,530
63,899
Incremental Change
10 -year (2018-2028)
Seaton
48,450
17,471
18,793
17, 289, 996
Rest of Pickering
25,912
12,101
2,328
2,795,958
14 -year (2018-2031)
Seaton
58,030
21,193
28,860
27,671,100
Rest of Pickering
28,936
12,720
2,466
3,090,862
For the purposed of this Study, the 2017 D.C. Background Study growth forecast
remains unchanged. The revised capital costs estimates have been considered in the
context of this growth forecast. Adjustments to the total D.C. eligible costs are provided
where necessary to ensure that the increase in the need for service pertains to the
underlying increase in development.
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3. Revisions to the Anticipated Capital Needs
The D.C. Background Study adopted by Council in the preparation of the City's D.C. by-
law justified the maximum amount that could be charges for residential and non-
residential development. The study and by-law identified anticipated capital needs for
recovery through D.C.s for Other Services Related to a Highway, Protection Services,
Parks and Recreation Services, Library Services, Administration Studies, Stormwater
Management, and Transportation. The City's current by-law provides for the uniform
City-wide recovery of growth -related costs for all services other than Transportation,
which are imposed on an area -specific based for development outside of the Seaton
Lands only). Development charges are imposed for all services though one by-law.
The rules of the by-law effectively assess the charges appropriately for the imposition of
D.C.s within the City. The intent of the amendment does not alter the City's policy for
the imposition of City-wide and area -specific D.C.s. As a result, it is not recommended
that separate by-laws be implemented through this amendment process, and that the
proposed revisions be considered as an amendment to the City's current
comprehensive D.C. by-law.
3.1 Revised Capital Costs
The following subsections summarize the amendments made to the various capital
projects comprising the D.C. amendment. For the purpose of calculating the amended
D.C.s, the capital costs estimates have been deflated to 2017$, applying the change in
the Statistics Canada Construction Price Statistics Index for the period (i.e. 6.7%). This
reflects the indexing of the City's D.C. over the period since by-law adoption.
3.1.1 Parks and Recreation Services
The City's 2017 D.C. Background Study identified parks and recreation projects to
address the increase in the needs for services related to development. Projects
included in the Study addressed recreation facilities contained within the City Centre
project, including a Seniors' and Youth Centre and the community use space within an
Arts Centre. The City has completed updated design and capital cost estimates for the
City Centre project. These updates provide the basis for amending the 2017 D.C.
Background Study, as it relates to Parks and Recreation Services.
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Table 3-1 summarizes the revised D.C. capital needs listing for Parks and Recreation
Services arising from these changes. With these updates, the revised gross capital cost
estimates total $213.9 million, an increase of approximately $37.0 million from the 2017
D.C. Background Study. Of these gross capital costs, $17.6 million have been deferred
as a benefit to development beyond the 2027 forecast period. The increase in the need
for services of $196.5 million, is subsequently reduced by $16.6 million for the benefit to
existing development, $17.6 million for the 10% statutory deduction for soft services,
and $16.5 million for existing D.C. reserve fund balances. As a result, the D.C. eligible
costs for inclusion in the calculation of the charge total approximately $145.8 million.
These D.C. recoverable costs are within the historic level of service cap for Parks and
Recreation Services. Compared with D.C. eligible costs in the 2017 D.C. Background
Study of $113.3 million, this represents an increase of $32.4 million in D.C. eligible
costs arising from the revisions. In addition to the anticipated capital costs identified
herein, debt financing for the City Centre project at 3% interest over a 25 year term has
been assumed.
The revised D.C. recoverable costs are allocated 95% to residential development and
5% non-residential development, consistent with the City's 2017 D.C. Background
Study, and based on the recognition that residential users are the primary users of
parks and recreation services.
3.1.2 Library Services
The City's 2017 D.C. Background Study identified additional capital needs for library
services to address the increase in the needs for services related to future
development. This capital program is comprised of additional facility space
requirements including the Central Library Facility, the Seaton Regional Library, and the
Archives and Library space contained within the Pickering Heritage and Community
Centre. Updated costs estimates for the Central Library Facility have been developed
as part of the Pickering Civic Centre project.
Table 3-2 summarizes the revised D.C. capital needs listing for Library Services arising
from these changes. Within these cost updates, the revised gross capital cost
estimates total approximately $67.4 million, an increase of $22.7 million from the 2017
D.C. Background Study. These gross capital costs exceed the historical level of service
cap and have been reduced to remain within the allowable service level cap. As such, a
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post -period capacity deduction of $12.6 million has been applied. The increase in the
need for services attributable to the 10 -year growth forecast period of $54.8 million, is
subsequently reduced by $24.1 million for the benefit to existing development, and by a
further $3.1 million for the 10% statutory deduction for soft services. After deducting a
further $2.8 million for the existing D.C. reserve funds collected towards these capital
needs, the D.C. eligible costs included in the calculation of the charge total
approximately $24.8 million.
Consistent with Parks and Recreation Services, in addition to the anticipated capital
costs identified herein, debt financing for the City Centre project at 3% interest over a 25
year term has been assumed. Moreover, the revised D.C. recoverable costs are
allocated 95% to residential development and 5% non-residential development.
3.1.3 Protection Services
The Protection Services D.C. capital program within the City's 2017 D.C. Background
Study, identified the need for 2 additional fire stations within the Seaton Lands. The
City has identified that in addition to the construction costs identified in the 2017 D.C.
Background Study, additional capital costs for servicing and siteworks will be required
related to the parcel of land for one of the additional fire stations. Additional capital cost
estimates of $858,700 have been identified for this purpose. Approximately $837,200 of
the gross capital costs have been allocated to new development after accounting for the
benefit to existing development deduction of 2.5%. The revised D.C. recoverable costs
are within the historic level of service cap for Protection Services. The D.C. recoverable
costs are allocated 78% to residential development and 22% non-residential
development, consistent with the City's 2017 D.C. Background Study.
The updated Protection Services D.C. capital program is included in Table 3-3.
3.1.4 Transportation Services
Updates to the Transportation Services D.C. capital program have been provided for a
new east/west collector road running parallel between Hwy 401 and Bayly Street (west
of Brock Road), the crossing of Krosno Creek, and the north/south collector road that
will connect to Bayly Street. These updates have been accounted for through updates
to 2017 D.C. Background Study Transportation Services projects (i.e. projects no. 30,
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31,42, 443, 44), and the addition of a new project (i.e. A-13 (N/S Collector) Krosno
Creek to Bayly Street Crossing), and presented in Table 3-4.
The above noted revisions, result in a decrease in the gross capital costs within the
Transportation Services D.C. capital program of $1.0 million to a total of $122.9 million.
After accounting for the benefit to existing development deduction of $37.8 million and
the existing D.C. reserve fund balance reflecting funds collected towards these needs,
the D.C. eligible costs included in the calculation of the charge are $66.9 million. The
revised D.C. recoverable costs are within the historic level of service cap for
Transportation Services.
These costs have been allocated to residential and non-residential development based
on the anticipated population and employment growth outside of the Seaton Lands over
the forecast period (i.e. 92% residential and 8% non-residential).
3.1.5 Administration Studies
The City's 2017 D.C. Background Study identified additional capital needs for
administrative studies to address the increase in the needs for services related to
development. Additional studies and updated costs have been identified including an
updated cost for the Downtown Pickering Traffic Management Plan, D.C. Background
Study Update and amendment costs, and a Fair Minded Pricing Policy related to the
provision of Parks and Recreation Services.
Table 3-5 summarizes the revised anticipated D.C. capital needs listing for
Administration Services. The revised cost estimates, results in a total gross capital cost
estimate of $12.8 million, an increase of approximately $0.3 million from the 2017 D.C.
Background Study. Applying the required deductions for benefit to existing
development and the 10% statutory deduction for soft services, results in D.C.
recoverable costs of $8.2 million. This represents an increase of $0.3 million in D.C.
recoverable costs from what was included in the previous study.
The D.C. recoverable cost attribution has been maintained at 78% residential and 22%
non-residential based on the share of net population increase as a percentage of the
sum of the net population and employment increase for the planning period.
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Table 3-1- Infrastructure Costs Covered in the D.C. Calculation - Parks and Recreation Services
-;.No
- ;.No
Increased Service Needs Attributable to Anticipated
P
p
2018-2027
. Code
Timing (year)
Gross Capital
Cost Estimate
(2017$)
Post Pe
Benefit
et Capital
Cost
they (e.g.
10 %
Statutory
Deduction)
Potentia
1
Total
DC Recoverable Cost
Non-
esidential
Residential
Share Share
95% 5%
Benefit to
Existing
Development
Grants, Subsidi>.
and Other
Contributions
Attributable to New
Development
Parks
1
Parking lot expansion - Village East Park
2018-2027
107,900
-
107,900
80,925
26,975
2,698
24,278
23,064
1,214
2
Washroom/changerooms - Rotary Frenchman's Bay West Park
2019
500,000
-
500,000
250,000
250,000
25,000
225,000
213,750
11,250
3
Frenchman's Bay Waterfront Master Plan Implementation (ph 1A & ph 1B)
2018
2,755,000
-
2,755,000
1,377,500
1,377,500
137,750
1,239,750
1,177,763
61,988
4
Frenchman's Bay Waterfront Master Plan Implementation (ph 2)
2018-2019
2,000,000
-
2,000,000
1,000,000
1,000,000
100,000
900,000
855,000
45,000
5
Frenchman's Bay Waterfront Master Plan Implementation (ph 3)
2019-2020
950,000
-
950,000
475,000
475,000
47,500
427,500
406,125
21,375
6
Community Park - Greenwood Conservation Lands (ph 1)
2021-2023
5,396,000
-
5,396,000
2,698,000
2,698,000
269,800
2,428,200
2,306,790
121,410
7
Community Park - Greenwood Conservation Lands (ph 2)
2024-2027
3,777,200
-
3,777,200
1,219,561
2,557,639
255,764
2,301,875
2,186,782
115,094
8
Park - Krosno Creek valley - Hwy 401 to Bayly
2019-2023
269,800
-
269,800
26,980
242,820
24,282
218,538
207,611
10,927
9
Park - The Piazza - downtown south intensification
2019-2023
539,600
-
539,600
53,960
485,640
48,564
437,076
415,222
21,854
10
Skate Board Park - Community Size (Civic Centre)
2019
700,000
-
700,000
350,000
350,000
35,000
315,000
299,250
15,750
11
Skate Board Park - Skate Spots (2 locations)
2018-2022
400,000
-
400,000
200,000
200,000
20,000
180,000
171,000
9,000
12
Village Green Construction - Kindwin Development
(Brock Road)
2018
250,000
-
250,000
6,250
243,750
24,375
219,375
208,406
10,969
13
D.H. Neighbourhood Park (Dersan & Tillings Road)
2018-2019
600,000
-
600,000
15,000
585,000
58,500
526,500
500,175
26,325
Seaton Parkland
-
14
Neighbourhood Park
P-102
2018
950,000
-
950,000
23,750
926,250
92,625
833,625
791,944
41,681
15
Village Green
P-103
2018
210,000
-
210,000
5,250
204,750
20,475
184,275
175,061
9,214
16
Village Green
P-104
2018-2019
285,000
-
285,000
7,125
277,875
27,788
250,088
237,583
12,504
17
Village Green
P-105
2019-2020
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
18
Village Green
P-106
2019-2020
120,000
-
120,000
3,000
117,000
11,700
105,300
100,035
5,265
19
Neighbourhood Park
P-107
2019
440,000
-
440,000
11,000
429,000
42,900
386,100
366,795
19,305
20
Village Green
P-108
2019-2020
250,000
-
250,000
6,250
243,750
24,375
219,375
208,406
10,969
21
Neighbourhood Park
P-109
2019-2020
550,000
-
550,000
13,750
536,250
53,625
482,625
458,494
24,131
22
Village Green
P-110
2019-2020
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
23
Village Green
P-111
2019-2020
170,000
-
170,000
4,250
165,750
16,575
149,175
141,716
7,459
24
Village Green
P-112
2021
260,000
-
260,000
6,500
253,500
25,350
228,150
216,743
11,408
25
Village Green
P-113
2021
150,000
-
150,000
3,750
146,250
14,625
131,625
125,044
6,581
26
Village Green
P-114
2019-2020
222,000
-
222,000
5,550
216,450
21,645
194,805
185,065
9,740
27
Community Park at Recreation Centre
P-115
2022
3,000,000
-
3,000,000
75,000
2,925,000
292,500
2,632,500
2,500,875
131,625
28
Village Green
P-116
2020-2021
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
29
Neighbourhood Park
P-117
2020-2021
540,000
-
540,000
13,500
526,500
52,650
473,850
450,158
23,693
30
Village Green
P-118
2020-2021
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
31
Village Green
P-119
2020-2021
480,000
-
480,000
12,000
468,000
46,800
421,200
400,140
21,060
32
Neighbourhood Park
P-120
2020-2021
500,000
-
500,000
12,500
487,500
48,750
438,750
416,813
21,938
33
Village Green
P-121
2020
390,000
-
390,000
9,750
380,250
38,025
342,225
325,114
17,111
34
Neighbourhood Park
P-122
2021
590,000
-
590,000
14,750
575,250
57,525
517,725
491,839
25,886
35
Community Park
P-123
2024-2025
2,550,000
-
2,550,000
63,750
2,486,250
248,625
2,237,625
2,125,744
111,881
36
Neighbourhood Park
P-124
2023
540,000
-
540,000
13,500
526,500
52,650
473,850
450,158
23,693
37
Village Green
P-125
2023-2024
240,000
-
240,000
6,000
234,000
23,400
210,600
200,070
10,530
38
Village Green
P-126
2023-2024
260,000
-
260,000
6,500
253,500
25,350
228,150
216,743
11,408
Watson & Associates Economists Ltd.
2019 Update Study
-28-
PAGE 15
1
39
Increased
Increased Service Needs Attributable to Anticipated
P
Development
P
2018-2027
Village Green
Parks Code
P-127
Tmin g (year)
2023-2024
Gross Capital
Cost Estimate
(2017$) I
230,000
Post Peri
Benefit
-
Net Capital
Cost
230,000
Benefit to
Existing
Development
5,750
Less:
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Subtotal
224,250
Less:
Other (e.g.
10%
Statutory
Deduction)
22,425
Potential
Total
DC Recoverable
Residential
Share
95%
Cost
Non-
Residential
Share
5%
10,091
201,825
191,734
40
Neighbourhood Park
P-128
2026
590,000
-
590,000
14,750
575,250
57,525
517,725
491,839
25,886
41
Community Park at Recreation Centre II
P-129
2028-2031
800,000
800,000
-
-
-
-
-
-
-
42
Village Green
P-130
2026
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
43
Neighbourhood Park
P-131
2026
600,000
-
600,000
15,000
585,000
58,500
526,500
500,175
26,325
44
Village Green
P-132
2028-2031
230,000
230,000
-
-
-
-
-
-
-
45
Village Green
P-133
2028-2031
210,000
210,000
-
-
-
-
-
-
-
46
Neighbourhood Park
P-134
2028-2031
700,000
700,000
-
-
-
-
-
-
-
47
Neighbourhood Park
P-135
2028-2031
560,000
560,000
-
-
-
-
-
-
-
48
Village Green
P-136
2028-2031
230,000
230,000
-
-
-
-
-
-
-
49
Village Green
P-137
2027
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
50
Village Green
P-138
2027
230,000
-
230,000
5,750
224,250
22,425
201,825
191,734
10,091
51
Village Green
P-139
2027
300,000
-
300,000
7,500
292,500
29,250
263,250
250,088
13,163
52
Village Green
P-140
2028-2031
270,000
270,000
-
-
-
-
-
-
-
53
Community Park
P-141
2028-2031
3,300,000
3,300,000
-
-
-
-
-
-
-
54
Neighbourhood Park
P-142
2028-2031
890,000
890,000
-
-
-
-
-
-
-
55
Village Green
P-143
2028-2031
230,000
230,000
-
-
-
-
-
-
-
56
District Park (Phase 1)
P-144
2027
9,000,000
-
9,000,000
225,000
8,775,000
877,500
7,897,500
7,502,625
394,875
57
District Park (Phase 2)
P-144
2028-2031
9,000,000
9,000,000
-
-
-
-
-
-
-
Trails
-
58
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-1
2020
360,000
-
360,000
9,000
351,000
35,100
315,900
300,105
15,795
59
Seaton Primary Neighbourhood Connection Trails 1 minor stream crossing
T-2
2020
360,000
-
360,000
9,000
351,000
35,100
315,900
300,105
15,795
60
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-3
2021
410,000
-
410,000
10,250
399,750
39,975
359,775
341,786
17,989
61
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-4
2021
380,000
-
380,000
9,500
370,500
37,050
333,450
316,778
16,673
62
Seaton Primary Neighbourhood Connection Trails 2 major stream crossing
T-5
2021
710,000
-
710,000
17,750
692,250
69,225
623,025
591,874
31,151
63
Seaton Primary Neighbourhood Connection Trails 2 major stream crossing
T-6
2024
800,000
-
800,000
20,000
780,000
78,000
702,000
666,900
35,100
64
Seaton Primary Neighbourhood Connection Trails 1 minor stream crossing
T-7
2024
370,000
-
370,000
9,250
360,750
36,075
324,675
308,441
16,234
65
Seaton Primary Neighbourhood Connection Trails 2 major stream crossing
T-8
2026
930,000
-
930,000
23,250
906,750
90,675
816,075
775,271
40,804
66
Seaton Primary Neighbourhood Connection Trails 1 minor stream crossing
T-9
2022
140,000
-
140,000
3,500
136,500
13,650
122,850
116,708
6,143
67
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-10
2022
320,000
-
320,000
8,000
312,000
31,200
280,800
266,760
14,040
68
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-11
2027
340,000
-
340,000
8,500
331,500
33,150
298,350
283,433
14,918
69
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-12
2028-2031
310,000
310,000
-
-
-
-
-
-
-
70
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-13
2028-2031
290,000
290,000
-
-
-
-
-
-
-
71
Seaton Primary Neighbourhood Connection Trails 1 major stream crossing
T-14
2028-2031
340,000
340,000
-
-
-
-
-
-
-
72
Multi-purpose trail - Duffin Heights (Mattamy deft) to Ajax
2025
539,600
-
539,600
269,800
269,800
26,980
242,820
230,679
12,141
73
Multi-purpose trail - Hydro Condor (Liverpool to Whites)
2019-2023
982,100
-
982,100
491,050
491,050
49,105
441,945
419,848
22,097
74
Trail - Bayly Street from waterfront trail to Go Station
2019-2023
539,600
-
539,600
269,800
269,800
26,980
242,820
230,679
12,141
75
Trail - Bayly Street from Go Station to Hydro Condor
2019-2023
377,700
-
377,700
188,850
188,850
18,885
169,965
161,467
8,498
76
Trail - Finch to Brockridge Park (45m bridge)
2019-2023
917,300
-
917,300
458,650
458,650
45,865
412,785
392,146
20,639
77
Trail - Wharf Street to Sandy Beach Road
2019-2023
431,700
-
431,700
215,850
215,850
21,585
194,265
184,552
9,713
78
Mulit-pupose trail - Hydro Condor (Whites to Townline)
2024-2027
1,618,800
-
1,618,800
809,400
809,400
80,940
728,460
692,037
36,423
Watson & Associates Economists Ltd.
2019 Update Study
-29-
PAGE 16
0 '.No
Increased
Increased Seance Needs Attributable to Anticipated
P
Development
P
2018-2027
Parks Code
Timing
g (year)
Gross Capital
Cost Estimate
(2017$)
Post Peri
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Less:
Grants, Subsidi
and Other
Contributions
Attributable to N
Development
Less:
Other (e.g.
10%
Statutory
Deduction)
Potential
Total
DC Recoverable
Residential
Share
95%
Cost
Non-
Residential
Share
5%
Recreation Facilities
-
79
Seaton Recreation Complex
2020
2021
2022
2023
75,000
10,700,000
42,800,000
2,600,000
-
-
-
-
75,000
10,700,000
42,800,000
2,600,000
1,875
267,500
1,070,000
65,000
73,125
10,432,500
41,730,000
2,535,000
7,313
1,043,250
4,173,000
253,500
65,813
9,389,250
37,557,000
2,281,500
62,522
8,919,788
35,679,150
2,167,425
3,291
469,463
1,877,850
114,075
80
Community Centre
(Part of Pickering Heritage and Community Centre)
2018
2019
2021
2022
388,673
2,040,531
916,152
4,809,800
-
-
-
-
388,673
2,040,531
916,152
4,809,800
166,399
873,597
192,417
1,010,188
222,273
1,166,934
723,736
3,799,612
22,227
116,693
72,374
379,961
200,046
1,050,241
651,362
3,419,651
190,044
997,729
618,794
3,248,668
10,002
52,512
32,568
170,983
81
Youth & Seniors' Centre
2019
2020
2021
5,309,991
25,275,555
25,275,555
-
-
-
5,309,991
25,275,555
25,275,555
132,750
631,889
631,889
5,177,241
24,643,666
24,643,666
517,724
2,464,367
2,464,367
4,659,517
22,179,299
22,179,299
4,426,541
21,070,334
21,070,334
232,976
1,108,965
1,108,965
82
Arts Centre (Community Uses)
2019
13,869,389
-
13,869,389
346,735
13,522,654
1,352,265
12,170,389
11,561,869
608,519
Parks Operations Vehicles and Equipment
-
83
Area Mower
2020
115,000
-
115,000
-
115,000
11,500
103,500
98,325
5,175
84
Area Mower (2)
2018-2027
230,000
-
230,000
-
230,000
23,000
207,000
196,650
10,350
85
Litter Picker Vacuum
2018
30,000
-
30,000
-
30,000
3,000
27,000
25,650
1,350
86
Garbage Packer
2018-2027
150,000
-
150,000
-
150,000
15,000
135,000
128,250
6,750
87
Garbage Packer
2018
150,000
-
150,000
-
150,000
15,000
135,000
128,250
6,750
88
Enclosed Trailers (3)
2018-2027
36,000
-
36,000
-
36,000
3,600
32,400
30,780
1,620
89
Zero Tum Mower (6)
2018-2027
108,000
-
108,000
-
108,000
10,800
97,200
92,340
4,860
90
Pickup Trucks (2)
2018-2027
74,000
-
74,000
-
74,000
7,400
66,600
63,270
3,330
91
1 Ton Dump Trucks (2)
2018-2027
130,000
-
130,000
-
130,000
13,000
117,000
111,150
5,850
92
SUV (2)
2018-2027
70,000
-
70,000
-
70,000
7,000
63,000
59,850
3,150
93
4 Ton Dump Truck
2018-2027
270,000
-
270,000
-
270,000
27,000
243,000
230,850
12,150
94
Utility Vehicle
2019
25,000
-
25,000
-
25,000
2,500
22,500
21,375
1,125
Parks Operations Facilities
-
95
New Operations Centre (Growth Related Share)
2017
3,839,435
-
3,839,435
3,839,435
3,839,435
3,647,463
191,972
96
New Northem Satellite Operations Centre, including land
2024
3,433,300
-
3,433,300
-
3,433,300
343,330
3,089,970
2,935,472
154,499
Reserve Fund Adjustment
(16,528,412)
(16,528,412)
(15,701,991)
(826,421)
Total
213,880,680
17,360,000
196,520,680
16,600,490
-
163,391,779
17,608,076
145,783,704
138,494,518
7,289,185
Watson & Associates Economists Ltd.
2019 Update Study
-30-
PAGE 17
Table 3-2
Infrastructure Costs Covered in the D.C. Calculation - Library Services
Watson & Associates Economists Ltd.
2019 Update Study
- 31 -
PAGE 18
-
ss: ��
Grants,
I Potential
DC Recoverable
Cost
Increased Service Needs Attributable to Antici ated
P
Capital Cost
Post Period
Net Capital Benefit to
Subsidies and
Other
Other (e.g.
Residential
Non -
Prj.No
Development
Timing (year)
Subtotal
10%
Residential
Estimate
Benefit
Cost Existing
Contributions
Statutory
Total
Share
Share
(2017$)
Development
Attributable to
New
Deduction)
1
2018-2027
D evelopment
9 o
5%
Facilities
-------_
--
1
Central Library Facility
2018
3,509,764
3,509,764 1,833,898
1,675,866
167,587 1,508,280
1,432,866
75,414
2019
20,908,168
20,908,168 10,924,793
9,983,375
998,338 8,985,038
8,535,786
449,252
2020
20,908,168
20,908,168 10,924,793
9,983,375
998,338 8,985,038
8,535,786
449,252
2
Seaton Regional Library, including land (including
material)
2021
4,138,000
2,918,384
1,219,616 103,450
1,116,166
111,617 1,004,549
954,322
50,227
2022
6,860,000
4,838,114
2,021,886 171,500
1,850,386
185,039 1,665,347
1,582,080
83,267
2023
6,861,000
4,838,819
2,022,181 171,525
1,850,656
185,066 1,665,590
1,582,311
83,280
3
Archives and Library Space
2018
612,454
612,454 -
612,454
61,245 551,208
523,648
27,560
(Part of Pickering Heritage and Community Centre
2019
3,215,383
3,215,383 -
3,215,383
321,538 2,893,844
2,749,152
144,692
2021
61,449
61,449 -
61,449
6,145 55,304
52,539
2,765
2022
322,609
322,609-
322,609
32,261 290,348
275,830
14,517
Reserve Fund Adjustment
------
(2,798,782)-
(2,798,782)
(2,658,843)
(139,939)
Total
67,396,995
12,595,317
54,801,678 24,129,959
-
27,872,937
3,067,172 24,805,766
23,565,477
1,240,288
Watson & Associates Economists Ltd.
2019 Update Study
- 31 -
PAGE 18
Table 3-3
Infrastructure Costs Covered in the D.C. Calculation - Protection Services
Prj ,
creased Service Needs Attributable to Anticipat-
Development
2018-2027
'ming
(year)
•
Capital Cost
Estimate
(2017$)
Post Pe
Benefit
et Capita
Cost
nefit to
Existing
Developme
Grants, Subsidie-
and Other
Contributions
Attributable to
New Development
, ubtot
Less: Potential DC Recove
Residential
r (e.g. 10%
Other
tOthery Deduction) Total Share
78%
.st
Non-
idential
Share
22%
Facilities
1
Fire Station A (Seaton)
2019
6,662,868
-
6,662,868
166,572
6,496,296
6,496,296
5,067,111
1,429,185
2
Fire Station B, including land (Seaton)
2023
8,230,000
-
8,230,000
205,750
8,024,250
8,024,250
6,258,915
1,765,335
3
Animal Shelter& By -Law Services, including land
2020
8,066,000
-
8,066,000
1,963,896
6,102,104
610,210
5,491,894
4,283,677
1,208,217
Vehicles
4
1 small vehicle (Seaton)
2018
45,000-
45,000
1,125
43,875
43,875
34,223
9,653
5
1 Aerial (Seaton)
2019
1,510,900-
1,510,900
37,773
1,473,128
1,473,128
1,149,039
324,088
6
Aerial (Fire Station B) (Seaton)
2023
1,510,900-
1,510,900
37,773
1,473,128
1,473,128
1,149,039
324,088
7
Small vehicle (2) (Seaton)
2023
90,000-
90,000
2,250
87,750
87,750
68,445
19,305
8
Pumper (Fire Station B) (Seaton)
2023
900,000-
900,000
22,500
877,500
877,500
684,450
193,050
9
Provision for additional By-law and Animal Services
Enforcement Vehicles
2018-2027
158,000-
158,000
3,950
154,050
15,405
138,645
108,143
30,502
Equipment
10
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station A)
2019
394,500-
394,500
394,500
394,500
307,710
86,790
11
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station A)
2021
394,500-
394,500
394,500
394,500
307,710
86,790
12
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station B)
2023
394,500-
394,500
394,500
394,500
307,710
86,790
13
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station B)
2024
394,500-
394,500
394,500
394,500
307,710
86,790
Reserve Fund Adjustment
254,176
198,257
55,919
Total
28,751,668
-
28,751,668
2,441,587
-
26,310,080
625,615
25,938,641
20,232,140
5,706,501
Watson & Associates Economists Ltd.
2019 Update Study
-32-
PAGE 19
Table 3-4 - Infrastructure Costs Covered in the D.C. Calculation - Transportation Services
Prj No
Increased Service Needs Attributable
2018-2031
Roads
to Anticipated Development
.ds Code
liming
•ross Capital
.st Estimate
(2017$)
Itential
Post Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Grants, S
and Other
Contributions
Attributable to New
Development
Total
DC Recoverable
Residential
Share
92%
Cost
Non -
Residential
Share
8%
1
Tillings Road
oversizing - local to collector
DH -3
2018-2024
294,800
-
294,800
29,480
265,320
244,094
21,226
2
William Jackson Drive - Urfe Creek to Taunton Road
Urbanization, pedestrian trail
DH -13
2018-2024
2,229,040-
2,229,040
222,904
2,006,136
1,845,645
160,491
3
Sandy Beach Road
3 -lane urban reconstruction, incl. storm
B-29
2018-2024
6,500,000-
6,500,000
3,250,000
3,250,000
2,990,000
260,000
4
DH -4 Valley Farm Rd. - Tillings Road to Brock Rd
Oversizing - local to collector
DH -4
2018-2024
288,000-
288,000
28,800
259,200
238,464
20,736
5
DH -14 William Jackson Dr. (Old Taunton). UrfeEA
Creek Culvert Structure (Design/Approval).
&Design
DH -14
2018-2024
450,000
-
450,000
45,000
405,000
372,600
32,400
6
DH -14 William Jackson Dr. (Old Taunton). Urfe
Creek Culvert Structure (Construction)
Construction
DH -14
2018-2024
3,455,100-
3,455,100
345,510
3,109,590
2,860,823
248,767
7
Valley Farm Road - North of Third Concession to
Tillings
3 -lane urban construction, incl. stone
DH -1
2020-2024
3,399,500-
3,399,500
339,950
3,059,550
2,814,786
244,764
8
Twyn Rivers Drive - Hoover to West Limit
2 -lane urban reconstruction
RO-3
2025-2031
2,210,000
-
2,210,000
1,657,500
552,500
508,300
44,200
9
Finch Avenue - Townline to Altona
3 -lane urban reconstruction, incl. storm
RP -4
2018-2024
1,850,300-
1,850,300
462,575
1,387,725
1,276,707
111,018
10
Pickering Parkway - Glenanna to Hydro Corridor (E)
sidewalk
TC -1
2018-2024
54,100-
54,100
40,575
13,525
12,443
1,082
11
Diefenbaker Extension - East Limit to Pickering
Parkway
2 -lane, new construction
TC -5
2025-2031
750,000-
750,000
562,500
187,500
172,500
15,000
12
Notion Road - Kingston to 350m South
2 -lane urban reconstruction, incl. Storm
V-5
2018-2024
1,052,500
-
1,052,500
526,250
526,250
484,150
42,100
13
Sheppard Avenue - Whites to West Limit
sidewalk, blvd., streetlight on north side
WO -5
2018-2024
244,000-
244,000
183,000
61,000
56,120
4,880
14
Sheppard Avenue - Whites to 600m East
sidewalk, blvd., structures south side
WO -9
2018-2024
395,000-
395,000
296,250
98,750
90,850
7,900
15
Audley Road (Sideline 2) Conc. #5 to Hwy 7
2 -lane rural reconstruction incl. structures
RU -4
2018-2024
3,212,155-
3,212,155
1,606,078
1,606,078
1,477,591
128,486
16
Rd ' A-6, A-7 Arterial Connection Bayly to Kingston
Feasibility Study & EA
TC -31
2018-2024
2,698,000
-
2,698,000
674,500
2,023,500
1,861,620
161,880
17
Dunbarton Walkway - Dunbarton to Ramblebeny
walkway
D-4
2018-2024
323,150-
323,150
242,363
80,788
74,325
6,463
18
Valley Farm/Tillings Bridge - Ganatsekiagon
EA & Design
DH -2
2018-2024
500,000
500,000
50,000
450,000
414,000
36,000
19
Valley Farm/Tillings Bridge -Ganatsekiagon
New Structure
DH -2
2020-2024
13,489,900-
13,489,900
1,348,990
12,140,910
11,169,637
971,273
20
Oakwood Drive - Rougemount to Mountain Ash
2 -lane urban reconstruction
R -4a
2018-2024
1,435,750
-
1,435,750
717,875
717,875
660,445
57,430
21
Oakwood Drive - Mountain Ash to Toynevele
2 -lane urban reconstruction, incl. storm
R -4b
2018-2024
718,225-
718,225
359,113
359,113
330,384
28,729
22
Rougemount Drive - Woodgrange to Toynevale
2 -lane urban reconstruction, incl. storm
R-5
2018-2024
285,280-
285,280
142,640
142,640
131,229
11,411
23
Finch Avenue - West of Altona (Structure)
culvert replacement
RP -2
2018-2024
1,000,000-
1,000,000
500,000
500,000
460,000
40,000
24
Scar/Pickering Townline - Finch to CPR
reconstruction/widen
RP -14
2018-2024
866,800-
866,800
433,400
433,400
398,728
34,672
25
Scar/Pickering Townline - CPR to Taunton/Steeles
reconstruction/widen
RU -7
2018-2024
5,634,200
-
5,634,200
2,817,100
2,817,100
2,591,732
225,368
26
Dixie Road - Kingston to South Limit
sidewalk, east side
TC -13
2018-2024
54,100-
54,100
40,575
13,525
12,443
1,082
27
Granite Court - Whites to Rosebank
sidewalk, north side
W-4
2018-2024
207,085-
207,085
155,314
51,771
47,630
4,142
28
Kellino Street - Squires Beach to Church
3 -lane urban reconstruction, incl. storm
BI -8
2019
2,236,500-
2,236,500
1,118,250
1,118,250
1,028,790
89,460
29
Squires Beach Road - Bayly to CNR Tracks
3 -lane urban reconstruction, incl. storm
BI -18
2019
2,236,500-
2,236,500
1,118,250
1,118,250
1,028,790
89,460
30
A-11 (Plummer) - Sandy Beach Road to Krosno
Creek
Oversizing to Collector
B26B
2021
312,655-
312,655
78,164
234,492
215,732
18,759
31
A-12 (Plummer) - Krosno Creek Crossing
Bridge Structure
B-27
2021
2,014,434-
2,014,434
503,608
1,510,825
1,389,959
120,866
32
A-13 (N/S Collector) - Krosno Creek to Bayly Street
Crossing
Oversizing to Collector
B-28
2021
50,398-
50,398
12,600
37,799
34,775
3,024
33
Rosebank Road - CPR to Third Concession Rd.
reconstruction/widen
L-17
2025-2031
4,278,250
-
4,278,250
1,069,563
3,208,688
2,951,993
256,695
34
Rdsebank Road - Third Concession Rd. To Taunton
reconstruction/widen
L-18
2025-2031
3,137,920
-
3,137,920
784,480
2,353,440
2,165,165
188,275
Watson & Associates Economists Ltd.
2019 Update Study
-33-
PAGE 20
Prj .No
Increased Service Needs Attributable to Anticipated Development
2018-2031
oads Cod
Gross Capital
Timing (Y )Cost Estimate
(2017$)
Post Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Less:
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Potential DC Recoverable Cost
Residential Non-
Total Share Residents.
Share
92% 8%
35
Montgomery Park Rd. - Sandy Beach Rd. To
Mckay Rd.
Urbanization /Full Load
BI -21
2018-2024
3,710,000
-
3,710,000
1,855,000
1,855,000
1,706,600
148,400
36
Third Concession Rd. - Dixie Rd. To Whites Rd.
Reconstruction/widen
L-12
2025-2031
4,564,371
-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
37
Third Concession Rd. - Whites Rd. To Altona Rd.
Reconstruction/widen
L-13
2025-2031
4,564,371
-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
38
Third Concession Rd.-Altona Rd. To West
Townline
Reconstruction/widen
L-14
2025-2031
4,564,371
-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
39
Fairport Rd. - Lynn Heights To Third Concession Rd.
Reconstruction/widen
L-15
2025-2031
4,279,080
-
4,279,080
1,069,770
3,209,310
2,952,565
256,745
40
Dixie Rd. - Hydro Corridor To Third Concession Rd.
Reconstruction/widen
L-16
2025-2031
3,993,800
-
3,993,800
998,450
2,995,350
2,755,722
239,628
41
A-8 (Plummer) - Brock Rd. To Salk Road
Reconstruction to collector road
B-24
2025-2031
462,263
-
462,263
115,566
346,697
318,962
27,736
42
A-9 (Plummer) - Salk Road To Hydro Corridor
(centre)
New collector road
B-25
2025-2031
369,773
-
369,773
92,443
277,330
255,144
22,186
43
A-10 (Plummer) - Hyrdo Conidor (centre) to Sandy
Beach Road
New collector road
B-26
2025-2031
908,586
-
908,586
227,146
681,439
626,924
54,515
44
Walnut Lane Extension -construction and contract
admin
2019
2,500,000
2,500,000
625,000
1,875,000
1,725,000
150,000
45
Walnut Lane Extension -EA and Design
2018
211,226
211,226
52,807
158,420
145,746
12,674
46
EA Study A8-Al2 (Plummer)
B-24 to B-28
2018-2024
500,000
-
500,000
125,000
375,000
345,000
30,000
Streetlights and Sidewalks
47
WO -2 Kingston Road - South Side Rosebank Rd.
to Steeple Hill
Includes pedestrian bridge
WO -2
2018-2024
332,660
-
332,660
166,330
166,330
153,024
13,306
48
Kingston Road - Glendale Drive to Walnut Lane
North side
TC -9
2025-2031
351,000
-
351,000
175,500
175,500
161,460
14,040
49
Kingston Road - Dixie Road to Liverpool Road
South Side
TC -12
2018-2024
585,000
-
585,000
292,500
292,500
269,100
23,400
50
Sidewalk & Streetlights: Rosebank to Whites ES
2000 RO-10 Rosebank to 250 m west
North Side
RO-10
2018-2024
103,283
-
103,283
51,642
51,642
47,510
4,131
51
Sidewalks & Streetlights
TC -7 (2005-2009) Kingston Rd. - Valley Farm Rd.
East (south side) to Hydro Conidor.
South Side
TC -7
2018-2024
133,500
-
133,500
66,750
66,750
61,410
5,340
52
Sidewalks & Streetlights. N.E. Quadrant Delta Bled
03-2321-01-21
WO -1
2025-2031
112,000
-
112,000
56,000
56,000
51,520
4,480
53
Sidewalks & Streetlights: Kingston Rd. Steeple Hill
to Whites 04-2321-002-03
North Side
WO -3
2018
317,000
-
317,000
158,500
158,500
145,820
12,680
54
Sidewalks & Streetlights: Kingston/Dixie-CNR
tracks
South Side
TC -11
2025-2031
133,500
-
133,500
66,750
66,750
61,410
5,340
55
Streetlights & Sidewalks
Brock Road -both sides-Forbrock Rd. to Taunton
Road.
DH -24
2018-2024
50,000
-
50,000
25,000
25,000
23,000
2,000
56
TC -6 - Valley Farm Road (East Side) Kingston Road
to 100m South - Sidewalk/Blvd. in conjunction with
adjacent development.
TC -6
2018-2024
53,777
-
53,777
26,889
26,889
24,737
2,151
57
Kingston Road - West Limit of Neighbourhood 7 to
Dixie Road
north side
D-1
2018-2024
570,000
-
570,000
285,000
285,000
262,200
22,800
58
Kingston Road - West Limit to East Limit of
Neighbourhood 7 (Fairport to CN bridge)
south side.
D-2
2018-2024
694,535
-
694,535
347,268
347,268
319,486
27,781
59
Finch Avenue - Spruce Hill to East Limit of
Neighbourhood 9
north side
D-9
2018-2024
285,000
-
285,000
142,500
142,500
131,100
11,400
60
Finch Avenue - Spruce Hill to Fairport Road
south side
D-10
2018-2024
253,000
-
253,000
126,500
126,500
116,380
10,120
61
Finch Avenue - Brock Road to Hydro Corridor
north side
V-12
2018-2024
315,650
-
315,650
157,825
157,825
145,199
12,626
Watson & Associates Economists Ltd.
2019 Update Study
-34-
PAGE 21
Prj .No
Increased Senrice Needs Attributable to Anticipated Development
2018-2031
ads Cod
Timing (y
Gross Capital
) Cost Estimate
(2017$)
Post Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Less:
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Potential DC Recoverable Cost
Non -
Residential
Residential
Total Share Share
92% 8%
62
Whites Road - Granite Court to Hwy 401
west side
W-5
2018-2024
95,000
-
95,000
47,500
47,500 43,700 3,800
63
Whites Road - North of 3rd Concession to Taunton
Road
sidewalk, multi -use trail, streetlight
RU -8
2018-2024
1,153,000
-
1,153,000
57,650
1,095,350
1,007,722
87,628
64
Whites Road - Finch Ave to Seaton Boundary
multi -use
2018-2024
1,741,100
-
1,741,100
174,110
1,566,990
1,441,631
125,359
65
Whites Road - Bridge over west Duffins Creek
streetlighting
RU -9
2018-2024
809,400
-
809,400
40,470
768,930
707,416
61,514
66
Brock Road - Bayly Street to Montgomery Road
East and West Sides
BI -4
2018-2024
1,861,600
-
1,861,600
930,800
930,800
856,336
74,464
67
Sideline 24 - Hwy 7 south to north limit of
subdivision
sidewalk/streetlights
RU -12
2018-2024
389,600
-
389,600
58,440
331,160
304,667
26,493
68
Whites Rd. CPR Overpass
sidewalk/streetlights
A-6
2018-2024
269,800
-
269,800
40,470
229,330
210,984
18,346
69
Bayly Street - Church Street to West Limit
Neighbourhood 4
north and south sides
BI -1
2018-2024
1,162,300
-
1,162,300
581,150
581,150
534,658
46,492
70
Hwy 7 - Brock Rd to West Townline
Sidewalk/streetlights north side
RU -10
2018-2024
1,250,800
-
1,250,800
187,620
1,063,180
978,126
85,054
71
Church Street - Bayly Street to Kellino Street
west side
BI -17
2018-2024
325,000
-
325,000
162,500
162,500
149,500
13,000
72
Altona Road - Strouds Lane to North Limit of
Neighbourhood 10
east and west sides
H1
2018-2024
1,300,000
-
1,300,000
650,000
650,000
598,000
52,000
73
Finch Avenue - West Limit of Neighbourhood 7 to
Duncannon Dr.
north side
L-6
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
74
Finch Avenue - Lynn Heights to East 80m
north side
L-7
2018-2024
40,000
-
40,000
20,000
20,000
18,400
1,600
75
Finch Avenue - Valley Farm Road to West 600m
south side
L-9
2018-2024
300,000
-
300,000
150,000
150,000
138,000
12,000
76
Finch Avenue - Valley Farm Road to East 300m
north side
L-10
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
77
Finch Avenue - Altona Road to Rosebank Road
south side
RP -6
2018-2024
250,000
-
250,000
125,000
125,000
115,000
10,000
78
Finch Avenue - Rosebank Road to 500m West
north side
RP -5
2018-2024
250,000
-
250,000
125,000
125,000
115,000
10,000
79
Altona Road - Finch Avenue to Hydro Corridor (N)
east side
RP -9
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
80
Altona Road - Finch Avenue to North Limit of
Neighbourhood 14
west side
RP -10
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
81
Altona Road - Finch Avenue to North Limit of
Neighbourhood 14
east side
RP -11
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
82
North Road - Hwy 7 south to north limit of
subdivision
sidewalk/streetlights
RU -11
2018-2024
500,000
-
500,000
75,000
425,000
391,000
34,000
83
Whitevale Road - Altona Road to York/Durham
Townline
sidewalk/streetlights/multi-use trail
RU -14
2018-2024
675,000
-
675,000
101,250
573,750
527,850
45,900
84
Taunton Rd. - Sideline 16 to Church St.
sidewalk/streetlights/multi-use trail
RU -17
2025-2031
375,000
-
375,000
56,250
318,750
293,250
25,500
85
Taunton Rd. - Whites Rd. To West Townline
sidewalk/streetlights/multi-use trail
RU -18
2025-2031
2,475,000
-
2,475,000
371,250
2,103,750
1,935,450
168,300
86
South Esplanade Pedestrian Mall
walkway
2025-2031
900,000
-
900,000
450,000
450,000
414,000
36,000
87
Kingston Road - Fronting 820 Kingston Road to
Fairport Rd
North Side (455m)
WO -10
2018-2024
270,000
-
270,000
135,000
135,000
124,200
10,800
88
Kingston Road - Rougemount Drive to 300m west
North Side
RO-12
2018-2024
175,500
-
175,500
87,750
87,750
80,730
7,020
Traffic Signals
89
Pickering Parkway at Glenanna Rd. - Signalization
TC -4
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
90
Glenanna Road at Fairport Road
Signalization
D-8
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
91
Welnis Street at Fairport Road
Signalization
D-12
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
92
Rosebank Road at Sheppard Avenue
Jog elimination/Signalization & EA
WO -8
2018-2024
700,000
-
700,000
70,000
630,000
579,600
50,400
93
Rosebank Road at Higheew Road/Deerhaven Lane
Signalization
A-5
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
94
Strouds Lane at Aspen Road/Shadybrook Drhe
Signalization
A-7
2025-2031
600,000
-
600,000
60,000
540,000
496,800
43,200
95
Finch Avenue at WooddewAvenue
Signalization
RP -1
2025-2031
300,000
-
300,000
30,000
270,000
248,400
21,600
Reserve Fund Adjustment
(18,249,536)
(16,789,573)
(1,459,963)
122,899,489
-
122,899,489
37,774,778
-
66,875,175
61,525,161
5,350,014
Watson & Associates Economists Ltd.
2019 Update Study
-35-
PAGE 22
Table 3-5
Infrastructure Costs Covered in the D.C. Calculation - Administration Studies
Prj.No
1
Increased Service Needs Attributable to Anticipated
Development
2018-2027
Development Charges Background Study
liming (year)
2022
ro-
apital Cos
Estimate
(2017$)
125,000-
ost
Period
Benefit
et Capital
Cost
125,000
Subtotal
ess:
11therg. ( e.
10%
Statutory
Deduction)
12,500
Potential
Total
112,500
DC Recoverable Cost
Non-
Residential
Residential
Share
Share
78% 22%
87,750 24,750
: - - t to
Existing
Development
-
Subsidies and
Other
Contributions
Attributable to
New
nP.pn mPnt
125,000
2
Development Charges Background Study
2027
125,000-
125,000
-
125,000
12,500
112,500
87,750 24,750
3
South Pickering Intensification Study (Incl. Parts 4-5)
2018-2020
400,000-
400,000
100,000
300,000
30,000
270,000
210,600 59,400
4
South Pickering Heritage Inventory
2018-2020
54,000-
54,000
40,500
13,500
1,350
12,150
9,477
2,673
5
Municipal Comprehensive Review
2022
500,000-
500,000
125,000
375,000
37,500
337,500
263,250
74,250
6
Official Plan Review
2027
250,000-
250,000
125,000
125,000
12,500
112,500
87,750
24,750
7
Comprehensive Zoning By-law Review
2018-2021
431,700
-
431,700
107,925
323,775
32,378
291,398
227,290
64,107
8
Planning Application Fee Review Study
2018
25,000
-
25,000-
25,000
2,500
22,500
17,550
4,950
9
Community Improvement Plans for Durham Live
Lands and for City Centre Lands
2019-2022
150,000-
150,000
37,500
112,500
11,250
101,250
78,975
22,275
10
Infill and Replacement Housing in Established
Neighborhoods
2018-2026
150,000-
150,000
75,000
75,000
7,500
67,500
52,650
14,850
11
Library -Strategic Plan
2018
60,000-
60,000
15,000
45,000
4,500
40,500
31,590
8,910
12
Library-Facilities/Master Plan
2018
54,000-
54,000
13,500
40,500
4,050
36,450
28,431
8,019
13
Library -Strategic Plan
2022
60,000-
60,000
15,000
45,000
4,500
40,500
31,590
8,910
14
Library -Strategic Plan
2026
60,000-
60,000
15,000
45,000
4,500
40,500
31,590
8,910
15
Traffic Management Plan for Downtown Pickering
2026
373,320-
373,320
37,332
335,988
335,988
262,071
73,917
16
Transportation Demand Management Plan/Parking
Management Plan (Seaton)
2026
161,900-
161,900
16,190
145,710
145,710
113,654
32,056
17
Downtown Parking Strategy Study
2021-2022
107,900-
107,900
10,790
97,110
9,711
87,399
68,171
19,228
18
Neighbourhood Traffic Calming Measures
2018-2027
150,000-
150,000
15,000
135,000
135,000
105,300
29,700
19
Transportation MasterPlan Update
2027
400,000-
400,000
40,000
360,000
360,000
280,800
79,200
20
Esplanade Study Provision
2018-2026
50,000-
50,000
12,500
37,500
3,750
33,750
26,325
7,425
21
Fire MasterPlan
2019
134,900-
134,900
33,725
101,175
101,175
78,917
22,259
22
Brock Industrial Drainage Master Plan
2018-2027
300,000-
300,000
30,000
270,000
1
270,000
210,600
59,400
23
Stormwater Management Study for Infill Development
2018-2027
215,800-
215,800
53,950
161,850
161,850
126,243
35,607
24
Frenchman's Bay Stonnwater Management Master
Plan Update
2018-2027
700,000-
700,000
70,000
630,000
630,000
491,400
138,600
25
Pickering City Centre Stormwater Management
Strategy Update
2018-2027
250,000-
250,000
25,000
225,000
225,000
175,500
49,500
26
SWM User Fee Study
2018-2027
200,000-
200,000
100,000
100,000
10,000
90,000
70,200
19,800
Watson & Associates Economists Ltd.
2019 Update Study
-36-
PAGE 23
.
Pr] No
Increased Service Needs Attributable to Anticipated
Development
2018-2027 ii=
Timing (year)
Gross
Capital Cost
Estimate
(2017$)
Post
Period
Benefit
Net Capital
Cost
Less:
Benefit to
Existing
Development
vrants,
Subsidies and
Other
Contributions
Attributable to
New
n,m.in mart
Subtotal
Less:
Other (e.g.
10%
Statutory
Deduction)
Potential
Total
DC Recoverable
Residential
Share
78%
Cost
Non -
Residential
Share
22%
27
Community Engagement on Economic Impact and
Employment - Highway 407 Corridor
2018
150,000-
150,000
84,773
-
65,227
6,523
58,704
45,789
12,915
28
Pickerin. Co .orate Ene . Plan U.date
2019
50,000-
50,000
28,258
21,742
2,174
19,568
15,263
4,305
29
Seaton Cor.orate Ene . Plan U.date
2022
50,000-
50,000
-
50,000
5,000
45,000
35,100
9,900
30
Pickerin. Climate Ada.tion Plan
2020
150,000-
150,000
84,773
65,227
6,523
58,704
45,789
12,915
31
Broadband Strate. and Im.lementation Plan
2019
75,000-
75,000
42,387
32,613
3,261
29,352
22,895
6,457
32
Natural Ca.ital Asset Evaluation
2022
75,000-
75,000
42,387
32,613
3,261
29,352
22,895
6,457
33
Facilities Management Plan
2018
150,000-
150,000
37,500
112,500
11,250
101,250
78,975
22,275
34
Facilities Management Plan Update
2027
167,000-
167,000
41,750
125,250
12,525
112,725
87,926
24,800
35
Facilities Renewal Plan
2018-2026
200,000-
200,000
113,031
86,969
8,697
78,272
61,052
17,220
36
Facilities Way Finding Study
2018-2026
50,000-
50,000
28,258
-
21,742
2,174
19,568
15,263
4,305
37
Space Use Study
2018
35,000-
35,000
26,250
-
8,750
875
7,875
6,143
1,733
38
Urban Forest Mana.ement
2018-2026
97,100-
97,100
24,275
-
72,825
7,283
65,543
51,123
14,419
39
Seaton Primary Trails 10 EA Phase 1 & 2 Lands
includin. site walks, sum in.,arohaeolo.
2018
400,000
400,000
400,000
40,000
360,000
280,800
79,200
40
Diversity and Inclusion Plan
2020
75,000-
75,000
42,387
-
32,613
3,261
29,352
22,895
6,457
41
Age Friendly Community Plan
2018
75,000-
75,000
42,387
32,613
3,261
29,352
22,895
6,457
42
Seniors Recreation Strategic Plan
2019
75,000-
75,000
37,500
37,500
3,750
33,750
26,325
7,425
43
Recreation Services MasterPlan Update
2027
170,000-
170,000
42,500
127,500
12,750
114,750
89,505
25,245
44
Waterfront Park Needs Assessment
2019-2020
100,000-
100,000
25,000
75,000
7,500
67,500
52,650
14,850
45
Whitevale Park Revitalization Study
2021
80,000-
80,000
20,000
60,000
6,000
54,000
42,120
11,880
46
New Financial System
2018-2026
5,000,000-
5,000,000
2,825,781
2,174,219
217,422
1,956,797
1,526,302
430,495
47
D.C. Amendment
2019-2020
60,664-
60,664
-
60,664
6,066
54,598
42,586
12,012
48
Fair Minded Pricing Policy
2020
60,664-
60,664
34,285
-
26,380
2,638
23,742
18,518
5,223
Reserve Fund Adjustment
------
673,868
-
673,868
525,617
148,251
Total
I Irk
-
L
-
8,770,423
573,183
8,197,240
6,393,847
1,803,393
Watson & Associates Economists Ltd.
2019 Update Study
-37-
PAGE 24
4. Revised D.C. Calculation and Schedule of
Charges
Based on the proposed amendments the 2017 D.C. Background Study and D.C. By -
Law the calculated schedule of charges is provided in Table 4-1 below. The charges
are provided in 2018$ consistent with Table 6-5 of the 2017 D.C. Background Study.
As noted in Chapter 1 of this report, Council adopted specific exemption policies with
respect to some types of development. These exemption policies, as well as all other
D.C. policies (i.e. rules) contained in By-law 7595-17, remain unchanged through this
process. Only the schedule of charges with respect to Parks and Recreation Services,
Library Services, Administration Studies, Protection Services, and Transportation
Services are being amended to reflect the updated capital cost estimates noted herein.
A comparison of the amended charges herein (indexed to 2019$), with the City's current
2019 D.C. rates is provided in Table 4-2. In total, the single and semi-detached D.C. for
developments outside of the Seaton Lands would increase by $1,155 per unit (8%) and
the non-residential charge would increase by $0.08 per sq.ft. of GFA (2%). For
development within the Seaton Lands, the single and semi-detached D.C. would
increase by $1,155 per unit (15%), the prestige employment land charge would increase
by $3,285 per net hectare (8%), and the non-residential charge for all other uses would
increase by $0.10 per sq.ft. GFA (8%).
Detailed cash-flow calculation tables underlying the calculation of the D.C.s, as revised
by the amendments, are summarized in Tables 4-3 through 4-16.
Watson & Associates Economists Ltd.
2019 Update Study
-38-
PAGE 25
Table 4-1
Amended Schedule of Development Charges (2018$
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land
area charge instead.
Watson & Associates Economists Ltd.
2019 Update Study
-39-
PAGE 26
RESIDENTIAL
NON-RESIDENTIAL
Single an.
Apartments
(per ft2 of (per net Ha
Semi-
Apartments •
Bachelor
Other
Total of Prestige
Detached
2 Bedrooms and 1
Multiples
Floor Employme
Dwelling
+=edroom
Area) 2 nSeand in
Municipal Wide Services:
Other Services Related to a Highway
441
279
197
356
0.15
5,451
Protection Services
920
581
412
743
0.35
11,828
Parks and Recreation Services
6,047
3,820
2,706
4,882
0.47
16,036
Library Services
1,003
634
449
810
0.07
2,397
Administration Studies
286
181
128
231
0.11
3,676
Stormwater Management
288
182
129
233
0.10
3,503
Total Municipal Wide Services
8,985
5,677
4,021
7,255
1.24
42,891
Outside of Seaton Lands
Transportation 1
6,447
4,073
2,886
5,205
1.81
Total Services Outside of Seaton Lands
6,447
4,073
2,886
5,205
1.81
Seaton
8,985
5,677
4,021
7,255
1.24
42,891
Rest of Pickering
15,432
9,750
6,907
12,460
3.05
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land
area charge instead.
Watson & Associates Economists Ltd.
2019 Update Study
-39-
PAGE 26
Table 4-2
Comparison of Development Charges (2019$)
Service
Non -Residential (per net Ha of Prestige
ential Single and Semi -Detached Dwelling Non -Residential (per ft' of Total Floor Area) 2 Employment Land in Seaton)
Mr7 D.C. Amendment Change ($) Change (%) 2017 D.C. Amendment Change ($) Change (%) 2017 D.C. Amendment Change ($) Change (%)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
470 470 0% 0.16 0.16
948 981 33 3% 0.35 0.36
5,175 6,450 1,275 25% 0.42 0.51
1,158 1,070 (88) -8% 0.08 0.07
296 306 10 3% 0.11 0.11
307 307 0% 0.11 0.11
0.01
0.09
(0.01)
0.00
0%
3%
21%
- 8%
3%
0%
5,814
12,194
14,146
2,779
3,797
3,738
5,814
12,617
17,106
2,557
3,921
3,738
423
2,960
(222)
124
0%
3%
21%
-8%
3%
0%
Total Municipal Wide Services
8,354
9,584
1,230
24%
1.23
1.33
0.10
20%
42,468
45,753
3,285
20%
Outside of Seaton Lands
Transportation 1
6,952
6,878
(74)
-1%
1.95
1.93
(0.02)
- 1%
Total Services Outside of Seaton Lands
6,952
6,878
(74)
-1 %
1.95
1.93
(0.02)
-1 %
0%
Seaton
Rest of Pickering
8,354
15,306
9,584
16,461
1,230
1,155
15%
8%
1.23
3.18
1.33
3.26
0.10
0.08
8%
2%
42,468
42,468
45,753
45,753
3,285
3,285
8%
Watson & Associates Economists Ltd.
2019 Update Study
-40-
PAGE 27
Table 4-3
Cash Flow Analysis
Protection Services- Residential
Year
2018
D.C. Reserve
Fund Opening
1 Balance
$ 198,257
Dev't Related
Nominal
$ 45,037
Expenditures
Inflated (3°/dYr)
$ 46,388
SDE per Year
2,499
DC Rates w.
Inflation (3°/dYr)
$ 920
Anticipated
Revenues
$ 2,298,829
Revenues
minus
Expenditures
$ 2,252,441
Debenture
Financing
Requiremen
Interest
(2.5%on
positive
balances & 5
on negativ
balances)
DC Reserve
Fund Closing
Balance after
Financing
Net Hectares
ted (3°/dYr) per Year
$ 20,721
$ 2,074,905
2019
$ 2,074,905
$ 6,534,675
$ 6,932,636
2,499
$ 948
$ 2,367,794
$ 4,564,842
2019
$ 36,312
$ 2,526,250
2020
$ 2,526,250
$ 4,294,492
$ 4,692,707
2,499
$ 976
$ 2,438,828
$ 2,253,879
-
$ 182,659
$ 4,962,789
2021
$ 4,962,789
$ 318,524
$ 358,502
2,499
$ 1,005
$ 2,511,992
$ 2,153,490
$ 32,221
$ 194,302
$ 3,003,600
2022
$ 3,003,600
$ 10,814
$ 12,537
2,499
$ 1,035
$ 2,587,352
$ 2,574,815
-
$ 85,810
$ 514,595
2023
$ 514,595
$ 8,479,374
$ 10,124,816
2,155
$ 1,067
$ 2,298,353
$ 7,826,462
$ 13,712
$ 221,391
$ 8,562,448
2024
$ 8,562,448
$ 318,524
$ 391,745
2,155
$ 1,099
$ 2,367,304
$ 1,975,559
-
$ 378,733
$ 6,965,622
2025
$ 6,965,622
$ 10,814
$ 13,699
2,155
$ 1,131
$ 2,438,323
$ 2,424,624
$ 265,841
$ 287,666
$ 4,828,664
2026
$ 4,828,664
$ 10,814
$ 14,110
2,155
$ 1,165
$ 2,511,473
$ 2,497,363
-
$ 178,999
$ 2,510,301
2027
$ 2,510,301
$ 10,814
$ 14,534
2,155
$ 1,200
$ 2,586,817
$ 2,572,283
$ 6,796
$ 61,983
$ 0
Table 4-4
Cash Flow Analysis
Protection Services - Seaton Prestige Employment Land
Year
D.C. Reserve
Fund Opening
Balance
Dev't Related
Expend--
DC Rates w.
Inflation (3°/d
Anticipated
Revenues
avenue
minus
£Penditures
ebenture
financing
Requirement
Interest
(2.5% on
positive
balances & 5°
on negativ
balances)
DC Reserve
Fund Closing
Balance after
Financin
Nominal
Net Hectares
ted (3°/dYr) per Year
2018
$ 20,055
$ 4,556
$ 4,693 18
$ 11,828
$ 217,280
$ 212,587
$ 1,905
$ 194,437
2019
$ 194,437
$ 661,039
$ 701,296 18
$ 12,183
$ 223,798
$ 477,498
$ 4,646
$ 287,707
2020
$ 287,707
$ 434,425
$ 474,708 18
$ 12,548
$ 230,512
$ 244,196
$ 20,490
$ 552,392
2021
$ 552,392
$ 32,221
$ 36,266 18
$ 12,924
$ 237,427
$ 201,162
$ 22,591
$ 373,821
2022
$ 373,821
$ 1,094
$ 1,268 18
$ 13,312
$ 244,550
$ 243,282
$ 12,609
$ 143,148
2023
$ 143,148
$ 857,762
$ 1,024,212 18
$ 13,712
$ 251,887
$ 772,325
-
$ 26,466
$ 941,939
2024
$ 941,939
$ 32,221
$ 39,628 18
$ 14,123
$ 259,443
$ 219,815
-
$ 41,602
$ 763,726
2025
$ 763,726
$ 1,094
$ 1,386 18
$ 14,547
$ 267,227
$ 265,841
$ 31,540
$ 529,425
2026
$ 529,425
$ 1,094
$ 1,427 18
$ 14,983
$ 275,243
$ 273,816
-
$ 19,626
$ 275,235
2027
$ 275,235
$ 1,094
$ 1,470 18
$ 15,433
$ 283,501
$ 282,031
$ 6,796
$ -
Watson & Associates Economists Ltd.
2019 Update Study
- 41 -
PAGE 28
Table 4-5
Cash Flow Analysis
Protection Services - Other Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 35,863
Dev't Related ExpenditureM�Fir
GFA per Year
Nominal Inflated (3°/1Yr)
-'
$ 8,147 $ 8,391 1,118,519
DC Rates w.
°
Inflation (3/dYr)
$ 0.35
Anticipated
Revenues
$ 388,542
Revenues
minus
Expenditures
$ 380,150
Debenture
Financing
Requiremen
Interest
(2.5%on
positive
balances &
on negativ
balances)
DC Reserve
Fund Closing
Balance after
Financing
$ 347,694
-
$ 3,407
2019
$ 347,694
$ 1,182,075 $ 1,254,063 1,118,519
$ 0.36
$ 400,198
$ 853,865
-
$ 8,308
$ 514,479
2020
$ 514,479
$ 776,842 $ 848,876 1,118,519
$ 0.37
$ 412,204
$ 436,673
-
$ 36,641
$ 987,793
2021
$ 987,793
$ 57,619 $ 64,850 1,118,519
$ 0.38
$ 424,570
$ 359,719
-
$ 40,397
$ 668,470
2022
$ 668,470
$ 1,956 $ 2,268 1,118,519
$ 0.39
$ 437,307
$ 435,039
$ 22,548
$ 255,979
2023
$ 255,979
$ 1,533,857 $ 1,831,505 1,118,519
$ 0.40
$ 450,426
$ 1,381,079
-
$ 47,326
$ 1,684,383
2024
$ 1,684,383
$ 57,619 $ 70,864 1,118,519
$ 0.41
$ 463,939
$ 393,075
-
$ 74,392
$ 1,365,701
2025
$ 1,365,701
$ 1,956 $ 2,478 1,118,519
$ 0.43
$ 477,857
$ 475,379
-
$ 56,401
$ 946,722
2026
$ 946,722
$ 1,956 $ 2,552 1,118,519
$ 0.44
$ 492,193
$ 489,640
-
$ 35,095
$ 492,177
2027
$ 492,177
$ 1,956 $ 2,629 1,118,519
$ 0.45
$ 506,959
$ 504,330
-
$ 12,153
$ -
Watson & Associates Economists Ltd.
2019 Update Study
-42-
PAGE 29
Table 4-6
Cash Flow Analysis
Transportation Services- Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 1,459,963
Dev't Related Expenditures
Nominal Inflated (3°/dYr)
$ 432,781 $ 445,764
1
GFA per Year
279,599
DC Rates w.
°
Inflation (3/✓Yr)
$ 1.81
Anticipated
Revenues
$ 504,875
Revenues
minus
Expenditures
$ 59,111
Debenture
Financing
Requirement
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 37,238
DC Reserve
Fund Closing
Balance after
Financing
$ 1,556,312
2019
$ 1,556,312
$ 736,347
$ 781,191
279,599
$ 1.86
$ 520,021
$ 261,170
-
$ 35,643
$ 1,330,785
2020
$ 1,330,785
$ 650,635
$ 710,966
279,599
$ 1.92
$ 535,622
$ 175,344
-
$ 31,078
$ 1,186,519
2021
$ 1,186,519
$ 793,284
$ 892,848
279,599
$ 1.97
$ 551,690
$ 341,157
-
$ 25,399
$ 870,760
2022
$ 870,760
$ 650,635
$ 754,264
279,599
$ 2.03
$ 568,241
$ 186,023
-
$ 19,444
$ 704,181
2023
$ 704,181
$ 650,635
$ 776,892
279,599
$ 2.09
$ 585,288
$ 191,603
-
$ 15,209
$ 527,788
2024
$ 527,788
$ 650,635
$ 800,198
279,599
$ 2.16
$ 602,847
$ 197,351
$ 10,728
$ 341,164
2025
$ 341,164
$ 320,718
$ 406,276
279,599
$ 2.22
$ 620,933
$ 214,656
-
$ 11,212
$ 567,033
2026
$ 567,033
$ 320,718
$ 418,464
279,599
$ 2.29
$ 639,560
$ 221,096
-
$ 16,940
$ 805,068
2027
$ 805,068
$ 320,718
$ 431,018
279,599
$ 2.36
$ 658,747
$ 227,729
$ 22,973
$ 1,055,771
2028
$ 1,055,771
$ 320,718
$ 443,949
84,250
$ 2.43
$ 204,451
$ 239,498
-
$ 23,401
$ 839,673
2029
$ 839,673
$ 320,718
$ 457,267
84,250
$ 2.50
$ 210,585
$ 246,683
-
$ 17,908
$ 610,898
2030
$ 610,898
$ 320,718
$ 470,985
84,250
$ 2.57
$ 216,902
$ 254,083
$ 12,096
$ 368,912
2031
$ 368,912
$ 320,718
$ 485,115
42,125
$ 2.65
$ 111,705
$ 373,410
-
$ 4,499
$ -
Watson & Associates Economists Ltd.
2019 Update Study
-43-
PAGE 30
Table 4-7
Cash Flow Analysis
Transportation Services- Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 1,459,963
Dev't Related Expenditures
Nominal Inflated (3°/dYr)
$ 432,781 $ 445,764
1
GFA per Year
279,599
DC Rates w.
°
Inflation (3/✓Yr)
$ 1.81
Anticipated
Revenues
$ 504,875
Revenues
minus
Expenditures
$ 59,111
Debenture
Financing
Requirement
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 37,238
DC Reserve
Fund Closing
Balance after
Financing
$ 1,556,312
2019
$ 1,556,312
$ 736,347
$ 781,191
279,599
$ 1.86
$ 520,021
$ 261,170
-
$ 35,643
$ 1,330,785
2020
$ 1,330,785
$ 650,635
$ 710,966
279,599
$ 1.92
$ 535,622
$ 175,344
-
$ 31,078
$ 1,186,519
2021
$ 1,186,519
$ 793,284
$ 892,848
279,599
$ 1.97
$ 551,690
$ 341,157
-
$ 25,399
$ 870,760
2022
$ 870,760
$ 650,635
$ 754,264
279,599
$ 2.03
$ 568,241
$ 186,023
-
$ 19,444
$ 704,181
2023
$ 704,181
$ 650,635
$ 776,892
279,599
$ 2.09
$ 585,288
$ 191,603
-
$ 15,209
$ 527,788
2024
$ 527,788
$ 650,635
$ 800,198
279,599
$ 2.16
$ 602,847
$ 197,351
$ 10,728
$ 341,164
2025
$ 341,164
$ 320,718
$ 406,276
279,599
$ 2.22
$ 620,933
$ 214,656
-
$ 11,212
$ 567,033
2026
$ 567,033
$ 320,718
$ 418,464
279,599
$ 2.29
$ 639,560
$ 221,096
-
$ 16,940
$ 805,068
2027
$ 805,068
$ 320,718
$ 431,018
279,599
$ 2.36
$ 658,747
$ 227,729
$ 22,973
$ 1,055,771
2028
$ 1,055,771
$ 320,718
$ 443,949
84,250
$ 2.43
$ 204,451
$ 239,498
-
$ 23,401
$ 839,673
2029
$ 839,673
$ 320,718
$ 457,267
84,250
$ 2.50
$ 210,585
$ 246,683
-
$ 17,908
$ 610,898
2030
$ 610,898
$ 320,718
$ 470,985
84,250
$ 2.57
$ 216,902
$ 254,083
$ 12,096
$ 368,912
2031
$ 368,912
$ 320,718
$ 485,115
42,125
$ 2.65
$ 111,705
$ 373,410
-
$ 4,499
$ -
Watson & Associates Economists Ltd.
2019 Update Study
-44-
PAGE 31
Table 4-8
Cash Flow Analysis
Parks & Recreation - Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 15,701,991
Dev't Related
Nominal
$ 3,621,317
Expenditures
Inflated (3°/dYr)
$ 3,729,956
-11
Existing Debt SDE per Year
arrying Costs (P&I)
$ - 2,499
DC Rates w.
Inflation (3 /dYr)
$ 6,047
ir-
Anticipated
Revenues
$ 15,108,477
Revenues
minus
Expenditures
$ 11,378,520
Debenture
Financing
Requireme
$ 438,576
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 529,299
DC Reserve
Fund Closing
alance after
Financing
$ 27,171,235
2019
$ 27,171,235
$ 4,167,057
$ 4,420,831
$ 918,180
2,499
$ 6,228
$ 15,561,731
$ 10,222,719
$ 438,576
$ 801,583
$ 37,756,961
2020
$ 37,756,961
$ 3,383,239
$ 3,696,956
$ 2,128,205
2,499
$ 6,415
$ 16,028,583
$ 10,203,422
$ 438,576
$ 1,065,985
$ 48,587,791
2021
$ 48,587,791
$ 13,746,988
$ 15,472,356
$ 3,338,229
2,499
$ 6,607
$ 16,509,440
$ 2,301,145
$ 438,576
$ 1,180,448
$ 47,028,519
2022
$ 47,028,519
$ 43,111,216
$ 49,977,715
$ 3,338,229
2,499
$ 6,805
$ 17,004,724
$ 36,311,221
$ 438,576
$ 716,341
$ 10,995,063
2023
$ 10,995,063
$ 4,186,711
$ 4,999,152
$ 3,338,229
2,155
$ 7,010
$ 15,105,351
$ 6,767,970
$ 438,576
$ 353,994
$ 17,678,451
2024
$ 17,678,451
$ 6,091,283
$ 7,491,510
$ 3,338,229
2,155
$ 7,220
$ 15,558,512
$ 4,728,773
$ 438,576
$ 495,589
$ 22,464,237
2025
$ 22,464,237
$ 2,106,876
$ 2,668,927
$ 3,338,229
2,155
$ 7,436
$ 16,025,267
$ 10,018,111
$ 438,576
$ 681,350
$ 32,725,122
2026
$ 32,725,122
$ 2,772,344
$ 3,617,280
$ 3,338,229
2,155
$ 7,660
$ 16,506,025
$ 9,550,516
$ 438,576
$ 932,027
$ 42,769,090
2027
$ 42,769,090
$ 9,232,938
$ 12,408,296
$ 47,444,998 2,155
$ 7,889
$ 17,001,206
$ 42,852,088
$ 438,576
$ 521,574
$ -
Table 4-9
Cash Flow Analysis
Parks and Recreation - Seaton Prestige Employment Land
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 2,760
Dev't Related Expenditures
Existing Debt
Nominal Inflated (3°/dYr) Carrying Costs (P&I)
$ 68,358 $ 70,408 $-
-�
Net Hectares
per Year
18
,r
DC Rates w.
Inflation (3%/Yr)
$ 16,036
Anticipated
Revenues
$ 294,581
Revenues
minus
Expenditures
$ 224,173
Debenture
Financing
Requirement
$ 8,279
Interest
(2.5% on
positive
balances & 5%
on negative
balances)
$ 2,768
DC Reserve
IFund Closing
Balance after
Financing
$ 221,422
2019
$ 221,422
$ 78,659
$ 83,450
$
17,332
18
$ 16,517
$ 303,419
$ 202,637
$
8,279
$ 7,965
$ 423,745
2020
$ 423,745
$ 63,864
$ 69,786
$
40,173
18
$ 17,012
$ 312,521
$ 202,563
$
8,279
$ 13,022
$ 631,051
2021
$ 631,051
$ 259,495
$ 292,064
$
63,014
18
$ 17,523
$ 321,897
$ 33,181
$
8,279
$ 15,258
$ 604,850
2022
$ 604,850
$ 813,788
$ 943,404
$
63,014
18
$ 18,048
$ 331,554
$ 674,864
$
8,279
$ 5,603
$ 72,689
2023
$ 72,689
$ 79,030
$ 94,366
$
63,014
18
$ 18,590
$ 341,501
$ 184,120
$
8,279
$ 528
$ 102,624
2024
$ 102,624
$ 114,982
$ 141,413
$
63,014
18
$ 19,147
$ 351,746
$ 147,318
$
8,279
$ 4,304
$ 245,967
2025
$ 245,967
$ 39,770
$ 50,380
$
63,014
18
$ 19,722
$ 362,298
$ 248,904
$
8,279
$ 9,157
$ 495,749
2026
$ 495,749
$ 52,332
$ 68,282
$
63,014
18
$ 20,314
$ 373,167
$ 241,871
$
8,279
$ 15,314
$ 744,656
2027
$ 744,656
$ 174,285
$ 234,225
$
895,595
18
$ 20,923
$ 384,362
$ 745,458
$
8,279
$ 9,081
$ -
Watson & Associates Economists Ltd.
2019 Update Study
-45-
PAGE 32
Table 4-10
Cash Flow Analysis
Parks & Recreation - Other Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 4,936
Dev't Related
Nominal
$ 122,238
Expenditures
Inflated (3Yr)
°/d
Existing Debt
GFA per Year
arrying Costs(P&I)
$- 1,118,519
DC Rates w.
Inflation (3°/dYr)
$ 0.47
Anticipated
Revenues
$ 526,773
Revenues
minus
Expenditures
$ 400,868
Debenture
Financing
Requirement
$ 14,804
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 4,949
DC Reserve
Fund Closing
glance after
Financing
$ 125,905
$ 395,949
2019
$ 395,949
$ 140,659
$ 149,226
$ 30,993
1,118,519
$ 0.49
$ 542,576
$ 362,357
$ 14,804
$ 14,243
$ 757,745
2020
$ 757,745
$ 114,202
$ 124,791
$ 71,838
1,118,519
$ 0.50
$ 558,853
$ 362,225
$ 14,804
$ 23,286
$ 1,128,452
2021
$ 1,128,452
$ 464,031
$ 522,271
$ 112,682
1,118,519
$ 0.51
$ 575,619
$ 59,334
$ 14,804
$ 27,285
$ 1,081,598
2022
$ 1,081,598
$ 1,455,223
$ 1,687,002
$ 112,682
1,118,519
$ 0.53
$ 592,888
$ 1,206,797
$ 14,804
$ 10,020
$ 129,983
2023
$ 129,983
$ 141,323
$ 168,747
$ 112,682
1,118,519
$ 0.55
$ 610,674
$ 329,245
$ 14,804
$ 944
$ 183,514
2024
$ 183,514
$ 205,612
$ 252,877
$ 112,682
1,118,519
$ 0.56
$ 628,994
$ 263,436
$ 14,804
$ 7,696
$ 439,841
2025
$ 439,841
$ 71,118
$ 90,090
$ 112,682
1,118,519
$ 0.58
$ 647,864
$ 445,092
$ 14,804
$ 16,375
$ 886,503
2026
$ 886,503
$ 93,581
$ 122,102
$ 112,682
1,118,519
$ 0.60
$ 667,300
$ 432,516
$ 14,804
$ 27,384
$ 1,331,600
2027
$ 1,331,600
$ 311,659
$ 418,843
$ 1,601,510 1,118,519
$ 0.61
$ 687,319
$ 1,333,034
$ 14,804
$ 16,239
$ -
Table 4-11
Cash Flow Analysis
Library - Residential
Year
D.C. Reserve
Fund Opening
Balance
Dev't Related Expenditures
Nominal Inflated (3°/dYr)
Existing Debt
Carrying Costs (P&I)
SDE per Year
-�Interest
DC Rates w.
°
Inflation (3 /dYr)
Anticipated
Revenues
Revenues
minus
Expenditures
Debenture
Financing
Requirement
(2.5% on
positive
balances & 5%
on negative
balances)
IDC Reserve
Fund Closing
Balance after
Financing
2018
$ 2,658,843
$ 523,648 $ 539,357
$ 82,286
2,499
$ 1,003
$ 2,507,192
$ 1,885,548
-
$ 90,040
$ 4,634,431
2019
$ 4,634,431
$ 2,749,152 $ 2,916,576
$ 572,478
2,499
$ 1,034
$ 2,582,408
$ 906,646
-
$ 104,528
$ 3,832,312
2020
$ 3,832,312
$ -
$ -
$ 1,062,670
2,499
$ 1,065
$ 2,659,880
$ 1,597,209
-
$ 115,773
$ 5,545,295
2021
$ 5,545,295
$ 1,006,861
$ 1,133,231
$ 1,062,670
2,499
$ 1,096
$ 2,739,676
$ 543,775
-
$ 145,430
$ 6,234,499
2022
$ 6,234,499
$ 1,857,910
$ 2,153,827
$ 1,062,670
2,499
$ 1,129
$ 2,821,867
$ 394,631
-
$ 150,930
$ 5,990,798
2023
$ 5,990,798
$ 1,582,311
$ 1,889,362
$ 1,062,670
2,155
$ 1,163
$ 2,506,673
$ 445,359
-
$ 144,203
$ 5,689,642
2024
$ 5,689,642
$ -
$ -
$ 1,062,670
2,155
$ 1,198
$ 2,581,873
$ 1,519,203
-
$ 161,231
$ 7,370,076
2025
$ 7,370,076
$ -
$ -
$ 1,062,670
2,155
$ 1,234
$ 2,659,330
$ 1,596,659
-
$ 204,210
$ 9,170,945
2026
$ 9,170,945
$ -
$ -
$ 1,062,670
2,155
$ 1,271
$ 2,739,110
$ 1,676,439
-
$ 250,229
$ 11,097,613
2027
$ 11,097,613
$ -
$ -
$ 14,054,233
2,155
$ 1,309
$ 2,821,283
$ 11,232,950
-
$ 135,337
$ -
Watson & Associates Economists Ltd.
2019 Update Study
-46-
PAGE 33
Table 4-12
Cash Flow Analysis
Library - Seaton Prestige Employment Land
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 50,190
Dev't Related
Nominal
$ 9,885
Expenditures
Inflated (3°/dYr)
$ 10,181
11
Existing Debt Net Hectares
Carrying Costs (P&I) per Year
$ 1,553 18
DC Rates w.
Inflation (3V,Nr)
$ 2,397
Anticipated
Revenues
$ 44,032
Revenues
minus
Expenditures
$ 32,297
Debenture
Financing
Requirement
-
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 1,658
DC Reserve
Fund Closing
glance after
Financing
$ 84,146
2019
$ 84,146
$ 51,894
$ 55,055
$ 10,806 18
$ 2,469
$ 45,353
$ 20,508
-
$ 1,847
$ 65,485
2020
$ 65,485
$-
$ -
$ 20,059 18
$ 2,543
$ 46,713
$ 26,654
-
$ 1,970
$ 94,109
2021
$ 94,109
$ 19,006
$ 21,391
$ 20,059 18
$ 2,619
$ 48,115
$ 6,664
-
$ 2,436
$ 103,209
2022
$ 103,209
$ 35,071
$ 40,657
$ 20,059 18
$ 2,698
$ 49,558
$ 11,158
$ 35,871 1,118,519
$ 2,441
$ 94,492
2023
$ 94,492
$ 29,868
$ 35,665
$ 20,059 18
$ 2,779
$ 51,045
$ 4,679
-
$ 2,304
$ 92,117
2024
$ 92,117
$ -
$ -
$ 20,059 18
$ 2,862
$ 52,576
$ 32,517
-
$ 2,709
$ 127,343
2025
$ 127,343
$ -
$ -
$ 20,059
18
$ 2,948
$ 54,154
$ 34,094
-
$ 3,610
$ 165,047
2026
$ 165,047
$ -
$ -
$ 20,059
18
$ 3,036
$ 55,778
$ 35,719
-
$ 4,573
$ 205,339
2027
$ 205,339
$ -
$ -
$ 265,295 18
$ 3,127
$ 57,452
$ 207,843
-
$ 2,504
$ -
Table 4-13
Cash Flow Analysis
Library - Other Non -Residential
Year
D.C. Reserve
Fund Opening
Balance
Dev't Related Expenditures -91
Existing Debt
GFA per Year
Nominal Inflated (3°/JYr) Carrying Costs (P&I)
DC Rates w.
°
Inflation (3 /dYr)
Anticipated
Revenues
Revenues
minus
Expenditures
Debenture
Financing
Requirement
Interest
(2.5% on
positive
balances & 5%
on negative
balances)
IDC Reserve
Fund Closing
Balance after
Financing
2018
$ 89,749
$ 17,676 $ 18,206 $ 2,778 1,118,519
$ 0.07
$ 78,738
$ 57,755
-
$ 2,966
$ 150,470
2019
$ 150,470
$ 92,798 $ 98,449 $ 19,324 1,118,519
$ 0.07
$ 81,100
$ 36,673
-
$ 3,303
$ 117,100
2020
$ 117,100
$ -
$ -
$ 35,871 1,118,519
$ 0.07
$ 83,533
$ 47,663
-
$ 3,523
$ 168,286
2021
$ 168,286
$ 33,987
$ 38,252
$ 35,871 1,118,519
$ 0.08
$ 86,039
$ 11,917
-
$ 4,356
$ 184,559
2022
$ 184,559
$ 62,714
$ 72,703
$ 35,871 1,118,519
$ 0.08
$ 88,621
$ 19,953
-
$ 4,365
$ 168,971
2023
$ 168,971
$ 53,411
$ 63,776
$ 35,871 1,118,519
$ 0.08
$ 91,279
$ 8,367
-
$ 4,120
$ 164,724
2024
$ 164,724
$ -
$ -
$ 35,871 1,118,519
$ 0.08
$ 94,018
$ 58,147
-
$ 4,845
$ 227,716
2025
$ 227,716
$ -
$ -
$ 35,871 1,118,519
$ 0.09
$ 96,838
$ 60,968
-
$ 6,455
$ 295,139
2026
$ 295,139
$ -
$ -
$ 35,871 1,118,519
$ 0.09
$ 99,743
$ 63,873
-
$ 8,177
$ 367,188
2027
$ 367,188
$ -
$ -
$ 474,402 1,118,519
$ 0.09
$ 102,736
$ 371,666
-
$ 4,478
$ -
Watson & Associates Economists Ltd.
2019 Update Study
- 47 -
PAGE 34
Table 4-14
Cash Flow Analysis
Admin - Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 525,617
Dev't Related
Nominal
$ 952,802
Expenditures
Inflated (3)/dYr)
$ 981,386
SDE per Year
2,499
DC Rates w.
Inflation (3°/dYr)
$ 286
M
Anticipated
Revenues
$ 714,730
Revenues
minus
Expenditures
$ 266,656
Debenture
Financing
Requiremen
Interest
(2.5%on
positive
balances & 5%
on negative
balances)
$ 32,947
DC Reserve
Fund Closing
Balance after
Financing
$ 825,220
2019
$ 825,220
$ 651,391
$ 691,060
2,499
$ 295
$ 736,172
$ 45,112
$ 4,427 $ 93,142
$ 40,133
$ 820,242
2020
$ 820,242
$ 595,194
$ 650,384
2,499
$ 303
$ 758,257
$ 107,873
-
$ 38,315
$ 750,684
2021
$ 750,684
$ 463,220
$ 521,358
2,499
$ 313
$ 781,005
$ 259,647
-
$ 31,043
$ 522,080
2022
$ 522,080
$ 804,862
$ 933,056
2,499
$ 322
$ 804,435
$ 128,621
$ 31,405
$ 29,320
$ 680,021
2023
$ 680,021
$ 310,448
$ 370,691
2,155
$ 332
$ 714,582
$ 343,891
$ 38,624 18
$ 25,404
$ 361,534
2024
$ 361,534
$ 310,448
$ 381,812
2,155
$ 342
$ 736,020
$ 354,208
-
$ 9,221
$ 16,547
2025
$ 16,547
$ 310,448
$ 393,266
2,155
$ 352
$ 758,100
$ 364,834
4,657
$ 3,940
$ 352,226
2026
$ 352,226
$ 717,763
$ 936,517
2,155
$ 362
$ 780,843
$ 155,674
$ 88,114
$ 6,860
$ 203,412
2027
$ 203,412
$ 751,655
$ 1,010,161
2,155
$ 373
$ 804,269
$ 205,893
$ 2,481
$ 0
Table 4-15
Cash Flow Analysis
Admin - Seaton Prestige Employment Land
D.C. Reserve
Year Fund Opening
Balance
`
2018 $ 53,171
ed Expenditures
Nominal
$ 96,384
Net Hectares
Hated (3°/dYr) per Year
1MM
$ 99,276 18
lir
DC Rates w.
Inflation (3°/dYr
Anticipated
Revenues
Revenues Debenture
minus Financing
penditures Requiremen
$ 31,744
Interest
(2.5%on DC Reserve
positive Fund Closing
balances & 5% Balance after
on negative Financing
balances) MIME
$
3,676
$ 67,532
$ 3,452 $ 88,366
2019
$ 88,366
$ 65,894
$ 69,907 18
$
3,786
$ 69,558
$ 349 -
$ 4,427 $ 93,142
2020
$ 93,142
$ 60,209
$ 65,792 18
$
3,900
$ 71,645
$ 5,853
-
$ 4,511 $ 91,800
2021
$ 91,800
$ 46,859
$ 52,740 18
$
4,017
$ 73,794
$ 21,054
$ 4,064 $ 74,810
2022
$ 74,810
$ 81,419
$ 94,387 18
$
4,138
$ 76,008
$ 18,379
-
$ 4,200 $ 97,389
2023
$ 97,389
$ 31,405
$ 37,499 18
$
4,262
$ 78,288
$ 40,789
-
$ 3,850 $ 60,449
2024
$ 60,449
$ 31,405
$ 38,624 18
$
4,389
$ 80,637
$ 42,013
-
$ 1,972 $ 20,408
2025
$ 20,408
$ 31,405
$ 39,782 18
$
4,521
$ 83,056
$ 43,274
$ 224 $ 22,641
2026
$ 22,641
$ 72,608
$ 94,737 18
$
4,657
$ 85,547
$ 9,189
-
$ 451 $ 13,903
2027
$ 13,903
$ 76,036
$ 102,186 18
$
4,797
$ 88,114
$ 14,073
-
$ 170 $ 0
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Table 4-16
Cash Flow Analysis
Admin - Other Non -Residential
Year
2018
Dev't Related Expenditures
D.C. Reserve
Fund Opening GFA per Year
Balance Nominal Inflated (3°/dYr)
$ 95,080 $ 172,355 $ 177,526 1,118,519
DC Rates w.
°
Inflation (3/JYr)
$ 0.11
Anticipated
Revenues
$ 120,761
Revenues Debenture
minus Financing
Expenditures Requirement
$ 56,764
Interest
(2.5%on DC Reserve
positive Fund Closing
balances & 5% Balance after
on negative Financing
balances)
$ 6,173 $ 158,018
2019
$ 158,018 $ 117,832 $ 125,008 1,118,519
$ 0.11
$ 124,384
$ 624
$ 7,916 $ 166,558
2020
$ 166,558 $ 107,666 $ 117,650 1,118,519
$ 0.11
$ 128,116
$ 10,466
$ 8,066 $ 164,158
2021
$ 164,158 $ 83,793 $ 94,310 1,118,519
$ 0.12
$ 131,959
$ 37,649
$ 7,267 $ 133,776
2022
$ 133,776 $ 145,594
$ 168,783 1,118,519
$ 0.12
$ 135,918
$ 32,865
-
$ 7,510 $ 174,151
2023
$ 174,151 $ 56,158
$ 67,055 1,118,519
$ 0.13
$ 139,995
$ 72,940
$ 6,884 $ 108,095
2024
$ 108,095 $ 56,158
$ 69,067 1,118,519
$ 0.13
$ 144,195
$ 75,128
$ 3,527 $ 36,494
2025
$ 36,494 $ 56,158
$ 71,139 1,118,519
$ 0.13
$ 148,521
$ 77,382
$ 401 $ 40,487
2026
$ 40,487
$ 129,838
$ 169,409 1,118,519
$ 0.14
$ 152,977
$ 16,432
$ 807
$ 24,862
2027
$ 24,862
$ 135,969
$ 182,731 1,118,519
$ 0.14
$ 157,566
$ 25,165
$ 303
$ 0
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PAGE 36
5. Asset Management Plan
5.1 Introduction
The changes to the D.C.A. (new section 10(c.2)) through Bill 73, require that the
background study must include an Asset Management Plan (A.M.P) related to new
infrastructure. Section 10 (3) of the D.C.A. provides:
The A.M.P. shall,
(a) deal with all assets whose capital costs are proposed to be funded under the
development charge by-law;
(b) demonstrate that all the assets mentioned in clause (a) are financially
sustainable over their full life cycle;
(c) contain any other information that is prescribed; and
(d) be prepared in the prescribed manner.
The A.M.P. analysis included in the 2017 D.C. Background Study, which found that the
capital plan was deemed to be financially sustainable, has been updated to account for
the capital cost revisions described herein.
The updated A.M.P. analysis contained in Table 5-1 identifies:
• $62.3 million in total annualized expenditures; and
• Incremental operating revenues of $49.7 million and existing operating revenues
of $94.6 million, totalling $144.3 million by the end of the period.
In consideration of the above changes, the capital plan still deemed to be financially
sustainable.
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PAGE 37
Table 5-1
2019 D.C. Amendment
Asset Management — Future Expenditures and Associated Revenues (2017$)
1 Non -Growth Related component of Projects including 10% mandatory deduction
on soft services
2 Interim Debt Financing for Post Period Benefit
3Area-specific application of Transportation Services
4 As per Sch. 10 of FIR
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PAGE 38
Sub -Total
2031 (Total)
Expenditures (Annualized)
Annual Debt Payment on Non -Growth
Related Capital
10,110,882
Annual Debt Payment on Post Period
Capital2
2,107,688
Lifecycle:
Annual Lifecycle - Town Wide Services
$9,232,291
Annual Lifecycle - Area Specific Services3
$3,574,002
Sub -Total - Annual Lifecycle
$12,806,293
$12,806,293
Incremental Operating Costs (for D.C.
Services)
$37,289,166
Total Expenditures
$62,314,030
Revenue (Annualized)
Total Existing Revenue4
$94,578,893
Incremental Tax and Non -Tax Revenue
(User Fees, Fines, Licences, etc.)
$49,682,047
Total Revenues
$144,260,940
1 Non -Growth Related component of Projects including 10% mandatory deduction
on soft services
2 Interim Debt Financing for Post Period Benefit
3Area-specific application of Transportation Services
4 As per Sch. 10 of FIR
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PAGE 38
6. Process for Adoption of the Amending
Development Charges By-law
If approved, the changes provided herein will form part of the 2017 D.C. Background
Study, as amended. Appendix A to this update study includes the draft Amending D.C.
By-law being presented for Council's consideration at the statutory public meeting on
December 2, 2019. At that meeting a presentation will be made to the public regarding
the recommendations of the D.C. Update Study, and Council may receive oral and
written comments on the matter.
It is anticipated that Council will consider for adoption the proposed amending by-law at
a subsequent meeting of Council, witnessing the 60 -day period between the release of
the D.C. Background Study and the passage of the D.C. By-law (i.e. no earlier than
December 16, 2019). If Council is satisfied with the proposed changes to the D.C.
Background Study and D.C. By -Law, it is recommended that Council:
"Approve the Development Charges Update Study dated October 16,
2019; subject to further annual review during the capital budget process;"
"Determine that no further public meeting is required;" and
"Approve the Amending Development Charge By-law as set out herein"
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PAGE 39
Appendix A — Draft
Amending
Development Charge
By-law
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PAGE 1
The Corporation of the City of Pickering
By-law No. /19
Being a By-law Regarding Development Charges to amend By-law 7595-17 to make certain
revisions to the City's development charges involving capital cost estimates.
WHEREAS Section 19 of the Development Charges Act, 1997, S.O. 1997, c27 ("the Act")
provides for amendments to be made to development charges by-laws;
AND WHEREAS the Council of the Corporation of the City of Pickering (hereinafter called
"the Council") has determined that certain amendments should be made to the Development
Charge By-law of the Corporation of the City of Pickering, being By-law 7595-17;
AND WHEREAS, in accordance with the Act, a development charges background study has
been completed in respect of the proposed amendment;
AND WHEREAS the Council of the Corporation of the City of Pickering has given notice and
held a public meeting in accordance with the Act; and
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1. By-law 7595-17 is hereby amended as follows:
Schedule "C" is deleted and the attached Schedule "C" substitutes therefor.
2. This by-law shall come into force on December 17, 2019.
By-law passed this 16th day of December 2019
Mayor
Clerk
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Schedule "C"
City of Pickering Schedule of Development Charges
Effective January 1, 2018
Service
Single and
Semi-
Detached
Dwelling
liLlIENTIAL
Apartments •
2 Bedrooms1�
+
Apartments
_ Bachelor
and 1
LBedroom
'
Other
Multiples
NON-RESIDENTIAL
(per ft2 of
Total
Floor
Area) 2
(per net Ha
of Prestige
Employme
nt Land Seat Seaton)
Municipal Wide Services:
Other Services Related to a Highway
441
279
197
356
0.15
5,451
Protection Services
920
581
412
743
0.35
11,828
Parks and Recreation Services
6,047
3,820
2,706
4,882
0.47
16,036
Library Services
1,003
634
449
810
0.07
2,397
Administration Studies
286
181
128
231
0.11
3,676
Stormwater Management
288
182
129
233
0.10
3,503
Total Municipal Wide Services
8,985
5,677
4,021
7,255
1.24
42,891
Outside of Seaton Lands
Transportation 1
6,447
4,073
2,886
5,205
1.81
Total Services Outside of Seaton Lands
6,447
4,073
2,886
5,205
1.81
Seaton
8,985
5,677
4,021
7,255
1.24
42,891
Rest of Pickering
15,432
9,750
6,907
12,460
3.05
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land
area charge instead.
- 55 -
AWatson
yor &Associates
ECONOMISTS LTD.
Addendum to: 2019 Development
Charges Update Study
City of Pickering
For Public Circulation and Comment
November 19, 2019
-56-
Watson & Associates Economists Ltd.
905-272-3600
info@watsonecon.ca
Table of Contents
Page
1. Summary of Revisions to the 2019 Development Charges Update
Study 1
1.1 Background 1
2. Discussion 1
3. Changes to the Background Report 5
4. Process for Adoption of the Development Charges By-law 5
Appendix A — Amended Pages A-1
Watson & Associates Economists Ltd.
H:\Pickering\2019 DC Update\Report\2019 Update Study - Amendment.docx
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1. Summary of Revisions to the 2019 Development
Charges Update Study
1.1 Background
Commensurate with the provisions of the Development Charges Act (D.C.A.), 1997, the
City of Pickering (City) has undertaken a Development Charges (D.C.) background
study and has distributed the study to the public. The following provides a summary of
the key dates in the D.C. by-law process:
• Release of the D.C. Update Study — October 16, 2019
• Presentation of D.C. Update Study to Development Industry Stakeholders —
November 19, 2019;
• Public Meeting — December 2, 2019; and
• By-law Passage — December 16, 2019
The purpose of this addendum to the October 16, 2019 D.C. Update Study is to provide
for refinements to the capital needs for Transportation Services and to the calculation of
the charge. The refinements are detailed in the subsequent sections of this report, and
will form part of the D.C. background study for Council's consideration and approval
prior to adoption of the amending D.C. by-law.
2. Discussion
Subsequent to the issuance of the 2019 D.C. Update Study, staff identified land
acquisition costs of $807,464 related to the D.C. Transportation Services project #30
(i.e. A-11 (Plummer) - Sandy Beach Road to Krosno Creek). Deflating these land cost
estimates to the study cost base (i.e. 2017$) and applying the 25% benefit to existing
development deduction, approximately $565,205 is added to the calculation of the
charge for Transportation Services.
Revisions have also been made to decrease the D.C. eligible costs included in the
calculation of the charge for Protection Services by $645,000. This reduction is
provided to reflect the historical level of service cap calculations.
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PAGE 1
Table 2-1 summarizes the proposed charges arising from this addendum. Table 2-2
compares the charges contained in this addendum to those in the 2019 D.C. Update
Study for residential single and semi-detached dwelling units, per sq.ft. of non-
residential gross floor area, and per net hectare of prestige employment land in Seaton.
These charges are presented in 2018$ values, consistent with the City's 2017 D.C.
Background Study. In total, the impact of the addendum on the 2019 D.C. Update
Study for single and semi-detached residential dwelling units constructed outside of the
Seaton Lands would increase by $29 per unit and the non-residential charge would
remain unchanged. For development within the Seaton Lands, the single and semi-
detached D.C. would decrease by $24 per unit, the non-residential charge (outside of
the prestige employment lands) would decrease by $0.01 per sq.ft. GFA, and the
prestige employment land charge would decrease by $306 per net hectare.
Table 2-1
City of Pickering
Calculated Schedule of Development Charges (2018$)
Service
RESIDENTIAL NON-RESIDENTIAL
(per net Ha
Single and Apartments - Apartments (per ft2 of of Prestige
Semi- 2 Bedrooms - Bachelor Other Total Floor Employmen
Detached and 1 Multiples 2
Dwelling Bedroom Area) t Land in
Seaton)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
441
896
6,047
1,003
286
288
279
566
3,820
634
181
182
197
401
2,706
449
128
129
356
724
4,882
810
231
233
0.15
0.34
0.47
0.07
0.11
0.10
5,451
11,522
16,036
2,397
3,676
3,503
Total Municipal Wide Services
8,961
5,662
4,010
7,236
1.24
42,585
Outside of Seaton Lands
Transportation 1
6,500
4,106
2,909
5,248
1.82
Total Services Outside of Seaton Lands
6,500
4,106
2,909
5,248
1.82
Seaton
Rest of Pickering
8,961
15,461
5,662
9,768
4,010
6,919
7,236
12,484
1.24
3.06
42,585
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
The City's D.C. By-law provides for annual indexing of the charges. To reflect the
impacts of the proposed amendment on the City's current charges, Table 2-3 presents
the indexed amended charges and compares them to the City's 2019 rates. In total, the
single and semi-detached D.C. for developments outside of the Seaton Lands would
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PAGE 2
increase by $1,186 per unit (+8%) and the non-residential charge would increase by
$0.09 per sq.ft. of GFA (+3%). For development within the Seaton Lands, the single
and semi-detached D.C. would increase by $1,204 per unit (+14%), the non-residential
charge (outside of the prestige employment lands) would increase by $0.09 per sq.ft.
GFA (+7%), and the prestige employment land charge would increase by $2,959 per net
hectare (+7%).
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PAGE 3
Table 2-2
Comparison of Development Charges - October 16, 2019 D.C. Update Study vs. Addendum (2018$)
Service
Residential Single and Semi -Detached Dwelling Non -Residential (per ft' of Total Floor Area) 2 Non -Residential (per net Ha of Presti
Employment Land in Seaton)
2019 D.C. 2019 D.C. 2019 D.C.
Update Addendum Change ($) Change (%) Update Amendment Change ($) Change (%) Update Amendment Change ($) Change (%)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
441 441 0% 0.15 0.15
920 896 (24) -3% 0.35 0.34
6,047 6,047 - 0% 0.47 0.47
1,003 1,003 - 0% 0.07 0.07
286 286 - 0% 0.11 0.11
288 288 - 0% 0.10 0.10
0%
(0.01) -3%
0%
0%
0%
0%
5,451 5,451 0%
11,828 11,522 (306) -3%
16,036 16,036 - 0%
2,397 2,397 0%
3,676 3,676 - 0%
3,503 3,503 - 0%
Total Municipal Wide Services
8,985
8,961
(24)
0%
1.25
1.24
(0.01)
-1%
42,891
Outside of Seaton Lands
Transportation I
6,447
6,500
53
1%
1.81
1.82
0.01
1%
4 -
(306)
-1
Total Services Outside of Seaton Lands
6,447
6,500
53
1%
1.81
1.82
0.01
1%
nfa
Seaton
Rest of Pickering
8,985
15,432
8,961
15,461
(24)
29
0%
0%
1.25
3.06
1.24
3.06
(0.01)
-1%
0%
42,891
42,585
(306)
-1°%
Table 2-3
Comparison of Development Charges - Current vs. Proposed (2019$)
Service
Residential Single and Semi -Detached Dwelling Non -Residential (per ft' of Total Floor Area) 2 Non -Residential (per net Ha of Prestige
Employment Land in Seaton)
2017 D.C. Addendum Change ($) Change (%) 2017 D.C. Addendum Change ($) Change (%) 2017 1:11 Addendum Change ($) Change (%)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
470
948
5,175
1,158
296
307
470
955
6,451
1,069
306
307
7
1,276
(89)
10
0%
1%
25%
-8%
3%
0%
0.16
0.35
0.42
0.08
0.11
0.11
0.16
0.35
0.51
0.07
0.12
0.11
0.09
(0.01)
0.01
0%
0%
21%
-13%
9%
0%
5,814
12,194
14,146
2,779
3,797
3,738
5,814
12,291
17,106
2,557
3,921
3,738
97
2,960
(222)
124
0%
1%
21%
-8%
3%
0%
Total Municipal Wide Services
8,354
9,558
1,204
14%
1.11111
1.32
0.09
7%
42,468
7%
Outside of Seaton Lands
Transportation
6,952
6,934
(18)
0%
1.95
1.94
(0.01)
-1%
Total Services Outside of Seaton Lands
6,952
6,934
(18)
0%
1.94
(0.01)
-1%
n/a
Seaton
Rest of Pickering
8,354
15,306
9,558
16,492
1,204
1,186
14%
8%
1.23
3.18
1.32
3.26
0.09
0.08
7%
3%
42,468
45,427
2,959
7%
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PAGE 4
3. Changes to the Background Report
Based on the foregoing, the following revisions are made to the pages within the 2019
D.C. Update Study. Accordingly, the revised pages are appended to this report:
• Pages 1, 7, 10, 11 and Table of Contents — reissued for housekeeping changes;
• Pages 13 to 14 — updated to reflect changes described in Section 2 herein;
• Pages 19 to 22 — reissued to reflect changes to the Transportation Services
capital program and updates to Protection Services D.C. eligible costs;
• Pages 25 to 31 — revised to reflect the D.C. calculation changes as a result of
this addendum;
• Pages 37 to 38 — Reissued to reflect this addendum;
• Page 39 — Revised to reflect this addendum; and
• Appendix A — Draft Amending Development Charge By-law — Reissued to reflect
this addendum
4. Process for Adoption of the Development
Charges By-law
The revisions provided herein form the basis for the D.C. by-law and will be
incorporated into the 2019 D.C. Update Study to be provided to Council and the general
public prior to the public meeting on December 2, 2019 and Council's consideration and
adoption of the proposed D.C. By -Law.
If Council is satisfied with the above noted changes to the D.C. background study and
D.C. by-law, then prior to by-law passage Council must:
• Approve the 2019 D.C. Update Study, as amended;
• Determine that no further public meetings are required on the matter; and
• Adopt the amending D.C. By -Law.
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PAGE 5
Appendix A
Amended Pages
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PAGE A-1
Table of Contents
Page
1. Introduction 1
1.1 Background 1
1.2 Existing Policies (Rules) 2
1.2.1 Payment in any Particular Case 2
1.2.2 Determination of the Amount of the Charge 3
1.2.3 Application to Land Redevelopment 4
1.2.4 Exemptions (full or partial) 4
1.2.5 Indexing 5
1.2.6 By-law Duration 5
1.2.7 Date Charge Payable 5
1.3 Basis for D.C. By-law Update 6
1.4 Proposed Charges to the D.C.A.: Bill 108 — An Act to amend
Various Statutes with Respect to Housing, Other Development, and
Various Matters 7
2. Anticipated Development 10
3. Revisions to the Anticipated Capital Needs 11
3.1 Revised Capital Costs 11
3.1.1 Parks and Recreation Services 11
3.1.2 Library Services 12
3.1.3 Protection Services 13
3.1.4 Transportation Services 13
3.1.5 Administration Studies 14
4. Revised D.C. Calculation and Schedule of Charges 25
5. Asset Management Plan 37
5.1 Introduction 37
6. Process for Adoption of the Amending Development Charges By-law 39
Appendix A — Draft Amending Development Charge By-law A-1
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1. Introduction
1.1 Background
The City of Pickering (City) imposes development charges (D.C.$) to recover the
increase in the needs for service arising from growth. The basis for the calculation of
the City's existing schedule of residential and non-residential development charges is
documented in the "City of Pickering 2017 Development Charges Background Study"
dated October 5, 2017 (as amended). This Background Study provides the supporting
documentation for the City's D.C. By -Law 7595-17, which came into effective January 1,
2018. The resultant D.C. by municipal service and development type are summarized
in Table 1-1. This schedule reflects the schedule of charges that came into force on
January 1, 2018 (in 2018$) for development within the defined Seaton Lands, as the
City elected to phase-in the charges for apartment units over the 2018-2020 period for
development outside of the Seaton Lands.
Table 1-1
City of Pickering
January 1, 2018 Schedule of Development Charges
Service
RESIDENTIAL NON-RESIDENTIAL
Single and Apartments • Apartments
Semi- 2 Bedrooms - Bachelor Other
Detached+ and 1 Multiples
Dwelling Bedroom
(per net Ha
(per ft2 of of Prestige
Total Floor Employmen
Area) 2 t Land in
Seaton)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
441
889
4,851
1,086
277
288
279
562
3,065
686
175
182
197
398
2,171
486
124
129
356
718
3,917
877
224
233
0.15
0.34
0.39
0.08
0.10
0.10
5,451
11,431
13,261
2,605
3,560
3,503
Total Municipal Wide Services
7,832
4,949
3,505
6,325
1.15
39,812
Outside of Seaton Lands
Transportation 1
6,517
4,117
2,917
5,261
1.83
Total Services Outside of Seaton Lands
6,517
4,117
2,917
5,261
1.83
6,325 1.15 39,812
Seaton 7,832 4,949
Rest of Pickering 14,349 9,066 3,505
6,422 11,586 2.98
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
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PAGE 1
1.4 Proposed Charges to the D.C.A.: Bill 108 — An Act to
amend Various Statutes with Respect to Housing, Other
Development, and Various Matters
On May 2, 2019, the Province introduced Bill 108 which proposes changes to the
D.C.A. The Bill has been introduced as part of the Province's "More Homes, More
Choice: Ontario's Housing Supply Action Plan". The Bill received royal assent on June
6, 2019.
While having received royal asset, many of the changes to the D.C.A. do not come into
effect until proclamation by the Lieutenant Governor. However, transitional provisions
with respect to soft services are in effect as of the date of royal assent. The transitional
provisions for soft services (i.e. services no longer eligible to be included in D.C. by-law
once s.s. 2(4) of the Act is proclaimed) under an existing D.C. bylaw can remain in
effect, even if the by-law expires, until the earlier of the prescribed date, the date a
Community Benefits By-law is passed, or when the by-law is repealed. Moreover, as
the new s.s. 2(4) is not yet in effect, municipalities are still permitted to pass a D.C. by-
law based on the services currently eligible under the D.C.A., until the new section is
proclaimed. A summary of the changes to the D.C.A. to take effect upon proclamation
by the Lieutenant Governor is provided below:
Changes to Eligible Services — the Bill will remove "Soft Services" from the D.C.A.
These services will be considered as part of a new Community Benefit Charge
(discussed below) imposed under the authority of the Planning Act. Once the new s.s.
2(4) is proclaimed, eligible services under the D.C.A. include:
• Water supply services, including distribution and treatment services;
• Wastewater services, including sewers and treatment services;
• Storm water drainage and control services;
• Services related to a highway as defined in subsection 1 (1) of the Municipal Act,
2001 or subsection 3 (1) of the City of Toronto Act, 2006, as the case may be;
• Electrical power services;
• Policing services;
• Ambulance services;
• Fire protection services;
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2. Anticipated Development
The 2017 D.C. Background Study provided for the anticipated residential and non-
residential growth within the City of Pickering for the respective service forecast periods.
The growth forecast associated with services included in this update study is
summarized in Table 2-1 below.
Table 2-1
City of Pickering
2017 D.C. Background Study — Growth Forecast Summary
Time Horizon
Residential
Non -Residential
Net Population
Residential
Units
Employment 1
Sq.ft. of Non -
Residential GFA
Early 2018
92,388
31,617
32,573
_
Early 2028
166,750
61,189
53,694
Mid 2031
179,356
65,530
63,899
Incremental Change
10 -year (2018-2028)
Seaton
48,450
17,471
18,793
17, 289, 996
Rest of Pickering
25,912
12,101
2,328
2,795,958
14 -year (2018-2031)
Seaton
58,030
21,193
28,860
27,671,100
Rest of Pickering
28,936
12,720
2,466
3,090,862
For the purpose of this Study, the 2017 D.C. Background Study growth forecast remains
unchanged. The revised capital costs estimates have been considered in the context of
this growth forecast. Adjustments to the total D.C. eligible costs are provided where
necessary to ensure that the increase in the need for service pertains to the underlying
increase in development.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 10
3. Revisions to the Anticipated Capital Needs
The D.C. Background Study adopted by Council in the preparation of the City's D.C. by-
law justified the maximum amount that could be charged for residential and non-
residential development. The study and by-law identified anticipated capital needs for
recovery through D.C.s for Other Services Related to a Highway, Protection Services,
Parks and Recreation Services, Library Services, Administration Studies, Stormwater
Management, and Transportation. The City's current by-law provides for the uniform
City-wide recovery of growth -related costs for all services other than Transportation,
which are imposed on an area -specific based for development outside of the Seaton
Lands only. Development charges are imposed for all services though one by-law.
The rules of the by-law effectively assess the charges appropriately for the imposition of
D.C.s within the City. The intent of the amendment does not alter the City's policy for
the imposition of City-wide and area -specific D.C.s. As a result, it is not recommended
that separate by-laws be implemented through this amendment process, and that the
proposed revisions be considered as an amendment to the City's current
comprehensive D.C. by-law.
3.1 Revised Capital Costs
The following subsections summarize the amendments made to the various capital
projects comprising the D.C. amendment. For the purpose of calculating the amended
D.C.s, the capital costs estimates have been deflated to 2017$, applying the change in
the Statistics Canada Construction Price Statistics Index for the period (i.e. 6.7%). This
reflects the indexing of the City's D.C. over the period since by-law adoption.
3.1.1 Parks and Recreation Services
The City's 2017 D.C. Background Study identified parks and recreation projects to
address the increase in the needs for services related to development. Projects
included in the Study addressed recreation facilities contained within the City Centre
project, including a Seniors' and Youth Centre and the community use space within an
Arts Centre. The City has completed updated design and capital cost estimates for the
City Centre project. These updates provide the basis for amending the 2017 D.C.
Background Study, as it relates to Parks and Recreation Services.
Watson & Associates Economists Ltd.
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PAGE 11
post -period capacity deduction of $12.6 million has been applied. The increase in the
need for services attributable to the 10 -year growth forecast period of $54.8 million, is
subsequently reduced by $24.1 million for the benefit to existing development, and by a
further $3.1 million for the 10% statutory deduction for soft services. After deducting a
further $2.8 million for the existing D.C. reserve funds collected towards these capital
needs, the D.C. eligible costs included in the calculation of the charge total
approximately $24.8 million.
Consistent with Parks and Recreation Services, in addition to the anticipated capital
costs identified herein, debt financing for the City Centre project at 3% interest over a 25
year term has been assumed. Moreover, the revised D.C. recoverable costs are
allocated 95% to residential development and 5% non-residential development.
3.1.3 Protection Services
The Protection Services D.C. capital program within the City's 2017 D.C. Background
Study, identified the need for 2 additional fire stations within the Seaton Lands. The
City has identified that in addition to the construction costs identified in the 2017 D.C.
Background Study, additional capital costs for servicing and siteworks will be required
related to the parcel of land for one of the additional fire stations. Additional capital cost
estimates of $858,700 have been identified for this purpose. Approximately $192,000 of
the gross capital costs have been allocated to new development after accounting for the
benefit to existing development deduction of 2.5% and the benefit to development
beyond the 10 -year forecast period of $666,600. The revised D.C. recoverable costs
are within the historic level of service cap for Protection Services. The D.C. recoverable
costs are allocated 78% to residential development and 22% non-residential
development, consistent with the City's 2017 D.C. Background Study.
The updated Protection Services D.C. capital program is included in Table 3-3.
3.1.4 Transportation Services
Updates to the Transportation Services D.C. capital program have been provided for a
new east/west collector road running parallel between Hwy 401 and Bayly Street (west
of Brock Road), the crossing of Krosno Creek, and the north/south collector road that
will connect to Bayly Street. These updates have been accounted for through updates
to 2017 D.C. Background Study Transportation Services projects (i.e. projects no. 30,
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 13
31,40, 41, 42), and the addition of a new project (i.e. A-13 (N/S Collector) Krosno Creek
to Bayly Street Crossing), and presented in Table 3-4.
The above noted revisions, result in a decrease in the gross capital costs within the
Transportation Services D.C. capital program of $0.3 million to a total of $123.6 million.
After accounting for the benefit to existing development deduction of $37.9 million and
the existing D.C. reserve fund balance reflecting funds collected towards these needs,
the D.C. eligible costs included in the calculation of the charge are $67.4 million. The
revised D.C. recoverable costs are within the historic level of service cap for
Transportation Services.
These costs have been allocated to residential and non-residential development based
on the anticipated population and employment growth outside of the Seaton Lands over
the forecast period (i.e. 92% residential and 8% non-residential).
3.1.5 Administration Studies
The City's 2017 D.C. Background Study identified additional capital needs for
administrative studies to address the increase in the needs for services related to
development. Additional studies and updated costs have been identified including an
updated cost for the Downtown Pickering Traffic Management Plan, D.C. Background
Study Update and amendment costs, and a Fair Minded Pricing Policy related to the
provision of Parks and Recreation Services.
Table 3-5 summarizes the revised anticipated D.C. capital needs listing for
Administration Services. The revised cost estimates, results in a total gross capital cost
estimate of $12.8 million, an increase of approximately $0.3 million from the 2017 D.C.
Background Study. Applying the required deductions for benefit to existing
development and the 10% statutory deduction for soft services, results in D.C.
recoverable costs of $8.2 million. This represents an increase of $0.3 million in D.C.
recoverable costs from what was included in the previous study.
The D.C. recoverable cost attribution has been maintained at 78% residential and 22%
non-residential based on the share of net population increase as a percentage of the
sum of the net population and employment increase for the planning period.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 14
Table 3-3
Infrastructure Costs Covered in the D.C. Calculation - Protection Services
prj ,
creased Service Needs Attributable to Anticipat
Development
2018-2027
imi
(year)
•
-pita) Cost
Estimate
(2017$)
Post Pe
Benefit
et Capita
Cost
-nefit to
Existing
Deeelopme
Grants, Subs'. .
and Other
Contributions
Attributable to
New Deeelopmen
btot
Less: Potential
Other (e.g. 10%
tatutory Deduction) Total
DC Recoee
Residential
Share
78%
.st
Non-
idential
hare
22%
Facilities
1
Fire Station A (Seaton)
2019
6,662,868
645,150
6,017,718
166,572
5,851,146
5,851,146
4,563,894
1,287,252
2
Fire Station B, including land (Seaton)
2023
8,230,000
8,230,000
205,750
8,024,250
8,024,250
6,258,915
1,765,335
3
Animal Shelter& By -Law Services, including land
2020
8,066,000
-
8,066,000
1,963,896
6,102,104
610,210
5,491,894
4,283,677
1,208,217
Vehicles
4
1 small vehicle (Seaton)
2018
45,000-
45,000
1,125
43,875
43,875
34,223
9,653
5
1 Aerial (Seaton)
2019
1,510,900-
1,510,900
37,773
1,473,128
1,473,128
1,149,039
324,088
6
Aerial (Fire Station B) (Seaton)
2023
1,510,900-
1,510,900
37,773
1,473,128
1,473,128
1,149,039
324,088
7
Small vehicle (2) (Seaton)
2023
90,000-
90,000
2,250
87,750
87,750
68,445
19,305
8
Pumper (Fire Station B) (Seaton)
2023
900,000-
900,000
22,500
877,500
877,500
684,450
193,050
9
Provision for additional By-law and Animal Services
Enforcement Vehicles
2018-2027
158,000-
158,000
3,950
154,050
15,405
138,645
108,143
30,502
Equipment
10
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station A)
2019
394,500-
394,500
394,500
394,500
307,710
86,790
11
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station A)
2021
394,500-
394,500
394,500
394,500
307,710
86,790
12
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station B)
2023
394,500-
394,500
394,500
394,500
307,710
86,790
13
Equipment for 20 Firefighters incl. Bunker Gear and
Breathing Apparatus (Station B)
2024
394,500-
394,500
394,500
394,500
307,710
86,790
Reserve Fund Adjustment
254,176
198,257
55,919
Total
28,751,668
645,150
28,106,518
2,441,587
-
25,664,930
625,615
25,293,491
19,728,923
5,564,568
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 19
Table 3-4 - Infrastructure Costs Covered in the D.C. Calculation - Transportation Services
Prj .No
Increased Service Needs Attributable to Anticipated Development
2018-2031
Roads Code
Tming (year)
Gross Capital
Cost Estimate
(2017$)
Post Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
.
Recoverable
Cost
Non -
Residential
Share
8%
1Grants, u.si.ies
and Other
Contributions
Attributable to New
Development
Total
Residential
Share
92%
Roads
1
Tillings Road
oversizing - local to collector
DI -I-3
2018-2024
294,800-
294,800
29,480
265,320
244,094
21,226
2
William Jackson Drive - Urfe Creek to Taunton Road
Urbanization, pedestrian trail
DI -I-13
2018-2024
2,229,040-
2,229,040
222,904
2,006,136
1,845,645
160,491
3
Sandy Beach Road
3 -lane urban reconstruction, incl. storm
B-29
2018-2024
6,500,000-
6,500,000
3,250,000
3,250,000
2,990,000
260,000
4
DN -4 Valley Farm Rd. - Tillinqs Road to Brock Rd.
Oversizinq - local to collector
DI -I-4
2018-2024
288,000-
288,000
28,800
259,200
238,464
20,736
5
DN -14 William Jackson Dr. (Old Taunton). Urfe
Creek Culvert Structure (Design/Approval).
EA & Design
DI -I-14
2018-2024
450,000-
450,000
45,000
405,000
372,600
32,400
6
DN -14 William Jackson Dr. (Oki Taunton). Urfe
Creek Culvert Structure (Construction)
Construction
DI -t-14
2018-2024
3,455,100-
3,455,100
345,510
3,109,590
2,860,823
248,767
7
Valley Farm Road - North of Third Concession to
-fillings
3 -lane urban construction, incl. storm
DI -t-1
2020-2024
3,399,500-
3,399,500
339,950
3,059,550
2,814,786
244,764
8
Twyn Rivers Drive - Hoover to West Limit
2 -lane urban reconstruction
RO-3
2025-2031
2,210,000
-
2,210,000
1,657,500
552,500
508,300
44,200
9
Finch Avenue - Townline to Altona
3 -lane urban reconstruction, incl. storm
RP -4
2018-2024
1,850,300
-
1,850,300
462,575
1,387,725
1,276,707
111,018
10
Pickering Parkway - Glenanna to Hydro Corridor (E)
sidewalk
TC -1
2018-2024
54,100-
54,100
40,575
13,525
12,443
1,082
11
Diefenbaker Extension - East Limit to Pickering
Parkway
2 -lane, new construction
TC -5
2025-2031
750,000-
750,000
562,500
187,500
172,500
15,000
12
Notion Road - Kingston to 350m South
2 -lane urban reconstruction, incl. Storm
V-5
2018-2024
1,052,500-
1,052,500
526,250
526,250
484,150
42,100
13
Sheppard Avenue - Whites to West Limit
sidewalk, blvd., streetlight on north side
WO -5
2018-2024
244,000-
244,000
183,000
61,000
56,120
4,880
14
Sheppard Avenue - Whites to 600m East
sidewalk, blvd., structures south side
WO -9
2018-2024
395,000-
395,000
296,250
98,750
90,850
7,900
15
Audley Road (Sideline 2) Conc. #5 to Hwy 7
2 -lane rural reconstruction incl. structures
RU -4
2018-2024
3,212,155-
3,212,155
1,606,078
1,606,078
1,477,591
128,486
16
AA --5, A-6, A-7 Arterial Connection Bayly to Kingston
Feasibility Study & EA
TC -31
2018-2024
2,698,000
-
2,698,000
674,500
2,023,500
1,861,620
161,880
17
Dunbarton Walkway - Dunbarton to Rambleberry
walkway
D-4
2018-2024
323,150-
323,150
242,363
80,788
74,325
6,463
18
Valley Farm/Tllings Bridge - Ganatsekiagon
EA & Design
DH -2
2018-2024
500,000
500,000
50,000
450,000
414,000
36,000
19
Valley Farm/Tllings Bridge - Ganatsekiagon
New Structure
DH -2
2020-2024
13,489,900-
13,489,900
1,348,990
12,140,910
11,169,637
971,273
20
Oakwood Drive - Rougemount to Mountain Ash
2 -lane urban reconstruction
R -4a
2018-2024
1,435,750-
1,435,750
717,875
717,875
660,445
57,430
21
Oakwood Drive - Mountain Ash to Toynevale
2 -lane urban reconstruction, incl. storm
R -4b
2018-2024
718,225-
718,225
359,113
359,113
330,384
28,729
22
Rougemount Drive - Woodgrange to Toynevale
2 -lane urban reconstruction, incl. storm
R-5
2018-2024
285,280-
285,280
142,640
142,640
131,229
11,411
23
Finch Avenue - West of Altona (Structure)
culvert replacement
RP -2
2018-2024
1,000,000
-
1,000,000
500,000
500,000
460,000
40,000
24
Scar/Pickering Townline - Finch to CPR
reconstruction/widen
RP -14
2018-2024
866,800
-
866,800
433,400
433,400
398,728
34,672
25
Scar/Pickering Townline - CPR to Taunton/Steeles
reconstruction/widen
RU -7
2018-2024
5,634,200-
5,634,200
2,817,100
2,817,100
2,591,732
225,368
26
Dixie Road - Kingston to South Limit
sidewalk, east side
TC -13
2018-2024
54,100-
54,100
40,575
13,525
12,443
1,082
27
Granite Court- Whites to Rosebank
sidewalk, north side
W-4
2018-2024
207,085-
207,085
155,314
51,771
47,630
4,142
28
Kellino Street - Squires Beach to Church
3 -lane urban reconstruction, incl. storm
BI -8
2019
2,236,500-
2,236,500
1,118,250
1,118,250
1,028,790
89,460
29
Squires Beach Road - Bayly to CNRTracks
3 -lane urban reconstruction, incl. storm
BI -18
2019
2,236,500-
2,236,500
1,118,250
1,118,250
1,028,790
89,460
30
A-11 (Plummer) - Sandy Beach Road to Krosno
Creek
Oversizing to Collector
6266
2021
1,066,262-
1,066,262
266,565
799,696
735,720
63,976
31
A-12 (Plummer) - Krosno Creek Crossing
Bridge Structure
B-27
2021
2,014,434-
2,014,434
503,608
1,510,825
1,389,959
120,866
32
A-13 (N/S C011ecor) - Krosno Creek to Bayly Street
Crossing
Oversizing to Collector
B-28
2021
50,398-
50,398
12,600
37,799
34,775
3,024
33
Rosebank Road - CPR to Third Concession Rd.
reconstruction/widen
L-17
2025-2031
4,278,250-
4,278,250
1,069,563
3,208,688
2,951,993
256,695
34
Rdbank Road - Third Concession Rd. To Taunton
reconstruction/widen
L-18
2025-2031
3,137,920
-
3,137,920
784,480
2,353,440
2,165,165
188,275
Watson & Associates Economists Ltd.
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PAGE 20
Prj No
Increased Service Needs Attributable to Anticipated DevelopmentPost
2018-2031
'ng (y-
Gross Capital
Cost Estimate
(2017$)
Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Less:
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Potential
Total
DC Recoverable
Residential
Share
92%
Cost
Non -
Residential
Share
8%
Park Rd. - Sandy Beach Rd. To Mckay
Mo35
Urbanization
Urbanization /Full Load
BI -21
2018-2024
3,710,000-
3,710,000
1,855,000
1,855,000
1,706,600
148,400
36
Third Concession Rd. - Dixie Rd. To Whites Rd.
Reconstruction/widen
L-12
2025-2031
4,564,371-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
37
Third Concession Rd. - Whites Rd. To Attona Rd.
Reconstruction/widen
L-13
2025-2031
4,564,371-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
38
Third Concession Rd. - Altona Rd. To West Townline
Reconstruction/widen
L-14
2025-2031
4,564,371-
4,564,371
1,141,093
3,423,278
3,149,416
273,862
39
Fairport Rd. - Lynn Heights To Third Concession Rd.
Reconstruction/widen
L-15
2025-2031
4,279,080-
4,279,080
1,069,770
3,209,310
2,952,565
256,745
40
Dixie Rd. - Hydro Corridor To Third Concession Rd.
Reconstruction/widen
L-16
2025-2031
3,993,800-
3,993,800
998,450
2,995,350
2,755,722
239,628
41
A-8 (Plummer) - Brock Rd. To Salk Road
Reconstruction to collector road
B-24
2025-2031
462,263-
462,263
115,566
346,697
318,962
27,736
42
A-9 (Plummer) - Salk Road To Hydro Corridor
(centre)
New collector road
B-25
2025-2031
369,773-
369,773
92,443
277,330
255,144
22,186
43
A-10 (Plummer) - Hyrdo Corridor (centre) to Sandy
Beach Road
New collector road
B-26
2025-2031
908,586-
908,586
227,146
681,439
626,924
54,515
44
Walnut Lane Extension -construction and contract
admin
2019
2,500,000
2,500,000
625,000
1,875,000
1,725,000
150,000
45
Walnut Lane Extension -EA and Design
2018
211,226
211,226
52,807
158,420
145,746
12,674
46
EA Study A8-Al2 (Plummer)
B-24 to B-28
2018-2024
500,000-
500,000
125,000
375,000
345,000
30,000
Streetlights and Sidewalks
47
WO -2 Kingston Road - South Side Rosebank Rd.
to Steeple Hill
Includes pedestrian bridge
WO -2
2018-2024
332,660-
332,660
166,330
166,330
153,024
13,306
48
Kingston Road - Glendale Drive to Walnut Lane
North side
TC -9
2025-2031
351,000-
351,000
175,500
175,500
161,460
14,040
49
Kingston Road - Dbde Road to Liverpool Road
South Side
TC -12
2018-2024
585,000-
585,000
292,500
292,500
269,100
23,400
50
Sidewalk &Streetlights: Rosebank to Whites ES
2000 RO-10 Rosebank to 250 m west
North Side
R610
2018-2024
103,283-
103,283
51,642
51,642
47,510
4,131
51
Sidewalks & Streetlights
TC -7 (2005-2009) Kingston Rd. - Valley Farm Rd.
East (south side) to Hydro Corridor.
South Side
TC -7
2018-2024
133,500
-
133,500
66,750
66,750
61,410
5,340
52
Sidewalks & Streetlights. N.E. Quadrant Delta BIW
03-2321-01-21
WO -1
2025-2031
112,000-
112,000
56,000
56,000
51,520
4,480
53
Sidewalks & Streetlights: Kingston Rd. Steeple Hill toNorth
Whites 04-2321-002-03
Side
WO -3
2018
317,000-
317,000
158,500
158,500
145,820
12,680
54
Sidewalks & Streetlights: Kingston/Di de-CNRtracks
South Side
TC -11
2025-2031
133,500-
133,500
66,750
66,750
61,410
5,340
55
Streetlights & Sidewalks
Brock Road -both sides-Forbrock Rd. to Taunton
Road.
DH -24
2018-2024
50,000-
50,000
25,000
25,000
23,000
2,000
56
TC -6 - Valley Farm Road (East Side) Kingston Road
to 100m South - Sidewalk/Blvd. in conjunction with
adjacent development
TC -6
2018-2024
53,777-
53,777
26,889
26,889
24,737
2,151
57
Kingston Road - West Limit of Neighbourhood 7 to
D0de Road
north side
D-1
2018-2024
570,000-
570,000
285,000
285,000
262,200
22,800
58
Kingston Road - West Limit to East Limit of
Neighbourhood 7 (Fairport to CN bridge)
south side.
D-2
2018-2024
694,535-
694,535
347,268
347,268
319,486
27,781
59
Finch Avenue - Spruce Hill to East Limit of
Neighbourhood 9
north side
D-9
2018-2024
285,000-
285,000
142,500
142,500
131,100
11,400
60
Finch Avenue - Spruce Hill to Fairport Road
south side
D-10
2018-2024
253,000-
253,000
126,500
126,500
116,380
10,120
61
Finch Avenue - Brock Road to Hydro Corridor
north side
V-12
2018-2024
315,650-
315,650
157,825
157,825
145,199
12,626
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 21
Pri .No
Increased Service Needs Attributable to Anticipated Development
2018-2031
Roads Code
liming (year)
Gross Capital
Cost Estimate
(2017$)
Post Period
Benefit
Net Capital
Cost
Benefit to
Existing
Development
Less:
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Potential
Total
DC Recoverable Cost
Non -
Residential
Residential
Share Share
92% 8%
62
Whites Road - Granite Court to Hwy 401
west side
W-5
2018-2024
95,000
-
95,000
47,500
47,500
43,700
3,800
63
Whites
ald s Road -North of 3rd Concession to Taunton
sidewalk, multi -use trail, streetlight
RU -8
2018-2024
1,153,000
-
1,153,000
57,650
1,095,350
1,007,722
87,628
64
Whites Road - Finch Ave to Seaton Boundary
multi -use
2018-2024
1,741,100
-
1,741,100
174,110
1,566,990
1,441,631
125,359
65
Whites Road - Bridge over west Duffins Creek
streetlighting
RU -9
2018-2024
809,400
-
809,400
40,470
768,930
707,416
61,514
66
Brock Road - Bayly Street to Montgomery Road
East and West Sides
BI -4
2018-2024
1,861,600
-
1,861,600
930,800
930,800
856,336
74,464
67
Sideline 24 - Hwy 7 south to north limit of subdivision
sidewalk/streetlights
RU -12
2018-2024
389,600
-
389,600
58,440
331,160
304,667
26,493
68
Whites Rd. CPR Overpass
sidewalk/streetlights
A-6
2018-2024
269,800
-
269,800
40,470
229,330
210,984
18,346
69
BaylyStreet- Church Street to West Limit
Neighbourhood 4
north and south sides
BI -1
2018-2024
1,162,300
-
1,162,300
581,150
581,150
534,658
46,492
70
Hwy 7- Brock Rd to West Townline
Sidewalk/streetlights north side
RU -10
2018-2024
1,250,800
-
1,250,800
187,620
1,063,180
978,126
85,054
71
Church Street - Bayly Street to Kellino Street
west side
BI -17
2018-2024
325,000
-
325,000
162,500
162,500
149,500
13,000
72
Altona Road - Strouds Lane to North Limit of
Neighbourhood 10
east and west sides
H1
2018-2024
1,300,000
-
1,300,000
650,000
650,000
598,000
52,000
73
Finch Avenue - West Limit of Neighbourhood 7 to
Duncannon Dr.
north side
L-6
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
74
Finch Avenue - Lynn Heights to East 80m
north side
L-7
2018-2024
40,000
-
40,000
20,000
20,000
18,400
1,600
75
Finch Avenue - Valley Farm Road to West 600m
south side
L-9
2018-2024
300,000
-
300,000
150,000
150,000
138,000
12,000
76
Finch Avenue - Valley Farm Road to East 300m
north side
L-10
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
77
Finch Avenue - Altona Road to Rosebank Road
south side
RP -6
2018-2024
250,000
-
250,000
125,000
125,000
115,000
10,000
78
Finch Avenue - Rosebank Road to 500m West
north side
RP -5
2018-2024
250,000
-
250,000
125,000
125,000
115,000
10,000
79
Altona Road - Finch Avenue to Hydro Corridor (N)
east side
RP -9
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
80
Altona Road - Finch Avenue to North Limit of
Neighbourhood 14
west side
RP -10
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
81
Altona Road - Finch Avenue to North Limit of
Neighbourhood 14
east side
RP -11
2018-2024
150,000
-
150,000
75,000
75,000
69,000
6,000
82
North Road - FMy 7 south to north limit of subdivision
sidewalk/streetlights
RU -11
2018-2024
500,000
-
500,000
75,000
425,000
391,000
34,000
83
Whitevale Road - Altona Road to York/Durham
Townline
sidewalk/streetlights/multi-use trail
RU -14
2018-2024
675,000
-
675,000
101,250
573,750
527,850
45,900
84
Taunton Rd. - Sideline 16 to Church St
sidewalk/streetlights/multi-use trail
RU -17
2025-2031
375,000
-
375,000
56,250
318,750
293,250
25,500
85
Taunton Rd. - Whites Rd. To West Townline
sidewalk/streetlights/multi-use trail
RU -18
2025-2031
2,475,000
-
2,475,000
371,250
2,103,750
1,935,450
168,300
86
South Esplanade Pedestrian Mall
walkway
2025-2031
900,000
-
900,000
450,000
450,000
414,000
36,000
87
Kingston Road -Fronting 820 Kingston Road to
Fairport Rd
North Side (455m)
WO -10
2018-2024
270,000
-
270,000
135,000
135,000
124,200
10,800
88
Kingston Road - Rougemount Drive to 300m west
North Side
RO-12
2018-2024
175,500
-
175,500
87,750
87,750
80,730
7,020
Traffic Signals
89
Pickering Parkway at Glenanna Rd. - Signalization
TC -4
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
90
Glenanna Road at Fairport Road
Signalization
D-8
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
91
Welrus Street at Fairport Road
Signalization
D-12
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
92
Rosebank Road at Sheppard Avenue
Jog elimination/Signalization & EA
WO -8
2018-2024
700,000
-
700,000
70,000
630,000
579,600
50,400
93
Rosebank Road at Highview Road/Deerhaven Lane
Signalization
A-5
2018-2024
300,000
-
300,000
30,000
270,000
248,400
21,600
94
Strouds Lane at Aspen Road/Shadybrook Drive
Signalization
A-7
2025-2031
600,000
-
600,000
60,000
540,000
496,800
43,200
95
Finch Avenue at Woodview Avenue
Signalization
RP -1
2025-2031
300,000
-
300,000
30,000
270,000
248,400
21,600
Reserve Fund Adjustment
(18,249,536)
(16,789,573)
(1,459,963)
Total
123,653,095
-
123,653,095
37,963,179
-
67,440,380
62,045,149
5,395,230
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-74-
PAGE 22
4. Revised D.C. Calculation and Schedule of
Charges
Based on the proposed amendments the 2017 D.C. Background Study and D.C. By -
Law the calculated schedule of charges is provided in Table 4-1 below. The charges
are provided in 2018$ consistent with Table 6-5 of the 2017 D.C. Background Study.
As noted in Chapter 1 of this report, Council adopted specific exemption policies with
respect to some types of development. These exemption policies, as well as all other
D.C. policies (i.e. rules) contained in By-law 7595-17, remain unchanged through this
process. Only the schedule of charges with respect to Parks and Recreation Services,
Library Services, Administration Studies, Protection Services, and Transportation
Services are being amended to reflect the updated capital cost estimates noted herein.
A comparison of the amended charges herein (indexed to 2019$), with the City's current
2019 D.C. rates is provided in Table 4-2. In total, the single and semi-detached D.C. for
developments outside of the Seaton Lands would increase by $1,186 per unit (+8%)
and the non-residential charge would increase by $0.09 per sq.ft. of GFA (+3%). For
development within the Seaton Lands, the single and semi-detached D.C. would
increase by $1,204 per unit (+14%), the prestige employment land charge would
increase by $2,959 per net hectare (+7%), and the non-residential charge for all other
uses would increase by $0.09 per sq.ft. GFA (+7%).
Detailed cash-flow calculation tables underlying the calculation of the D.C.s, as revised
by the amendments, are summarized in Tables 4-3 through 4-16.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-75-
PAGE 25
Table 4-1
Amended Schedule of Development Charges (2018$
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-76-
PAGE 26
RESIDENTIAL
rt
'Apartments ApBachelor
2 Bedrooms
and 1
+
Bedroom
N.
NON-RESIDENTIAL
(per net Ha
Per ftZ of of Prestige
Total Floor Employmen
Area) 2 t Land in
Seaton)
Service
SinSemi- gle
etached
welling
Other
Multiples
Municipal Wide Services:
Other Services Related to a Highway
441
279
197
356
0.15
5,451
Protection Services
896
566
401
724
0.34
11,522
Parks and Recreation Services
6,047
3,820
2,706
4,882
0.47
16,036
Library Services
1,003
634
449
810
0.07
2,397
Administration Studies
286
181
128
231
0.11
3,676
Stormwater Management
288
182
129
233
0.10
3,503
Total Municipal Wide Services
8,961
5,662
4,010
7,236
1.24
42,585
Outside of Seaton Lands
Transportation 1
6,500
4,106
2,909
5,248
1.82
Total Services Outside of Seaton Lands
6,500
4,106
2,909
5,248
1.82
Seaton
8,961
5,662
4,010
7,236
1.24
42,585
Rest of Pickering
15,461
9,768
6,919
12,484
3.06
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-76-
PAGE 26
Service
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
Table 4-2
Comparison of Development Charges (2019$)
Residential Single and Semi -Detached Dwelling Non -Residential (per ft' of Total Floor Area) 2 Non -Residential (per net Ha of Prestige
Employment Land in Seaton)
2017 D.C. Addendum Change ($) Change (%) 2017 D.C. Addendum Change ($) Change (%) 2017 D.C. Addendum Change ($) Change (%)
470
948
5,175
1,158
296
307
470
955
6,451
1,069
306
307
7
1,276
(89)
10
0%
1%
25%
-8%
3%
0%
0.16
0.35
0.42
0.08
0.11
0.11
0.16
0.35
0.51
0.07
0.12
0.11
0%
0%
0.09 21%
(0.01) -13%
0.01 9%
0%
5,814
12,194
14,146
2,779
3,797
3,738
5,814
12,291
17,106
2,557
3,921
3,738
97
2,960
(222)
124
Total Municipal Wide Services
8,354
9,558
1,204
14%
1.23
1.32
0.09
7%
42,468
45,427
2,959
7%
Outside of Seaton Lands
Transportation 1
6,952
6,934
(18)
0%
1.95
1.94
(0.01)
Total Services Outside of Seaton Lands
6,952
6,934
(18)
0%
1.95
1.94
(0.01)
Seaton
Rest of Pickering
8,354
15,306
9,558
16,492
1,204
1,186
14%
8%
1.23
3.18
1.32
3.26
0.09
0.08
-1%
-1%
n/a
7%
3%
42,468
45,427
2,959
7%
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-77-
PAGE 27
Table 4-3
Cash Flow Analysis
Protection Services- Residential
D.C. Reserve
Year Fund Opening
Balance
1
Dev't Related Expenditures
Nominal Inflated (3°/dYr)
Interest
Revenues
Revenues Debenture (2.5% on DC Reserve
DC Rates w. Anticipated positive Fund Closing
SDE per Year Inflation (3°/dYr) Revenues minus Financing
Expenditures Requiremen balances & 5% Balance after
on negati )e-liFinancing
balances
2018 $
(198,257) $
05,037) $
06,388)
2,499 i $
896 $
2,239,427 $
2,193,039
19,978 $
2,014,761
2019
$
2,014,761
$ (6,031,458) $ (6,398,773)
2,499 l $
923 $
2,306,610 $ (4,092,163)
(26,751) $ (2,104,153)
2020 $
2,104,153) $
4,294,492) $
4,692,707
2,499 i $
951 $
2,375,808 $
2,316,899
163,130) $
4,584,182
2021
$ (4,584,182)
$ (318,524)
$ (358,502)
2,499
$ 979
$ 2,447,083
$ 2,088,581
Interest
(2.5%on
positive
balances & 5°
on n s)
balances)
$ 1,835
$ (176,995)
$ (2,672,596)
2022
$ (2,672,596)
$ (10,814)
$ (12,537)
2,499
$ 1,009
$ 2,520,495
$ 2,507,958
$ 11,868
$ (70,931)
$ (235,568)
2023
$ (235,568)
$ (8,479,374)
$ (10,124,816)
2,155
$ 1,039
$ 2,238,964
$ (7,885,852)
$ 224,556
$ (208,925)
$ (8,330,345)
2024
(8,330,345)
(318,524)
(391,745)
2,155
1,070
$ 2,306,133
1,914,388
(368,658)
(6,784,614)
2025
$ (6,784,614)
$ (10,814)
$ (13,699)
2,155
1,102
$ 2,375,317
$ 2,361,618
$ (280,190)
$ (4,703,187)
2026
$ (4,703,187)
$ (10,814)
$ (14,110)
2,155
1,135
$ 2,446,576
$ 2,432,466
$ (174,348)
$ (2,445,068)
2027
$ (2,445,068)
$ (10,814)
$ (14,534)
2,155
$ 1,169
$ 2,519,974
$ 2,505,440
$ (60,372)
Table 4-4
Cash Flow Analysis
Protection Services - Seaton Prestige Employment Land
Year
2018
D.C. Reserve
Fund Opening
Balance
Dev't Related
Expenditures"'�--
Net Hectares
ated (3°/dYr) per Year
DC Rates w.
Inflation (3°/dYr
Anticipated
Revenues
$ 211,665
evenue
minus
penditures
$ 206,973
Debenture
Financing
Requirement
Interest
(2.5%on
positive
balances & 5°
on n s)
balances)
$ 1,835
DC Reserve
Fund Closing
Balance afte
Financin
$ 20,055
$ 4,556
$ 4,693 18
$ 11,522
$ 188,752
2019
$ 188,752
$ 610,134
$ 647,291 18
$ 11,868
$ 218,015
$ 429,276
$ 3,654
$ 244,177
2020
$ 244,177
$ 434,425
$ 474,708 18
$ 12,224
$ 224,556
$ 250,152
$ 18,463
$ 512,792
2021
$ 512,792
$ 32,221
$ 36,266 18
$ 12,591
$ 231,292
$ 195,027
-
$ 20,764
$ 338,529
2022
$ 338,529
$ 1,094
$ 1,268 18
$ 12,968
$ 238,231
$ 236,963
-
$ 11,002
$ 112,568
2023
$ 112,568
$ 857,762
$ 1,024,212 18
$ 13,357
$ 245,378
$ 778,834
$ 25,099
$ 916,502
2024
$ 916,502
$ 32,221
$ 39,628 18
$ 13,758
$ 252,739
$ 213,111
$ 40,497
$ 743,888
2025
$ 743,888
$ 1,094
$ 1,386 18
$ 14,171
$ 260,322
$ 258,936
`
$ 30,721
$ 515,673
2026
$ 515,673
$ 1,094
$ 1,427 18
$ 14,596
$ 268,131
$ 266,704
$ 19,116
$ 268,086
2027
$ 268,086
$ 1,094
$ 1,470 18
$ 15,034
$ 276,175
$ 274,705
-
$ 6,619
$ -
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
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PAGE 28
Table 4-5
Cash Flow Analysis
Protection Services - Other Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 35,863
Dev't Related ExpenditureM�For
GFA per Year
Nominal Inflated (3°/1Yr)
-'
DC Rates w.
Inflation (3°/dYr)
Anticipated
Revenues
$ 378,502
Revenues
minus
Expenditures
$ 370,110
Debenture
Financing
Requiremen
Interest
(2.5%on
positive
balances & 5
on negativ
balances)
DC Reserve
Fund Closing
Balance after
Financing
$ 8,147 $ 8,391 1,118,519
$ 0.34
$ 3,282
$ 337,529
2019
$ 337,529
$ 1,091,047 $ 1,157,491 1,118,519
$ 0.35
$ 389,857
$ 767,635
-
$ 6,534
$ 436,640
2020
$ 436,640
$ 776,842 $ 848,876 1,118,519
$ 0.36
$ 401,552
$ 447,324
$ 33,015
$ 916,979
2021
$ 916,979
$ 57,619 $ 64,850 1,118,519
$ 0.37
$ 413,599
$ 348,749
-
$ 37,130
$ 605,360
2022
$ 605,360
$ 1,956 $ 2,268 1,118,519
$ 0.38
$ 426,007
$ 423,739
$ 19,675
$ 201,296
2023
$ 201,296
$ 1,533,857 $ 1,831,505 1,118,519
$ 0.39
$ 438,787
$ 1,392,718
-
$ 44,883
$ 1,638,896
2024
$ 1,638,896
$ 57,619 $ 70,864 1,118,519
$ 0.40
$ 451,951
$ 381,087
-
$ 72,418
$ 1,330,227
2025
$ 1,330,227
$ 1,956 $ 2,478 1,118,519
$ 0.42
$ 465,509
$ 463,031
$ 54,936
$ 922,131
2026
$ 922,131
$ 1,956 $ 2,552 1,118,519
$ 0.43
$ 479,475
$ 476,922
-
$ 34,184
$ 479,393
2027
$ 479,393
$ 1,956 $ 2,629 1,118,519
$ 0.44
$ 493,859
$ 491,230
-
$ 11,837
$ 0
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
_79_
PAGE 29
Table 4-6
Cash Flow Analysis
Transportation Services - Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 16,789,573
Dev't Related
Nominal
$ (4,976,978)
Expenditures
Inflated
(3%/Yr)
$ (5,126,288)
SDE per Year
1,145
DC Rates w.
Inflation
(3%/Yr)
6,500
Anticipated
Revenues
7,444,765
Revenues
minus
Expenditures
$ 2,318,477
Debenture
Financing
Requirement
-
Interest
(2.5% on
positive
balances & 5%
on negative
balances)
$ 448,720
DC Reserve
Fund Closing
Balance after
Financing
$ 19,556,771
2019
$ 19,556,771
$ (8,467,992)
$ (8,983,693)
1,145
6,695
7,668,108
$ (1,315,585)
$ 472,474
$ 18,713,660
2020
$ 18,713,660
$ (7,482,297)
$ (8,176,108)
1,145
6,896
7,898,151
$ (277,957)
$ 464,367
$ 18,900,071
2021
$ 18,900,071
$ (9,642,752)
$ (10,853,002)
1,145
7,103
8,135,096
$ (2,717,906)
$ 438,528
$ 16,620,692
2022
$ 16,620,692
$ (7,482,297)
$ (8,674,033)
1,145
7,316
8,379,149
$ (294,884)
$ 411,831
$ 16,737,639
2023
$ 16,737,639
$ (7,482,297)
$ (8,934,254)
802
7,535
6,040,255
$ (2,893,999)
-
$ 382,266
$ 14,225,907
2024
$ 14,225,907
$ (7,482,297)
$ (9,202,282)
802
7,762
6,221,463
$ (2,980,819)
$ 318,387
$ 11,563,475
2025
$ 11,563,475
$ (3,688,259)
$ (4,672,176)
802
7,994
6,408,107
$ 1,735,931
-
$ 310,786
$ 13,610,192
2026
$ 13,610,192
$ (3,688,259)
$ (4,812,341)
802
8,234
6,600,350
$ 1,788,009
-
$ 362,605
$ 15,760,806
2027
$ 15,760,806
$ (3,688,259)
$ (4,956,711)
802
8,481
6,798,361
$ 1,841,649
-
$ 417,041
$ 18,019,496
2028
$ 18,019,496
$ (3,688,259)
$ (5,105,413)
76
8,736
661,647
$ (4,443,766)
$ 394,940
$ 13,970,670
2029
$ 13,970,670
$ (3,688,259)
$ (5,258,575)
76
8,998
681,496
$ (4,577,079)
$ 292,053
$ 9,685,644
2030
$ 9,685,644
$ (3,688,259)
$ (5,416,332)
76
9,268
701,941
$ (4,714,392)
$ 183,211
$ 5,154,464
2031
$ 5,154,464
$ (3,688,259)
$ (5,578,822)
38
9,546
361,500
$ (5,217,323)
$ 62,859
$ (0)
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
80 -
PAGE 30
Table 4-7
Cash Flow Analysis
Transportation Services - Non -Residential
Year
2018
D.C. Reserve
Fund Opening
Balance
$ 1,459,963
Dev't Related
Nominal
$ (432,781)
Expenditures
Inflated
(3%/Yr)
$ (445,764)
GFA per Year
279,599
DC Rates w.
Inflation
(3%/Yr)
$ 1.82
Anticipated
Revenues
$ 509,044
Revenues
minus
Expenditures
$ 63,279
Debenture
Financing
Requirement
-
Interest
(2.5% on
positive
balances & 5%
on negative
balances)
$ 37,290
DC Reserve
Fund Closing
Balance after
Financing
$ 1,560,532
2019
$ 1,560,532
$ (736,347)
$ (781,191)
279,599
$ 1.88
$ 524,315
$ (256,876)
-
$ 35,802
$ 1,339,459
2020
$ 1,339,459
$ (650,635)
$ (710,966)
279,599
$ 1.93
$ 540,044
$ (170,922)
-
$ 31,350
$ 1,199,887
2021
$ 1,199,887
$ (838,500)
$ (943,739)
279,599
$ 1.99
$ 556,246
$ (387,494)
$ 25,154
$ 837,547
2022
$ 837,547
$ (650,635)
$ (754,264)
279,599
$ 2.05
$ 572,933
$ (181,331)
-
$ 18,672
$ 674,888
2023
$ 674,888
$ (650,635)
$ (776,892)
279,599
$ 2.11
$ 590,121
$ (186,771)
-
$ 14,538
$ 502,655
2024
$ 502,655
$ (650,635)
$ (800,198)
279,599
$ 2.17
$ 607,825
$ (192,374)
$ 10,162
$ 320,443
2025
$ 320,443
$ (320,718)
$ (406,276)
279,599
$ 2.24
$ 626,059
$ 219,783
-
$ 10,758
$ 550,985
2026
$ 550,985
$ (320,718)
$ (418,464)
279,599
$ 2.31
$ 644,841
$ 226,377
-
$ 16,604
$ 793,966
2027
$ 793,966
$ (320,718)
$ (431,018)
279,599
$ 2.38
$ 664,186
$ 233,168
-
$ 22,764
$ 1,049,897
2028
$ 1,049,897
$ (320,718)
$ (443,949)
84,250
$ 2.45
$ 206,139
$ (237,810)
$ 23,275
$ 835,362
2029
$ 835,362
$ (320,718)
$ (457,267)
84,250
$ 2.52
$ 212,323
$ (244,944)
-
$ 17,822
$ 608,240
2030
$ 608,240
$ (320,718)
$ (470,985)
84,250
$ 2.60
$ 218,693
$ (252,292)
-
$ 12,052
$ 368,000
2031
$ 368,000
$ (320,718)
$ (485,115)
42,125
$ 2.67
$ 112,627
$ (372,488)
-
$ 4,488
$ -
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
- 81 -
PAGE 31
5. Asset Management Plan
5.1 Introduction
The changes to the D.C.A. (new section 10(c.2)) through Bill 73, require that the
background study must include an Asset Management Plan (A.M.P) related to new
infrastructure. Section 10 (3) of the D.C.A. provides:
The A.M.P. shall,
(a) deal with all assets whose capital costs are proposed to be funded under the
development charge by-law;
(b) demonstrate that all the assets mentioned in clause (a) are financially
sustainable over their full life cycle;
(c) contain any other information that is prescribed; and
(d) be prepared in the prescribed manner.
The A.M.P. analysis included in the 2017 D.C. Background Study, which found that the
capital plan was deemed to be financially sustainable, has been updated to account for
the capital cost revisions described herein.
The updated A.M.P. analysis contained in Table 5-1 identifies:
• $62.4 million in total annualized expenditures; and
• Incremental operating revenues of $49.7 million and existing operating revenues
of $94.6 million, totalling $144.3 million by the end of the period.
In consideration of the above changes, the capital plan still deemed to be financially
sustainable.
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-82-
PAGE 37
Table 5-1
2019 D.C. Amendment
Asset Management — Future Expenditures and Associated Revenues (2017$)
Non -Growth Related component of Projects including 10% mandatory deduction
on soft services
2 Interim Debt Financing for Post Period Benefit
3 Area -specific application of Transportation Services
4 As per Sch. 10 of FIR
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-83-
PAGE 38
Sub -Total
2031 (Total)
Expenditures (Annualized)
Annual Debt Payment on Non -Growth
Related Capital'
10,124,138
Annual Debt Payment on Post Period
Capital2
2,153,082
Lifecycle:
Annual Lifecycle - Town Wide Services
$9,232,291
Annual Lifecycle - Area Specific Services3
$3,591,152
Sub -Total - Annual Lifecycle
$12,823,443
$12,823,443
Incremental Operating Costs (for D.C.
Services)
$37,294,559
Total Expenditures
$62,395,222
Revenue (Annualized)
Total Existing Revenue4
$94,578,893
Incremental Tax and Non -Tax Revenue
(User Fees, Fines, Licences, etc.)
$49,682,047
Total Revenues
$144,260,940
Non -Growth Related component of Projects including 10% mandatory deduction
on soft services
2 Interim Debt Financing for Post Period Benefit
3 Area -specific application of Transportation Services
4 As per Sch. 10 of FIR
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-83-
PAGE 38
6. Process for Adoption of the Amending
Development Charges By-law
If approved, the changes provided herein will form part of the 2017 D.C. Background
Study, as amended. Appendix A to this update study includes the draft Amending D.C.
By-law being presented for Council's consideration at the statutory public meeting on
December 2, 2019. At that meeting a presentation will be made to the public regarding
the recommendations of the D.C. Update Study, and Council may receive oral and
written comments on the matter.
It is anticipated that Council will consider for adoption the proposed amending by-law at
a subsequent meeting of Council, witnessing the 60 -day period between the release of
the D.C. Background Study and the passage of the D.C. By-law (i.e. no earlier than
December 16, 2019). If Council is satisfied with the proposed changes to the D.C.
Background Study and D.C. By -Law, it is recommended that Council:
"Approve the Development Charges Update Study dated October 16,
2019, as amended; subject to further annual review during the capital
budget process;"
"Determine that no further public meeting is required;" and
"Approve the Amending Development Charge By-law as set out herein"
Watson & Associates Economists Ltd.
2019 Update Study - Amended Version
-84-
PAGE 39
The Corporation of the City of Pickering
By-law No. /19
Being a By-law Regarding Development Charges to amend By-law 7595-17 to make certain
revisions to the City's development charges involving capital cost estimates.
WHEREAS Section 19 of the Development Charges Act, 1997, S.O. 1997, c27 ("the Act")
provides for amendments to be made to development charges by-laws;
AND WHEREAS the Council of the Corporation of the City of Pickering (hereinafter called
"the Council") has determined that certain amendments should be made to the Development
Charge By-law of the Corporation of the City of Pickering, being By-law 7595-17;
AND WHEREAS, in accordance with the Act, a development charges background study has
been completed in respect of the proposed amendment;
AND WHEREAS the Council of the Corporation of the City of Pickering has given notice and
held a public meeting in accordance with the Act; and
Now therefore the Council of The Corporation of the City of Pickering hereby enacts as
follows:
1. By-law 7595-17 is hereby amended as follows:
Schedule "C" is deleted and the attached Schedule "C" substitutes therefor.
2. This by-law shall come into force on December 17, 2019.
By-law passed this 16th day of December 2019
Mayor
Clerk
-85-
Schedule "C"
City of Pickering Schedule of Development Charges
Effective January 1, 2018
Service
RESIDENTIAL
Single and Apartments
Semi- Apartments - - Bachelor Other
Detached 2 Bedrooms and 1 Multiples
Dwelling Bedroom
NON-RESIDENTIAL
(per net Ha
(per ft2 of of Prestige
Total Floor Employmen
Area) 2 t Land in
Seaton)
Municipal Wide Services:
Other Services Related to a Highway
Protection Services
Parks and Recreation Services
Library Services
Administration Studies
Stormwater Management
441
896
6,047
1,003
286
288
279
566
3,820
634
181
182
197
401
2,706
449
128
129
356
724
4,882
810
231
233
0.150
0.340
0.470
0.070
0.110
0.100
5,451
11,522
16,036
2,397
3,676
3,503
Total Municipal Wide Services
8,961
5,662
4,010
7,236
1.24
42,585
Outside of Seaton Lands
Transportation
6,500
4,106
2,909
5,248
1.82
Total Services Outside of Seaton Lands
6,500
4,106
2,909
5,248
1.82
Seaton
Rest of Pickering
8,961
15,461
5,662
9,768
4,010
6,919
7,236
12,484
1.24
3.06
42,585
1. Subject to a separate agreement outside of the Development Charges Act concerning the provision of Transportation
2. Does not apply to prestige employment development in Seaton, as that development is subject to the per net Ha land area
charge instead.
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C4 el
DICKERING
Report to
Executive Committee
Report Number: CLK 05-19
Date: December 2, 2019
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Ward Boundary Review
- Adoption of Terms of Reference
- File: A-1440
Recommendation:
1. That Report CLK 05-19 regarding the City of Pickering Ward Boundary Review and adoption
of Terms of Reference be received;
2. That the Terms of Reference appended as Attachment #1 to CLK 05-19 be approved; and,
3. That the appropriate City of Pickering officials be authorized to take the necessary actions as
indicated in this report.
Executive Summary: Section 222 of the Municipal Act, 2001, S.O. 2001, c. 25, authorizes a
municipality to divide or redivide the municipality into wards or to dissolve existing wards.
At the November 13, 2017 Council Meeting, upon completion of a formal competitive bid process,
Council approved proposal RFP -10-2017 to engage the consulting services of Watson and
Associates, in association with Dr. Robert J. Williams, to conduct a ward boundary review for the
City prior to the 2022 Municipal Election.
Since that time, Staff began preliminary research for the ward boundary review, however, this
work was suspended due to the announcement from the Provincial Government that a Regional
Government Review would be undertaken which could have had an impact on existing geographic
boundaries of Ontario municipalities.
On October 25, 2019, an announcement was made by Minister Steve Clark advising that there
would be no forced amalgamations and that the Provincial Government would provide
municipalities with resources to support local decision-making and would not be "pursuing a top-
down approach." The announcement has confirmed that municipalities are best positioned to
determine their own governance. With no changes to Pickering's geographic borders, work on the
City's ward boundary review can now begin.
The Terms of Reference included as Attachment #1 to this Report, provide an overview of the
process that will be undertaken and the guiding principles which will be used when formulating
ward boundary options for Council's consideration.
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CLK 05-19 December 2, 2019
Subject: Ward Boundary Review — Adoption of Terms of Reference Page 2
Financial Implications: The associated budget for the consultants has been previously
approved by Council and there are no further financial implications at this time should the project
be completed within the proposed particulars and timelines as outlined in this Report and
Attachment #1.
Discussion: The City of Pickering's existing wards have been in place for the past 40
years with the exception of a minor change in 2005. Since then, the population of the City has
significantly changed and is expected to continue to grow over the next number of years.
The Consultant Team has conducted more than 20 ward boundary reviews in Ontario since 2008.
They have extensive experience in electoral and ward boundary reviews, housing and population
forecasting, demographic and socio-economic analysis and growth management studies which
are all key elements needed to undertake a successful ward boundary review.
Dr. Robert J. Williams has successfully collaborated with Watson and Associates on 13 electoral
reviews in municipalities across Ontario since 2009 including the Cities of Barrie, Hamilton, Orillia
and Oshawa, the Towns of Milton, Essex, Pelham, Bradford West Gwillimbury and Gravenhurst
and the Townships of Clearview, Georgina and Scugog. None of these recommended proposals
were appealed to the Ontario Municipal Board (now the Local Planning Appeal Tribunal (LPAT)).
The consulting team will consist mainly of Jack Ammendolia, Erik Karvinen and Dr. Robert
Williams. The following provides an overview of the team members and their qualifications:
Jack Ammendolia, BES, PLE, is a Director at Watson and has been
involved in school board planning matters for close to 20 years. He
has worked closely with over 40 school boards in Ontario as well as
school boards and First Nations reserves across Canada. Jack has
established strong working relationships with school board staffs, local
governments in Durham Region and planning departments and has an
unparalleled understanding of the area's school -aged demographics
and the issues facing the school boards. Jack has specific experience
working with the Durham District and Durham Catholic District School
Boards including working with the Boards' senior executive teams and
Boards of Trustees. Jack has presented to the public in Durham
Region many times on a diverse set of issues ranging from Education
Development Charges to School Accommodation Reviews and
Program Reviews. Jack would interview school board staff and
Trustees and assist in the development of ward boundary options with
a school board perspective.
CORP0227-07/01 revised
88 -
CLK 05-19
Subject: Ward Boundary Review — Adoption of Terms of Reference
December 2, 2019
Page 3
��
•
Erik Karvinen, MCIP, RPP, PLE, is a Manager with Watson. Erik has
extensive experience in electoral and ward boundary reviews,
demographic and economic forecasting, demographic analysis, growth
management studies, employment land strategies and a range of
economic studies. Erik also has a strong background in geographic
information systems (GIS) and has developed innovative approaches
•1
to using GIS -based applications in population growth modelling and
querying spatial data for the purposes of ward boundary reviews.
.'
- •
'
Robert J. Williams, Ph.D., is a leading Ontario authority in the area of
:. '
-
..
municipal electoral systems. Robert was a faculty member in the
•-
Department of Political Science, University of Waterloo from 1971 until
he took early retirement in 2006 and has been an independent
consultant on municipal electoral systems since then. Robert has
participated in various roles in more than twenty electoral and ward
boundary reviews in Ontario, either independently or in collaboration
with Watson.
Robert has independently designed and evaluated electoral systems
in 9 municipalities and has worked in collaboration with Watson on
ward boundary reviews in a further 13. Robert has served in an
advisory capacity in several other Ontario municipalities on electoral
boundary reviews and has appeared as an expert witness on
representation issues at seven Ontario Municipal Board hearings since
2009.
Robert will undertake research on relevant academic and public policy
research on representation, and will participate in meetings and
interviews with City Staff and Council to gather perspectives for use in
the development of alternatives. He will work with Watson to design
these alternatives. Robert, in concert with the Consultant Team, will
prepare reports and recommendations and will present them to
Council.
The consultant team and their expertise with ward boundary reviews will ensure that all relevant
factors are taken into account to achieve effective representation for all residents. The Review will
be carried out in accordance with the Terms of Reference (Attachment #1) which provide guiding
principles focused on five key areas:
1. Representation by Population
2. Protection of Communities of Interest
3. Current and Future Population Trends
4. Physical Features as Natural Boundaries
5. Effective Representation
CORP0227-07/01 revised
89 -
CLK 05-19 December 2, 2019
Subject: Ward Boundary Review — Adoption of Terms of Reference Page 4
In addition to these guiding principles, consideration will be given to the composition of Pickering
City Council and whether any changes may be needed to the number of City Councillors should
the number of wards increase. Similarly, consideration will also be given to the manner in which
the City's Councillors are elected and a determination may be needed as to whether Regional
Councillors should be elected at large rather than by ward. It should be noted that City Council
has authority under Section 7(3) and 217(1) of the Municipal Act to change the composition of
Council, decide on the number of City Councillors and set how members (other than the Head of
Council) are elected. The number of Regional Councillors for the City of Pickering is set by the
Region of Durham and the City does not have the ability to change the number of Regional
Councillors.
The Region of Durham undertook a Regional Council Composition Review in 2016 which saw no
change to the number of Regional Councillors for the City of Pickering at that time. As part of the
composition review, provisions were put in place to review the composition of Regional Council on
a regular basis with a stipulation that the reviews take place the first year of every third term of
Council following the 2018 election. In accordance with these provisions and Section 218(11) of
the Municipal Act, another review of Regional Council composition is not scheduled to be
conducted until 2026/2027. Therefore, the number of Regional Councillors will remain the same
until at least after the 2026 municipal election has occurred.
All options for ward structure and council composition will be explored and communicated to all
relevant stakeholders and the public to obtain their feedback as part of the Ward Boundary
Review project.
The consultant will provide a detailed work plan that will include timelines for the various aspects
of the project, however the following provides a high level overview of the various stages of the
project:
• project initiation, information gathering from City Staff;
• individual interviews with Members of Council and relevant stakeholders;
• growth forecasting;
• preliminary evaluation of the existing ward structure;
• public consultation (Round 1);
• development of preliminary ward boundary alternatives and preparation of preliminary
options report (Interim information report provided by Consultant to the public and Council)
• public consultation (Round 2);
• finalization of options for ward boundaries;
• final report and recommendation to Council on ward boundary options; and,
• finalization of ward and poll data for the 2022 election (providing there are no appeals).
Consultation, community engagement and communication will be a crucial part of the project and
the Clerk's Office will work with Corporate Communications and the consultant to develop a
comprehensive engagement strategy that will include a dedicated webpage, public surveys,
creative mapping and visuals as well as the use of the City's social media channels and digital
advertising options.
CORP0227-07/01 revised
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CLK 05-19 December 2, 2019
Subject: Ward Boundary Review — Adoption of Terms of Reference Page 5
It is anticipated that the full ward boundary review will take approximately 10 to 12 months to
complete. Staff are recommending that the Review be carried out in accordance with the Terms of
Reference (Attachment #1) and are seeking Council's approval of same.
Attachments:
1. Draft Terms of Reference
Prepared By:
Original Signed By:
Susan Cassel
City Clerk
SC:sc
Approved/Endorsed By:
Original Signed By:
Paul Bigioni
Director, Corporate Services & City Solicitor
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
CORP0227-07/01 revised
- 91 -
Attachment #1 to CLK 05-19
ars 6d
DICKERING
Ward Boundary Review
Terms of Reference
pickering.ca
Background
Pickering City Council is currently comprised of seven (7) Members, being the Mayor
(elected at large by all voters in the City), three (3) Regional Councillors, each
representing one of the three (3) existing wards (elected by the voters in each of those
respective wards), and three (3) City Councillors, each representing one of the three (3)
existing wards (also elected by the voters in each of those respective wards). The
Mayor and Regional Councillors also sit on the Council for the Regional Municipality of
Durham.
Undertaking a review of the City's current ward boundaries has been a topic of
discussion for quite some time, however, due to various factors, including the
anticipated growth in the north part of the City, it was decided that the ward boundary
review be postponed to provide for a ward structure that could be in place for multiple,
future elections. The current ward structure has been in place for 40 years with the
exception of a minor change to the City's ward boundaries in 2005.
With the continued, ongoing development in the City, and forecasted occupancy of a
high number of new residents on the horizon, in 2017, City Council approved the
retention of Watson & Associates Economists Ltd., in association with Dr. Robert J.
Williams, Public Affairs Consultant, to proceed with a comprehensive review of the
City's existing ward structure and anticipated future growth. The Review will provide the
consultants with the necessary information to provide recommendations for changes to
existing ward boundaries while striving for effective and fair representation for all
constituents in the community.
There is no prescribed process set out in legislation pertaining to a ward boundary
review and municipal councils have the ability under section 222 of the Municipal Act to
divide or redivide the municipality into wards or to dissolve the existing wards. Under
section 217, Council also has the ability to change the composition of its council subject
to the following rules:
1. There shall be a minimum of five members, one of whom shall be the head of
council.
2. The members of council shall be elected in accordance with the Municipal
Elections Act, 1996.
3. The head of council shall be elected by general vote.
4. The members, other than the head of council, shall be elected by general
vote or wards or by any combination of general vote and wards.
5. The representation of a local municipality on the council of an upper -tier
municipality shall not be affected by the by-law of the local municipality under
this section.
The following provides an overview of the objectives, guiding principles and timelines for
the various phases that will be covered during the Review.
Ward Boundary Review — Terms of Reference Page 1 of 5
-93-
Objective
The objective of a ward boundary review is to establish ward boundaries that provide for
an effective system of fair representation on Pickering Council for all residents of the
City of Pickering. Any changes to the existing ward boundaries would be in effect for
the 2022 Municipal Election and beyond until the population ranges become too wide
and such a review needs to be undertaken again. As a means to ensure population
ranges keep to reasonable thresholds in future, consideration may be given to adopting
a City Policy which would clearly lay out when a ward boundary review should be
triggered when population variations among the wards become too large.
Depending on the results of this Ward Boundary Review, and the potential for the
number of wards in the City to increase, the composition of City Council may also be
impacted which could result in a larger number of City Councillors and/or the election of
Regional Councillors at large. All options will be explored and communicated to all
relevant stakeholders and the public to obtain their feedback as part of the process.
Guiding Principles
The overarching focus of a ward boundary review is to achieve fair and effective
representation for all constituents. The following provides a list of the guiding principles
which will help formulate the draft options presented to stakeholders and City Council:
1. Representation by Population — Subject to the overriding principle of effective
representation, it is desirable that voters should be equally represented and wards
should have reasonably equal populations. That said, a degree of population
variation is acceptable in recognition of varied geography, population densities and
characteristics, and established communities of interest. The principle is intended to
ensure that residents have comparable access to their elected representative and
that the workload of these representatives is relatively balanced.
Representation by population will be calculated using the total population within
each ward, rather than by the number of eligible electors, recognizing that non-
voters are also participants within the community.
2. Protection of Communities of Interest — It is desirable to avoid fragmenting
existing communities of interest and neighbourhoods. Communities of interest shall
be deemed to include geographic, social, historic, economic, and/or cultural interests
and where possible, existing and future communities of interest should not be
divided between multiple wards.
3. Current and Future Population Trends — The Review shall consider anticipated
population trends to ensure the ward structure provides effective representation for
the 2022 Municipal Election and beyond. Where possible, reliable and accurate
data will be used to generate current and future population projections, including but
not limited to census data, approved building permits, approved development
Ward Boundary Review — Terms of Reference Page 2 of 5
-94-
proposals and estimated population growth. Population and housing forecasts for
Pickering and its neighbourhoods will be based on a "household formation" growth
forecast model using available data from both the City and the Region of Durham.
4. Physical Features as Natural Boundaries — The Review shall take into
consideration natural and manmade features within the City that may serve as
effective boundaries within the community.
• Where possible, natural and artificial features should be used to define ward
boundaries, including but not limited to arterial roads, highways, creeks, railway
lines, and hydro corridors; and
• Where possible, the preferred boundaries should follow straight lines, have few
turns, and be easily identifiable.
5. Effective Representation — In reference to the decision regarding Provincial
Electoral Boundaries (Sask.) [1991] S.C.J. No. 46 (the "Carter decision"), the
Supreme Court of Canada concluded that the "purpose of the right to vote enshrined
in s.3 of the Charter is not equality of voting power per se but the right to `effective
representation'. While voter parity is of utmost importance, exact voter parity is not
likely obtainable. Rather, since a vote is intended to provide meaningful on-going
representation after the election, it may be necessary to place a higher priority on
other principles (such as protecting a community of interest) to create plausible and
coherent electoral areas that better contribute to `effective representation' than
electoral areas that are equal in population.
The Terms of Reference recognize that the principles identified above may occasionally
conflict with one another. Accordingly, it is expected that the overriding principle of
effective representation will be used to arbitrate conflicts between principles. Any
deviation from the specific principles must be justified by other Carter decision criteria in
a manner that is more supportive of effective representation.
Deliverables
The consultant will be responsible for the conduct of all aspects of the project including
research, public consultation (including consultation with Members of Council and other
stakeholders), formulation of options, and preparation and presentation of interim and
final reports and recommendations which will be provided to and considered by the
Executive Committee and Council.
A comprehensive communication plan will be developed by City Staff with input from the
Consultant to ensure the content and approach is effective and reaches as many
residents as possible. The use of graphics, social media, on-line and paper surveys,
rack cards and a dedicated webpage will be utilized to provide as much information as
possible throughout the process. Public open houses will be conducted in each of the 3
existing wards in the City.
Ward Boundary Review — Terms of Reference Page 3 of 5
-95-
The Consultant will develop, in consultation with the City Clerk, a comprehensive work
plan and project schedule based on the following general parameters:
Phase 1:
Leading an initial public consultation process which will include:
• Interviews with Members of Council;
• Community public open houses (a minimum of 2 open houses to be held) with
Consultant present to provide an overview of the Review, the City's existing
structure and to answer questions;
• Launch of an on-line survey to obtain feedback from the public on the existing
ward structure and what, if any changes should be considered;
• The on-line survey will be available throughout the period of time in which the
open houses are conducted to allow ample time for public comment. Paper
copies of the survey will also be available at Customer Care, City Facilities, the
Library and the Clerk's Office for anyone who does not have access to a
computer;
• The Consultant will review all feedback submissions from the open houses and
survey and develop draft options of revised ward boundaries and council
composition for consideration and comment from stakeholders and the public.
Phase 2:
Leading a second public consultation process which will include:
• Secondary community public open houses (a minimum of 2 open houses to be
held) with the Consultant present to provide ward boundary options and obtain
feedback;
• Launching of a second on-line survey which will provide visual maps and
graphics to allow residents to choose which draft option is preferred;
• The consultant will review all feedback submissions and develop a final report
and recommendation for presentation to the Executive Committee to seek
approval from Council on the preferred option.
Phase 3:
• In conjunction with the City Clerk, the consultant will prepare the necessary
materials for presentation to the Executive Committee with a recommendation for
Council's preferred option and the passing of a by-law to change the ward
boundaries and potentially the composition of Pickering City Council.
• Consultant to attend the Executive Committee meeting (and Council meeting if
needed) to answer any questions raised by members of the public or Council.
Ward Boundary Review — Terms of Reference Page 4 of 5
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Notes:
Under the direction of the City Clerk, designated staff in Legislative Services will be
responsible for overseeing the project and will ensure that all necessary staff from other
departments in the City are involved as needed and that public consultation is
conducted in coordination with Corporate Communications.
The City Clerk will be the main contact between the Consultant and the municipality,
and will ensure that resources are available to ensure the public is informed of the
process, GIS mapping and other data is available, as well as printing and other services
that may be required to complete the project.
Time Table
December — March 2020
Phase 1 — interviews and public engagement to solicit
feedback regarding existing and future ward
boundaries and council composition
April 2020
Development of draft ward boundary and council
composition options
May — July 2020
Phase 2 — second round of public consultation to
present ward boundary options and solicit the public's
preferred option
September 2020
Presentation of options to Executive Committee for
approval
September 2020
Adoption of By-law to change ward boundaries and
possibly council composition
Ward Boundary Review — Terms of Reference Page 5 of 5
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Cfy �t
DICKERING
Report to
Executive Committee
Report Number: BYL 02-19
Date: December 2, 2019
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Vehicle for Hire By-law
- File: L-2330-001-19
Recommendation:
1. That Report BYL 02-19 regarding the attached Vehicle for Hire By-law be received;
2. That Council enact the Vehicle for Hire By-law attached to this Report (Attachment No. 1);
and
3. That the appropriate City of Pickering officials be authorized to take the necessary actions as
indicated in this Report.
Executive Summary: Council Resolution # 342/17 authorized staff to conduct public
consultations regarding regulating the ride -sharing industry and develop by-law provisions to
license the vehicle for hire industry based on the feedback received.
The public consultation process indicated overwhelming public support to permit ride -sharing
services with the most common feedback concerning ensuring public safety. Taxicab industry
stakeholders expressed concerns regarding creating a level playing field of regulations for both
the ride -sharing and taxicab industries.
In addition to the above considerations, staff determined that developing strategies to improve and
support accessible taxicab services must also be a priority of this regulatory review.
The Taxicab Advisory Committee has also been involved in the entire process, receiving updates
on public feedback, regular presentations on the proposed regulations, updates on the public
consultation process for the proposed Vehicle for Hire By-law, a final meeting to present the by-
law and an overview of how the regulations impact the Taxicab industry.
The proposed Vehicle for Hire By-law (Attachment No. 1 to this Report) is the result of extensive
research into by-laws and fees in place in other jurisdictions, as well as a focus on the primary
purpose of regulating the vehicle for hire industry, being public safety and consumer protection.
The proposed Vehicle for Hire By-law provides a balanced approach to regulating both ride
sharing services (Personal Transportation Companies as defined in the by-law) and the taxicab
industry. It also creates an Accessible Service Supplement Fee applicable to all Vehicles for Hire
that do not provide accessible services.
_98-
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 2
It is anticipated that an additional Municipal Law Enforcement Officer will be required to handle the
administrative and investigative work necessary to implement and enforce the new by-law.
Financial Implications: The introduction of licensing fees for Personal Transportation
Companies will generate fees of approximately $80,000.00 per year. The proposed Accessible
Service Supplement will result in approximately $28,000.00 in funding annually to provide
incentives to improve accessible vehicle for hire services.
During 2020 Budget deliberations, City staff will seek Council approval to add a Municipal Law
Enforcement Officer to the City's staff complement to administer and enforce the provisions of the
Vehicle for Hire By-law at an estimated cost of $98,660.00 annually, inclusive of salary and
benefits.
Discussion: Ride Sharing companies such as Uber and Lyft have changed the
public's expectations regarding the options they want available to meet their transportation needs.
As per Council's direction, City staff have undertaken various methods to engage the public in
providing feedback in relation to ride -sharing services. The on-line survey conducted by the City
in 2017 had 524 respondents, 97% of whom indicated they were in favour of ride sharing services.
Two public consultations were held on November 22, 2017, with only 2 people attending the
information sessions. The City has provided information on the attached proposed Vehicle for
Hire By-law on the City's website, through a media release, including articles in the local paper
and on local radio, digital signs, and social media, as well as e -mailing those who provided
comments on the initial survey in 2017. Only 22 comments were received on the draft by-law, 12
of which explicitly supported ride -sharing, and 4 seeking equal requirements for taxicabs and ride -
sharing. These comments were provided to the Taxicab Advisory Committee and were discussed
as part of the final review of the draft Vehicle for Hire By-law.
The Taxicab Advisory Committee has been included throughout the process of drafting the
proposed Vehicle for Hire By-law. Five separate presentations have been done to provide an
outline of staff's intentions for the proposed by-law, a review of the initial survey results, a
summary of specific by-law changes and fee comparisons, the final version of the draft by-law
being distributed for public comment and the actual comments received regarding the proposed
Vehicle for Hire By-law. At the final meeting to review comments regarding the draft Vehicle for
Hire By-law, members of the Committee submitted their own comments, which are outlined below
with staff responses.
Comments from Committee Members
Staff Responses
Permissable age of a taxicab should be
extended from 10 to 12 years depending on
the condition of the car.
Adopted in draft By-law Section 144.
Inclusion of more wheelchair accessible cars
on the road — (a) Are there not enough
accessible vans already on the road?
No, there are insufficient accessible taxicabs
to provide on -demand service, and needs will
continue to grow.
_99-
BYL 02-19
Subject: Vehicle for Hire By-law
December 2, 2019
Page 3
Inclusion of more wheelchair accessible cars
on the road — (b) Some of the accessible vans
are already doing pick ups of fares instead of
regular taxi cabs.
They are required to provide accessible
service as a priority and are otherwise
permitted to provide regular taxi service.
No other municipality has these conditions.
Many municipalities including Toronto, are
moving towards increasing accessible taxicab
service, as per the AODA.
It looks mainly to put small companies out of
business.
Existing plate owners will continue to be
permitted to operate non -accessible vehicles.
It is only new plates issued in the future that
must be affixed to an accessible vehicle, and
brokerages have the option to meet the
requirements for accessible vehicles or pay
the supplement.
Also you haven't mentioned any changes
being brought to private for hire taxis as Uber
Lyft, etc.
Part X of the By-law regulates Personal
Transportation Companies and imposes
Vehicle Requirements.
A discussion occurred at the final Taxicab Advisory Committee meeting concerning the age of
vehicles permitted as taxicabs. Staff had already incorporated the committee's previous
suggestion to increase the maximum vehicle age from 10 years to 12 years. Committee members
then discussed increasing the vehicle age to 15 years. Staff did not support this recommendation
and the By-law has not been adjusted to authorize this age limit.
Comments received from Uber and Lyft:
Both Uber and Lyft responded to the City's request for feedback on the proposed Vehicle for Hire
By-law. Their submissions are attached. (Attachment Nos. 2 and 3)
Uber expressed the concern that driver training requirements should be able to be addressed
through its driver education program. Questions were also raised regarding the insurance
information requested indicating it is not public information. However, as part of the application
process, PTC's will be required to provide proof of their corporate liability insurance in the amount
of $5,000,000.00. Uber also requested the elimination of the requirement for a vehicle identifier,
and requested 30 days to provide information requested by the City. However, staff do not
support either request. Finally, Uber questioned the licensing fees and the per driver fee of
$15.00/every driver that has had a trip originate in Pickering in the previous quarter. In the
interest of keeping driver requirements similar as between taxicabs and ride sharing, a fee of
$15/quarter/driver is approximately equivalent to the fee a taxicab driver pays for a 2 year licence.
Licensing fees are recommended based on the amount of administrative and enforcement work
that will be required to regulate PTC's. With Pickering Casino Resort opening in 2020,
transportation services in Pickering will expand considerably. Therefore, staff do not view these
fees as unreasonable.
- 100 -
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 4
Lyft's comments indicated the by-law was consistent with other GTA municipalities and they did
not have any concerns at this time.
Also attached are comments received from the public regarding the proposed new By-law
(Attachment No. 4 to this Report).
The Municipal Act, 2001 provides municipalities with the ability to license businesses in order to
ensure public safety, consumer protection and security. During the process to develop regulations
applicable to ride sharing companies, City staff have also reviewed the regulations governing the
taxicab industry to identify areas where current licensing by—law regulations might be amended or
removed to lessen the regulatory burden and establish a "more level playing field" for all vehicle
for hire businesses.
The proposed Vehicle for Hire By-law includes regulations for both Taxicabs and Personal
Transportation Companies regarding the following:
• Licence application requirements
• Disqualification for a licence — both Taxicab and PTC Driver
• Testing and Training — both Taxicab and PTC Driver
• Taxicab and PTC Driver duties and restrictions
• Taxicab Plate Licences — Plate Licensee duties, Plate Licensee restrictions
• Limits to Number of Taxicab Plates, issuance of new City Plates and terms
• Accessible Taxicabs and issuance of additional Accessible Taxicab Plates
• Brokerages — duties and restrictions
• Personal Transportation Companies — restrictions and duties
• Vehicle Requirements and Unsafe vehicles
• Enforcement Provisions, Appeals, Fees
• Changes to the Vehicle for Hire Advisory Committee (previously the Taxicab Advisory
Committee) — powers, final and binding authority on appeals
• Introduction of Accessible Service Supplement to be paid by all vehicles for hire that do not
provide accessible service
Personal Transportation Company Regulations:
All PTC Licence applications shall include:
• A PTC Identifier for approval by the City
• Adequate demonstration that the platform has security measures in place to protect
personal data
• Documentation demonstrating the platform:
1. Provides the passenger with the PTC driver name and photo, the make, model and
licence plate of the vehicle, the surcharge if any, the total cost and the current location
of the PTC Vehicle.
2. Provides a link to rate or comment on the PTC Driver or Vehicle
3. Provides a process to allow the passenger to refuse the service prior to commencing
4. Provides a secure payment mechanism with an electronic receipt
- 101 -
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 5
5. Includes a GPS which records all transportation services
• A list of every affiliated PTC Driver and PTC Vehicle, including the full name and address of
every PTC Driver and the make, model and licence plate
• Proof of insurance
• An outline of the training program provided to PTC Drivers prior to accessing the platform
Every PTC shall make available to the public on its platform, the following information:
• the insurance coverage required to be maintained by the PTC and its PTC Drivers
• the Transportation Services offered by PTC Drivers
• the applicable screening process for PTC Drivers and PTC Vehicles
• a link to rate or comment on the PTC Driver and PTC Vehicle
• that PTC Drivers can only provide transportation services that are prearranged using the
PTC platform and cannot accept street hails or pick up fares at taxi stands, and
• that PTC Drivers cannot accept cash payments
PTC Drivers:
• Must be authorized by a PTC to act as a PTC Driver through the annual submission and
review of a Criminal Information Report and Driver Abstract, must be at least 18 years of
age, have a valid G license or higher, have completed the PTC Driver training program and
consented to the release of their personal information to the City for the purposes of
administering and enforcing this by-law
• Must have a valid identification card issued by the PTC, maybe in an electronic format
• Must provide service to an individual with a service animal
• Must not carry more passengers than there are seatbelts for
• Must not smoke or allow the smoking of any equipment, product, cigar, cigarette, pipe,
hookah, vaping product, whether lit by flame or battery powered
• Must submit a valid Safety Standards Certificate annually, and their vehicle for inspection at
the request of an officer
Taxicab Regulations:
The following Taxicab Driver regulations have been eliminated:
• Requirement to keep a taxicab examination log
• Requirements to be civil, courteous, punctually keep all appointments, take care of property
entrusted to them, check taxi after each trip and return items left behind to police station
• Requirement to keep a street guide in the taxi
• Requirement to turn off radio, music, etc.
• Requirement for driver to be neat, clean, well-groomed, no sweatpants/shorts
• Requirement for driver to prohibit passengers from standing
• All requirements relating to emergency lights, activation
• Requirement to post the Passenger Rights and Responsibilities
- 102 -
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 6
The following Taxicab Driver regulations remain:
• Licence applications require Criminal Information Report, Driver Abstract, and Class G
licence
• Testing and training as approved by the City
• Requirement to keep trip sheets and retain for at least 3 months
• Requirements to securely fasten all physically disabled persons, wheelchairs, and other
passenger aids
• Requirement to report any criminal conviction within 5 days
• Prohibition of greater number of passengers than seatbelts
• Prohibition to smoke or allow or permit smoking of any equipment or product including but
not limited to cigar, cigarette, pipe, hookah, or any vaping product, whether lit by flame or
battery powered
The following Taxicab Plate Licence regulations were removed:
• Minimum hours of operation weekly requirements
• Requirement to notify the City if the vehicle is out of service for 5 days
• Requirement to keep a maintenance log
The following Taxicab Plate Licence Regulations remain:
• Submit a valid Safety Standard Certificate annually and upon request of an officer
• Provide the City with a list of all drivers who are permitted to operate the taxicab
• Display the tariff card
Vehicle Standards:
Applicable to both Taxicabs and PTC Vehicles and require that every vehicle:
• be no more than 10 years old (unless extension application, 2 extra years)
• meet the standards for the issuance of a Safety Standards Certificate
• be clean, in good repair as to both interior and exterior
• have a heater & air conditioner in working order
Additional Taxicab Requirements — Meter, Roof light, fender numbers.
Additional PTC Vehicle Requirements — Vehicle Identifier.
Future Taxicab Plate Issuance:
The proposed Vehicle for Hire By-law adjusts the ratio of taxicab plates to population from 1:1500
to 1:2500. It continues with the policy adopted in the existing Taxicab Licensing By-law to have
the City retain ownership of any future plates issued, and prohibit the leasing or transfer of City
plates. The Plate Eligibility List will continue to be the method utilized to issue new City Plates.
- 103 -
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 7
All new City Plate licences issued under this by-law will be required to be affixed to an accessible
taxicab vehicle.
The proposed Vehicle for Hire By-law also provides that the City can issue additional Accessible
Taxicab Plates to meet accessible service demands regardless of the plate to population ratio.
Additional Accessible Taxicab plates will remain the property of the City, be issued through the
Plate Eligibility List, require new taxicabs to be accessible vehicles, and must be operated a
minimum of 40 hours per week, 50 weeks per year.
Accessible Service Supplement:
The attached draft Vehicle for Hire By-law introduces an Accessible Service Supplement which
must be paid by all Vehicles for Hire that do not provide accessible service. This fee will be
charged on a per plate basis to Taxicab Plate Licensees. Taxicab Brokerages will be required to
pay the fee if they do not meet a minimum of 10% of their fleet as accessible service vehicles.
Personal Transportation Companies will pay a $0.30 cent per trip fee.
The proposed accessible service supplement may be used by the City to provide incentives to
increase the number of vehicles for hire providing accessible services. Options for its use include
providing a supplement for the purchase of accessible service vehicles, providing an annual
supplement to accessible taxicab drivers in recognition of the additional time spent providing
accessible service, developing training programs to increase accessible service standards, or
other recommendations from the Accessibility Advisory Committee or the industry. City staff have
been following the program introduced in Calgary, which offers annual supplements to all
accessible taxicab plate owners and drivers, with additional incentives based on meeting service
criteria.
Upon the enactment of the draft Vehicle for Hire By-law, staff will work with the Accessibility
Advisory Committee and the Vehicle for Hire Advisory Committee to implement an incentive
program to improve accessible service commencing in 2021.
Fees proposed in draft Vehicle for Hire By-law:
Taxicab Licence Fees
Taxicab Plate owner licence (one year)
Brokerage licence (one year)
Taxicab driver's licence (two years)
Plate owner licence — clean air cab (one year)
City plate licence (one year)
Accessible Taxicab Plate (private)
Accessible Taxicab Plate (1 year City owned)
Personal Transportation Company Fees
1 — 25 Drivers (one year)
25 - 99 Drivers (one year)
Greater than 100 Drivers (one year)
$250.00
150.00
100.00
125.00
1,000.00
125.00
1,000.00
$3,000.00
$9,500.00
$20,000.00
- 104 -
No Change
No Change
No Change
No Change
(Reduced $1,000.00)
(Reduced $125.00)
New
BYL 02-19
Subject: Vehicle for Hire By-law
December 2, 2019
Page 8
PTC Drivers (based on # of drivers with pick ups originating in Pickering within previous 3 months
- to be paid quarterly)
Accessible Service Supplement:
Taxicab Plate Licence (annually)
Brokerage (annually)
PTC (to be paid quarterly)
Taxicab Licensing Fee Comparison:
$15.00/driver
$75.00
$2,500.00
$ 0.30 per trip
Municipality
Taxicab
Driver's
Licence
Taxicab
Plate
Licence
Brokerage
Licence
PTC Licence
Pickering
$100/2 years
$250/year
$125/year
Clean Air &
Accessible
$150/year
Recommended 100+
$20,000/year +
$15/driver
+300/trip
Ajax
$100/year
$200/year
n/a
n/a
Whitby
$125/2 years
$120/year
(not owned)
$100/year
$25,000/year
Oshawa
$150/2 years
$250/year
$250/year
n/a
Scugog
$100/year
$200/year
$250/year
n/a
Clarington
$60/year
$60/year
$300/year
n/a
Markham
$98/year
$651.00
$520/year
n/a
Vaughan
$172/year
$332/year
$260/year
500 + $10,300+11 c/trip
100-499 $2575
+11 0/trip
Brampton
$94/year
$430/year
$475/year
$20,000. + 300/trip
Ottawa
$96/year
$545/year
$807/year
100+ cabs
same as PTC
100+
$7253/year + 110/trip
The Vehicle for Hire Advisory Committee:
The existing Taxicab Advisory Committee will become the Vehicle for Hire Advisory Committee.
In keeping with best practises adopted in other municipalities in relation to licensing appeal
tribunals, the proposed Vehicle for Hire By-law assigns the Vehicle for Hire Advisory Committee
- 105 -
BYL 02-19 December 2, 2019
Subject: Vehicle for Hire By-law Page 9
final and binding authority over Vehicle for Hire licensing appeal hearings. The committee will
also continue to make recommendations to Council on the Vehicle for Hire industry.
Staffing Requirements:
Enforcement of the current Taxicab Licensing By-law is undertaken by one of the existing
Municipal Law Enforcement Officers in addition to all of the other enforcement and administrative
functions associated with the position. Regulating Personal Transportation Companies will create
a significant increase in administrative reporting, payment remittance, auditing and enforcement
requirements. Staff recommend that another Municipal Law Enforcement Officer be added to the
staff complement to ensure adequate staffing resources are in place to administer and enforce the
new By-law. The projected cost for an additional MLEO is approximately $74,076.75 annually.
Staff recommend an ongoing review of the changes implemented in the draft Vehicle for Hire By-
law, including reporting on safety issues, customer concerns, and PTC compliance.
The Vehicle for Hire industry provides important services to both residents and visitors to
Pickering. As the Pickering Casino Resort is set to begin operations in early 2020, ensuring
regulations are in place to establish minimum acceptable standards for vehicle for hire services is
more important than ever. Pickering will see an entirely new wave of visitors that will expect to
have safe, clean, reliable transportation options available. The proposed Vehicle for Hire By-law
establishes regulations to require vehicles for hire to provide acceptable service levels, and
introduces a program to encourage the continued growth of accessible services as needs
continue to expand.
Attachments:
1. Draft Vehicle for Hire By-law
2. Comments Received from Uber
3. Comments received from Lyft
4. Comments received from the public
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Kimberly Thompson, CMM 111, CPSO Paul Bigioni,
Manager, Municipal Law Enforcement Services Director, Corporate Services & City Solicitor
KT: kt
- 106 -
BYL 02-19
December 2, 2019
Subject: Vehicle for Hire By-law Page 10
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
- 107 -
Attachment #1 to Report BYL 02-19
Cty o1
DICKERING
Vehicle for Hire Licensing By-law
Being a by-law to license, regulate and govern taxicabs and personal transportation
companies within the City of Pickering
WHEREAS section 151 of the Municipal Act, 2001 provides that a local municipality
may license, regulate and govern any business wholly or partly carried on within the
municipality;
AND WHEREAS section 156 of the Municipal Act, 2001, provides further authority for
the licensing regulating and governing of the owners and drivers of taxicabs,
AND WHEREAS the City of Pickering wishes to license, regulate and govern vehicle for
hire businesses within the City.
NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the City
of Pickering enacts as follows:
PART I — INTERPRETATION
Definitions
1 In this by-law,
"accessible service" means a vehicle for hire that is used for the provision of
either taxicab or transportation services to persons with disabilities;
"accessible service supplement" means a surcharge to be paid by all vehicle
for hire license holders that do not provide accessible services.
"accessible taxicab" has the same meaning as in section 1 of R.R.O. 1990,
Regulation 629;
"accessible taxicab driver" means a taxicab driver who operates an accessible
taxicab that is primarily used to provide accessible service;
"accessible taxicab plate licence" means a licence issued by the City to permit
the operation of a specific vehicle as an accessible taxicab;
"accessible taxicab plate licensee" means a person to whom an accessible
taxicab plate licence has been issued;
"affiliated" means a person registered with a PTC or under contract to a
brokerage and "affiliation" has a corresponding meaning;
- 108 -
Vehicle for Hire By-law xxxx/19 Page 2
"applicant" means a person applying for a licence or a renewal of a licence and
"application" has a corresponding meaning;
"authorized vehicle inspection station" means a place designated by the City
to conduct vehicle safety inspections;
"auxiliary service" means a pre -arranged service calculated at an hourly rate
that, in addition to transportation, provides additional support and assistance to
the customer such as door-to-door accompaniment, attending appointments,
assisting with purchases or other special needs services;
"auxiliary service vehicle" means a vehicle involved in providing auxiliary
service as defined by this by-law.
"broker" means any person who carries on the business of accepting orders for,
or dispatching in any manner to, two or more licensed taxicabs and "brokerage"
has a corresponding meaning;
"brokerage licence" means a licence issued by the City to permit the operation
of a brokerage;
"CIR" means a Criminal Information Report containing the results of a search of
the Canadian Police Information Centre that includes a list of all criminal
convictions for which a pardon has not been received;
"City" means the geographical area of The City of Pickering or the Corporation
of the City of Pickering, as the context requires;
"City plate licence" means a licence issued by the City to permit the operation
of an approved vehicle as a taxicab;
"City plate licensee" means a person to whom a City plate licence has been
issued;
"clean air cab" means a taxicab that is a hybrid vehicle, or a vehicle that is
powered by propane, natural gas, bio -fuel, or electricity;
"Council" means the Council of the City;
"Designated Driver Service" means the transportation of a vehicle owner and
that person's passengers, if any, in the vehicle owner's vehicle from any place in
the City to any other place for payment of a fee;
"Disabled person" has the same meaning as in the Ontarians with Disabilities
Act S.O. 2001 C.32 section 2(1).
"dispatch" means to communicate orders or other information in any manner
between a broker and a driver;
- 109 -
Vehicle for Hire By-law xxxx/19 Page 3
"dispatcher" means a person who is in the employ of, or working under a
contract with, a broker and whose duties include accepting orders and/or
dispatching those orders to taxicab drivers;
"driver's abstract" means a Driver Record Search issued by the Ministry of
Transportation;
"fare" means the total amount charged to a person for a trip in accordance with
Schedule 2;
"facilitate" includes, but is not limited to, advertising, offering, operating,
receiving, relaying, authorizing, enabling, communicating or providing;
"fender numbers" means permanent lettering representing the taxicab plate
number of at least 15 cm in height, in a contrasting colour to the vehicle and
affixed on both front fenders in a location approved by the City;
"good condition" means all equipment is functional, there is no damage to the
interior or exterior, there is a well-maintained paint finish, the vehicle is clean
both inside and out, there are no warning lights on indicating service issues that
need to be addressed, and the vehicle has four matching rims or hub cabs;
"identification card" means information in written or accessible electronic form
providing the following:
(1) the first name and photograph of the PTC Driver;
(2 the make, model and licence plate number of the PTC Vehicle(s) used by
the PTC Driver
(3) the name and contact information of the PTC; and
(4) the Insurance policy coverage for the PTC Vehicle.
"industry participants" means personal transportation companies, PTC
Drivers, taxicab plate owners, taxicab drivers, dispatchers, taxicab plate
licensees, lessees and taxicab brokers;
"issued" means issued or renewed by the City under this by-law and
"issuance" has a corresponding meaning;
"lease" means an agreement between a taxicab plate owner and a taxicab
driver under which the plate owner authorizes the taxicab driver to use a taxicab
plate for a fee;
"lessee" means a taxicab driver who has entered into a lease;
"licence" means any licence of any kind issued pursuant to this by-law;
"licensed" means licensed under this by-law;
- 110 -
Vehicle for Hire By-law xxxx/19 Page 4
"licensing officer" means a City employee who has been delegated the task of
issuing licenses in relation to the requirements of this by-law;
"limousine" means a vehicle that is kept or used for hire for the conveyance of
persons solely on an hourly, daily or weekly basis, with a minimum fee or charge
of not less than fifty dollars for a single conveyance, that does not contain a
taxicab meter, roof light or two—way radio (or similar device);
"mechanical defect" means damage to, or failure of a part, component or
feature of, a vehicle;
"model year" means the year of the vehicle noted on the Ontario Motor Vehicle
Registration for the vehicle;
"officer" means a municipal law enforcement officer employed by the City, or a
police officer pursuant to subsection 42(1)(h) of the Police Services Act.
"operate", when used in reference to a vehicle for hire, includes driving a
taxicab or PTC Vehicle and making it available to the public in service as a
taxicab or for transportation service in relation to a PTC Vehicle and includes
when the PTC Driver is logged into or otherwise accessing the PTC platform, and
"operation" has a corresponding meaning;
"order", except where the term is used in Parts XII and XIV, means a request for
taxicab service received by a broker or a driver or a PTC Vehicle through the
PTC platform;
"passenger" means any person other than the driver seated in a taxicab or PTC
Vehicle or any person engaging or attempting to engage the services of a PTC
Vehicle or taxicab;
"person" means an individual, association, firm, partnership, corporation, trust,
organization, trustee, or agent, and includes the heirs, executors or legal
representatives of the person;
"Personal Transportation Company" and "PTC" each means a Person that, in
any manner, facilitates transportation services using a Platform to connect a
Passenger with a PTC Driver or a PTC Vehicle;
"Personal Transportation Company Driver" means a Person registered or
affiliated with a PTC that transports a Passenger using a PTC Platform and may
also be referred to as a "PTC Driver";
"Personal Transportation Company Identifier" means a sign, including a
decal, displaying the logo or name of the PTC, in a form approved by the City
and may also be referred to as a "PTC Identifier";
"Personal Transportation Company Licence" means a Licence issued under
this By-law to a PTC and may also be referred to as a "PTC Licence";
Vehicle for Hire By-law xxxx/19 Page 5
"Personal Transportation Company Vehicle" means a Motor Vehicle used by
a PTC Driver to provide transportation services to a Passenger using the PTC
Platform and may also be referred to as a "PTC Vehicle";
"platform" means any software, technology, or service, including a smartphone
application which permits passengers to obtain and pay for transportation;
"registered owner" means the owner of a vehicle according to the records
maintained by the Registrar of Motor Vehicles for the Province of Ontario;
"roof light" means an electronically illuminated roof sign that is securely
attached to the top of the taxicab in a manner approved by the City that works in
conjunction with the taxicab meter so that it is not illuminated when the meter is
engaged and is illuminated when the head lights are on and the meter is in a
vacant status;
"service animal" means an animal trained by a recognized school for service as
a guide dog for the blind or visually impaired, a guide dog for the deaf or hearing
impaired, or a special skills dog for other persons with a disability and includes
an animal used in therapy, registered with a recognized organization for that
purpose;
"solicit" means to appeal for a passenger by sound, words, signs or gestures
directed at any person, but does not include communication over a PTC platform;
"street hail" means to appeal for a ride by a person using sounds, words, signs
or gestures directed at a taxicab or PTC Driver, but does not include
communication over a PTC platform;
"tariff card" means a card issued by the City that shows the current fares as set
out in Schedule 2;
"taxicab" means any vehicle used for hire in the conveyance of persons from a
place within the City to any point inside or outside of the City, but does not
include a bus operated by Durham Region Transit or under license under the
Public Vehicles Act, a PTC vehicle, an auxiliary service vehicle, a vehicle used
by a Designated Driver Service, an ambulance, a funeral hearse, a limousine or
a vehicle described in subsection 156(2) of the Municipal Act, 2001;
"taxicab driver" means a person licensed to operate a taxicab;
"taxicab driver's licence" means a licence issued by the City to permit an
individual to operate a taxicab;
"taxicab meter" means a measuring device approved by the City and used in a
taxicab to calculate a fare;
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"taxicab plate" means a metal plate bearing the taxicab plate number assigned
by the City;
"taxicab plate licence" means a taxicab plate owner licence, City plate licence,
and/or, accessible taxicab plate licence as the context requires;
"taxicab plate licensee" means a person to whom a taxicab plate licence has
been issued;
"taxicab plate eligibility list" means the list of applicants for a City plate licence
maintained by the City;
"taxicab plate owner" means a person who is the owner of a taxicab plate
according to City records;
"taxicab plate owner licence" means a licence issued by the City to a taxicab
plate owner to permit the operation of a specific vehicle as a taxicab;
"taxicab plate owner licensee" means a person to whom a taxicab plate owner
licence has been issued;
"transportation service" means a trip arranged through a platform commencing
when a passenger enters the PTC Vehicle, continuing for the period that the PTC
Vehicle is continuously occupied, and ending when all passengers exit the PTC
vehicle;
"trip" means the distance and time traveled or the distance and time to be
traveled, measured from the time and point at which the passenger first enters
the taxicab or when the taxicab meter is first engaged, to the time and point at
which the passenger finally leaves the taxicab or the taxicab meter is
disengaged;
"trip sheet" means a record of the details of all trips made by a taxicab during
each period of continuous operation (each shift) containing,
(a) the name of the driver, the date and the taxicab plate number;
(b) the time, location and destination of every trip made; and
(c) the amount of the fare collected for each trip
"vehicle" includes an automobile or any other device for the transportation of
persons or goods propelled or driven otherwise than by muscular power, but
does not include the cars of electric or steam railways or other motor vehicles
running only upon rails, or a motorized snow vehicle, traction engine, farm
tractor, self propelled implement of husbandry or road building machine within
the meaning of the Highway Traffic Act.
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"vehicle for hire" means a motor vehicle that is conveying or available for
conveying one or more persons in exchange for a fee or other consideration and
includes without limitation a taxicab and a PTC Vehicle.
"Vehicle for Hire Advisory Committee" or "VHAC" means the advisory
committee delegated to hear appeals under this by-law and make
recommendations to Council regarding the regulation of the vehicle for hire
industry;
2 The following Schedules are attached to and form part of this by-law:
Schedule 1 - FEES
Schedule 2 - TARIFFS/RATES
3 Unless otherwise specified, references in this by-law to Parts, sections,
subsections, clauses and Schedules are references to Parts, sections,
subsections, clauses and Schedules in this by-law.
4 If a court of competent jurisdiction declares any section, or any part of any
section, of this by-law to be invalid, or to be of no force or effect, it is the intention
of the City that every other provision of this by-law be applied and enforced in
accordance with its terms to the extent possible according to law.
5 References in this by-law to any statute or statutory provision include references
to that statute or statutory provision as it may from time to time be amended,
extended or re-enacted.
6 This by-law shall be read with all changes in gender or number as the context
requires.
PART II - PURPOSES
7 The City considers it necessary to license, regulate and govern industry
participants for the following health and safety purposes:
(a) to enhance and encourage safe maintenance and operational practices;
(b) to ensure that only experienced, qualified and trustworthy industry
participants are providing services; and
(c) to promote accountability of industry participants for health and safety
issues.
8 The City considers it necessary to license, regulate and govern industry
participants for the following consumer protection purposes:
(a) to enhance and encourage equal, fair and courteous treatment amongst
industry participants and users of vehicle for hire services;
(b) to ensure consistency in the application of fares; and
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(c) to promote accountability of industry participants for consumer protection.
PART III — APPLICATIONS
Submission of Applications — All Applicants
9 Applications shall be completed and submitted on forms provided by the City.
10 When submitting an application, every applicant shall provide all information
requested by the City including supporting documentation satisfactory to the City.
11 Every application shall be submitted with the applicable licence fee specified in
Schedule 1.
12 Receipt of an application and a licence fee by the City shall not represent
approval of the application nor shall it obligate the City to issue a licence.
13 If an applicant is a partnership, the applicant shall file with the application a
statutory declaration signed by all members of the partnership stating,
(a) the full name of every partner and their address of ordinary residence;
(b) the name or names under which the partnership carries on or intends to
carry on business;
(c) that the persons named are the only partners of the partnership; and
(d) the mailing address for the partnership.
14 Every corporation applying for a licence shall file with the application a copy of
the corporation's articles of incorporation or other incorporating documents and a
statutory declaration stating,
(a) the full name of every shareholder and their address of ordinary residence
(unless the applicant is a publicly traded corporation);
(b) the full name of every director and their address of ordinary residence;
(c) the name or names under which the corporation carries on or intends to
carry on business; and
(d) the mailing address for the corporation.
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Issuance of Licenses
15 A licensing officer may issue a licence to an applicant only where all of the
information and documents that the applicant is required to provide under this by-
law have been provided and verified, and the licence fee has been paid.
Disqualifications
16 A licensing officer shall refuse to issue a licence if,
(a) the applicant has been convicted within the past ten years of an offence,
for which a pardon has not been granted, under Part III (Firearms and
Weapons), Part V (Sexual Offences, Public Morals and Disorderly
Conduct), Part VIII (Offences Against the Person and Reputation) or Part
IX (Offences Against Rights of Property) of the Criminal Code of Canada
or for the offence of Careless Driving or Stunt Driving under the Highway
Traffic Act;
(b) the applicant has submitted false information in support of the application;
(c) the issuance of the licence would contravene any of the provisions of this
by-law;
(d) the application is for a City plate licence which, if issued, would exceed the
maximum number of City plate licenses permitted under this by-law;
(e) the applicant fails to successfully complete any testing, training,
educational or awareness program required by the City; or
(f)
the licensing officer has reasonable grounds to believe that the applicant
will not operate in accordance with the law or with honesty and integrity.
17 A licensing officer may refuse to issue a licence if the applicant has failed to pay
fines imposed for previous convictions relating to contraventions of any municipal
by-laws.
18 The licensing officer may include in consideration of subsection 16 (f), whether
the applicant has permitted a PTC driver to access the PTC platform where a
criminal reference check discloses an outstanding criminal conviction, or any
record of offence that is less than ten (10) years and relevant to the nature of the
services of a PTC Driver, or any record of offence that directly affects the PTC
Driver's ability to competently and responsibly carry on the services of a PTC
Driver, including but not limited to: an offence under the Criminal Code, the
Narcotics Control Act, the Cannabis Act or the Food and Drug Act.
19 The licensing officer may refuse to issue a licence where the applicant has been
convicted of a criminal offence other than those set out in clause 16(a) or an
offence under the Controlled Drugs and Substances Act (Canada).
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PART IV — TAXICAB DRIVER'S LICENSES
Obtaining a Licence
20 In addition to the requirements of Part III, every applicant for a taxicab driver's
licence shall submit to the City,
(a) a current valid Class 'G' (minimum) driver's licence issued by the Province
of Ontario which is in good standing according to the records of the
Ministry of Transportation,
(b) a driver's abstract dated within 30 days of the date of application, and
(c) an original CIR dated within 30 days of the date of application.
21 Every applicant for a taxicab driver's licence shall pose for an identification
photograph as part of the taxicab driver's licence issued by the City.
Testing and Training
22 Every applicant for a taxicab driver's licence shall successfully complete a
taxicab driver training and testing program approved by the City, at the driver's
expense, within a timeframe specified by the City.
23 The City may waive the requirement of section 22 for renewing applicants,
provided they have previously completed a taxicab driver training and testing
program approved by the City
24 Where the City has concerns regarding a driver's conduct or performance as a
result of a complaint or otherwise, the City may require such driver to appear
before the Vehicle for Hire Advisory Committee and/or attend a testing and
training program at the driver's expense.
Term of Taxicab Driver's Licence
25 Every taxicab driver's licence shall be valid for a period of two years from the
date of issuance.
Taxicab Driver Duties
26 Every taxicab driver shall,
(a) give a passenger a receipt in a form approved by the City showing the
driver's name, the taxicab plate number, the date and time of the trip,
place of pick up, place of discharge and the fare charged when requested
and whenever there is a dispute over the fare;
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(b) subject to section 27, and except when there is a previous order or
engagement, serve the first person requiring the service of the taxicab at
any place within the City, at any time of day or night, unless the person,
(i) refuses to give their destination;
(ii) is in the possession of an animal other than a service animal;
(iii) has not paid a previous fare;
(iv) is, in the opinion of the driver, unable or unwilling to pay the fare and
has been unable or unwilling to satisfy the driver that he has the funds
to pay the fare;
(v) is an individual covered in an amount of dirt or other material so
excessive that if such individual is transported the interior of the
taxicab would be left in an unclean state;
(vi) is intoxicated or disorderly;
(vii) is eating or drinking any food or beverage;
(viii)is a person under the age of 12 years who is not accompanied by an
adult, or has not had the trip arranged by an adult;
(ix) refuses to wear a seat belt; or
(x) is intending to smoke or vape in the vehicle.
(c) take the most direct available route to the passenger's desired destination
unless the passenger requests otherwise;
(d) prepare trip sheets;
(e) retain all trip sheets for at least three (3) months and make them available
for inspection at the request of the City;
(f) subject to paragraph (g), engage the taxicab meter only when the
passenger enters the taxicab and keep it engaged throughout the trip;
(g) be allowed to engage the taxicab meter before the passenger enters the
taxicab only after the driver has notified the passenger of the arrival and
has waited a reasonable time after the due time of the order;
(h) securely fasten all physically disabled persons, wheelchairs and any other
passenger aids, including batteries, so that they are prevented from moving
while the taxicab is in motion; and
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(i)
carry on his person a valid Ontario Driver's License, a certificate of
insurance and a copy of the vehicle ownership and provide to an officer
upon request.
27 When operating an accessible taxicab, every driver shall provide priority service
to physically disabled persons at all times, regardless of prior requests for service
from persons who are not physically disabled persons.
28 Every driver who has been convicted of an offence described in clause 16(a)
shall, within five (5) calendar days of being so convicted, report that fact to the
City.
29 The City may at any time, require a driver to provide a CIR or a driver's abstract.
Taxicab Driver Restrictions
30 a) No person shall operate a taxicab unless he has been issued a taxicab
driver's licence.
b) No person shall permit a vehicle to be operated as a taxicab by anyone
other than a taxicab driver.
31 No person shall charge a fare or fee to carry passengers or offer to carry
passengers for a fare or fee unless the vehicle used or to be used has a valid
City Plate Licence, Taxicab Plate Licence, or Accessible Taxicab Plate Licence
affixed to it.
32 No taxicab driver shall operate a taxicab without a taxicab plate affixed to the
rear of the vehicle and a taxicab plate licence for the vehicle.
33 No taxicab driver shall operate a taxicab unless it complies with all of the vehicle
requirements set out in Part XI.
34 No taxicab driver shall operate a taxicab with mechanical defects.
35 No taxicab driver shall display any sign, emblem, decal, ornament or
advertisement on or in a taxicab except as approved by the City.
36 No taxicab driver shall operate a taxicab unless the current tariff card is affixed to
the rear of the front seat or otherwise located so that it is plainly visible to
passengers in the back seat.
37 No taxicab driver shall operate a taxicab with a greater number of passengers
than seatbelts are available for.
38 No taxicab driver shall operate a taxicab for more than twelve (12) hours in any
period of twenty-four (24) hours, or for any period which is more than five (5)
consecutive hours at any time without a break of not less than twenty (20)
consecutive minutes.
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39 (1) In this section, "written contract" means written contract for taxicab
services between a taxicab plate licensee and another person for a period
of six months or more, at an agreed rate or charge.
(2) No taxicab driver shall recover or receive any rate or charge from any
passenger or persons who made use of his services which is greater than
the fare set out in Schedule 2, other than a tip, gratuity or credit card
service charge or pursuant to a written contract.
40 No taxicab driver shall,
(c)
(d)
take or consume any intoxicants or take, consume or have in their
possession any alcohol, or drugs prohibited by the Controlled Drugs and
Substances Act (Canada) while they are operating a taxicab;
smoke or allow or permit the smoking of any equipment or product
including but not limited to cigar, cigarette, pipe, hookah or any other lit
smoking product or vaping product, whether lit by flame or battery
powered;
use any tariff card other than that obtained from the City; or
speak in an obscene, foul, boisterous, racist, loud, threatening or abusive
manner to any person, including a dispatcher, while operating a taxicab.
41 When a taxicab driver uses a taxicab for transportation of passengers for no gain
or reward or the taxicab is being tested or inspected, the taxicab driver shall
remove the roof light from the taxicab and place the taxicab meter in a non -
recording position.
42 If the taxicab driver and the passenger agree before the start of the trip to a flat
rate, the taxicab meter must, in any event, be in a recording position for the
duration of the trip.
PART V - TAXICAB PLATE LICENSES
Obtaining a Licence
43 In addition to the requirements of Part III, every applicant for a taxicab plate
licence shall,
(a) submit a copy of the current Ontario Ministry of Transportation Motor
Vehicle permit for the vehicle to which the taxicab plate will be attached in
good standing with the plate portion endorsed with a plate owner's or a
lessee's name;
(b) submit a copy of the current Ontario Standard Automobile Insurance
policy for the vehicle to which the taxicab plate will be attached, which
provides that the City shall be given at least fifteen (15) days' notice in
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writing, prior to cancellation, expiration or change in the amount of the
policy and shall provide insurance in respect of any one accident a third
party liability limit of at least two million dollars ($2,000,000.00);
(c) submit a current Safety Standard Certificate issued by an authorized
vehicle inspection station for the vehicle to which the taxicab plate will be
attached;
(d) pay all fines, penalties, judgments and any other amounts, including
awards of legal costs and disbursements, owing to the City; and
(e) submit the vehicle to which the taxicab plate is to be attached for
inspection and registration by the City.
Term of Taxicab Plate Licence
44 Every taxicab plate licence shall be valid up to and including December 31St in
the year for which it was issued.
Taxicab Plate Licensee Duties
45 Every taxicab plate licensee shall file with the City at least five (5) working days
prior to the expiry date of any current insurance policy all insurance renewal
policies or certificates of insurance evidencing continued compliance with the
requirements of clause 43(b).
46 Every taxicab plate licensee shall,
(a) at all times keep copies of the following in the taxicab:
(i) the current Ontario Ministry of Transportation passenger motor
vehicle permit issued for that taxicab;
(ii) the current taxicab plate licence;
(iii) the certificate of liability insurance for the taxicab;
(b) employ or use only the services of licensed taxicab drivers;
(c) provide the City and, where applicable, any broker with whom they are
affiliated, with the names of all taxicab drivers who are permitted to
operate the taxicab;
(d) repair any mechanical defects in the taxicab reported to them by a taxicab
driver or the City;
(e) upon receipt of a notice of inspection from the City, obtain a current Safety
Standard Certificate issued by an authorized vehicle inspection station
and make the taxicab available for inspection at the appointed time and
place specified in the notice; and
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(f) ensure a current tariff card is affixed to the rear of the front seat or
otherwise located so that it is plainly visible to passengers in the back
seat.
47 Every taxicab plate licensee shall provide accessible taxicab service, or pay an
accessible service supplement as outlined in Schedule 1.
48 (1) Every taxicab plate licensee shall maintain the taxicab in good condition at
all times.
(2) Without limiting the generality of subsection (1), every taxicab plate
licensee shall maintain all drive train components (including the engine,
transmission, suspension and braking system) in accordance with the
standards of Ontario Regulation 611 and maintain all factory and after-
market parts free of defects or damage.
Taxicab Plate Licensee Restrictions
49 No person shall permit a vehicle to be operated as a taxicab without a taxicab
plate affixed to the rear of the vehicle and a taxicab plate licence for the vehicle.
50 No person shall publish or cause to be published any representation that he is
licensed or hold himself out as being licensed if he is not licensed.
51 No taxicab plate licensee shall permit a taxicab to be operated unless it complies
with all of the vehicle requirements set out in Part XI.
52 No taxicab plate licensee shall permit a taxicab to be operated with mechanical
defects.
53 No taxicab plate licensee shall permit a taxicab to be operated with any sign,
emblem, decal, ornament or advertisement displayed on or in a taxicab except as
approved by the City.
54 No taxicab plate licensee shall permit a taxicab to be operated unless the current
tariff card is affixed to the rear of the front seat or is otherwise located so that it is
plainly visible to passengers in the back seat.
55 No taxicab plate licensee shall permit a taxicab to be operated in affiliation with a
broker who is not licensed.
Vehicle Registration
56 Prior to using any vehicle as a taxicab, every taxicab plate licensee shall submit
the vehicle to the City for inspection and registration.
57 No vehicle shall be registered as a taxicab unless it meets all of the requirements
of Part XI.
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58 Where a taxicab plate licensee wishes to change the vehicle to which the taxicab
plate is affixed, he shall submit the new vehicle for inspection and, upon
registration of the new vehicle, shall pay the fee set out in Schedule 1.
Limitation on Number of Licenses
59 The City recognizes a total of seventy-eight (78) taxicab plate licences as having
been issued under By-law No. 6702/06, three (3) of which are accessible taxicab
plates.
60 (1) The total number of taxicab plate licenses issued at any given time shall
not exceed 78 or the number established by the ratio of one licence for
each 2,500 residents of the City, whichever is greater.
(2) For the purposes of subsection (1), the number of residents of the City
shall be as determined by the latest revised population figures available
from Statistics Canada.
(3)
The City may issue new City plate licenses within three months of receipt
of the population statistics from Statistics Canada if warranted under
subsection (1).
PART VI — PLATE OWNERS
Transfer of Plate Ownership
61 No taxicab plate owner shall transfer, sell or otherwise dispose of a taxicab plate
without the approval of the City.
62 The City shall not approve the transfer or sale of a taxicab plate unless the
taxicab plate owner,
(a) attends in person accompanied by the purchaser to complete and file with
the City a plate ownership transfer form and declaration;
(b) provides a fully executed contract of sale for the taxicab plate;
(c) returns to the City the taxicab plate that is being transferred; and
(d) pays the fee set out in Schedule 1.
63 The transfer of at least 51 percent of the voting shares of a corporation that is a
Taxicab Plate Owner constitutes a transfer for the purposes of sections 61 and
62.
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Operation/Transfer of a Plate by an Estate
64 Within ninety (90) days following the death of a natural person who is a taxicab
plate owner, the executor or administrator of the estate shall file with the City
proof of death of the natural person and proof of the executor's or administrator's
capacity.
65 The executor or administrator may continue to hold the deceased's plate(s) for a
period of up to one (1) year following the date of death and may operate a
taxicab or permit a taxicab to be operated with the deceased's plate(s) attached
provided all of the requirements of this by-law are complied with during such
time.
66 (1) Where the executor or administrator cannot transfer the deceased's
plate(s) within one (1) year following the date of death, the executor or
administrator may apply to the VHAC to permit the executor or
administrator to continue to operate the taxicab or permit the taxicab to be
operated with the deceased's plate(s) attached for such further period of
time as the VHAC deems appropriate.
(2) If the executor or administrator does not or cannot transfer the deceased's
plate(s) within one (1) year following the date of death, or within such
further period of time as prescribed by the VHAC pursuant to subsection
(1), whichever is later, the deceased's plate(s) shall be deemed to be
cancelled and shall be returned to the City.
Leases of Taxicab Plates
67 (1) No taxicab plate owner shall permit its taxicab plate to be used for a
taxicab that the taxicab plate owner does not own except under the
authority of a lease that meets the requirements of this section.
(2) Copies of all leases shall be filed with the City.
(3) Leases shall be for a period of not less than one (1) year and not more
than three (3) years.
68 No lessee shall operate a taxicab except under the authority of a lease that
meets the requirements of section 67.
69 No lessee may sublease a taxicab plate.
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PART VII — CITY PLATES
Obtaining a Licence
70 In addition to the requirements of Part III and Part V, every applicant for a City
plate licence shall meet the requirements of this Part.
71 All taxicab plates issued to City plate licensees shall remain the property of the
City.
72 All City Plates must be operated as accessible taxicabs and affixed to an
accessible taxicab vehicle.
73 Notwithstanding any other provision of this by-law, City plate licenses shall not be
transferred, leased or otherwise disposed of by the City plate licensee.
74 City plate licenses may only be used by City plate licensees and one alternate
taxicab driver whose name has been provided to the City in advance of any such
use.
Plate Eligibility List
75 The City shall maintain a plate eligibility list that contains the names of applicants
for a City plate licence in the order of the receipt of their application.
76 No person, by virtue of the submission of an application for a City plate licence or
by virtue of the placing of his name on the plate eligibility list, shall obtain a
vested right to a City plate licence, or to remain on the plate eligibility list.
77 The City shall issue City plate licenses as they become available to persons in
the order in which their names appear on the plate eligibility list.
78 (1) No applicant for a City plate licence shall have his name placed or
maintained on the plate eligibility list unless the applicant has,
(a) a taxicab driver's licence or a similar licence by another
municipality; or
(b) a taxicab plate licence or a similar licence by another municipality.
(2) When a person whose name appears on the plate eligibility list changes
his name, address or contact information, he shall notify the City in writing
within five (5) days of the change.
(3)
All persons whose names appeared on the plate eligibility list maintained
under By-law 6702/06 shall have their names maintained on the plate
eligibility list if they meet the requirements of subsection (1).
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(4) The City shall review the plate eligibility list annually to determine whether
those persons listed on it continue to comply with the requirements of
subsection (1).
(5)
(a) Every person whose name appears on the plate eligibility list shall
be required to renew their application annually, within the timeframe
and in the form specified by the City, and pay the applicable fee as
set out in Schedule (1).
(b) Persons who fail to comply with clause (a) shall have their names
removed from the plate eligibility list.
(6) Any person whose name is on the plate eligibility list and who no longer
complies with subsection (1) shall have his name removed from the plate
eligibility list.
(7)
The City shall give notice to any person whose name is removed from the
plate eligibility list.
79 No person shall hold more than one position on the plate eligibility list at any one
time.
Registration
80 When a City plate licence is approved, the applicant shall, within 30 days of the
date of notification of such approval, register an accessible taxicab to that taxicab
plate and affix the taxicab plate to that accessible taxicab, failing which, the
applicant shall not be issued the City plate licence, the applicant's name shall be
removed from the plate eligibility list, and the City may proceed to issue the City
plate licence to another eligible applicant.
Death of City Plate Licensee
81 In the event of the death of a City Plate Licensee, the City Plate shall be returned
to the City for distribution to the next person on the Taxicab Plate Eligibility List.
PART VIII — ADDITIONAL ACCESSIBLE TAXICABS
Obtaining a Licence
82 In addition to the requirements of Part III and Part V, applicants for additional
accessible taxicab plate licenses shall meet the requirements of this Part.
83 (a) Notwithstanding sections 59 and 60, Council may issue additional
accessible taxicab plate licenses as may be required to meet accessible
service demands.
(b) All Accessible Taxicab Plates must be operated as accessible taxicabs
and affixed to an accessible taxicab vehicle.
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84 All plates issued to accessible taxicab plate licensees under this by-law shall
remain the property of the City. Accessible taxicab plates issued under By-law
6702/06 shall remain the property of the taxicab plate licensee, provided such
licensee complies with the provisions of this by-law.
85 (a) Accessible taxicab plates are held by accessible taxicab plate licensees at
the pleasure of Council and may be revoked by the City, should the
requirements for accessible taxicab service or vehicle standards not be
complied with. Upon revocation, the accessible taxicab plate shall revert
to the City without compensation to the accessible taxicab plate licensee.
(b) Accessible taxicab plates are held by accessible taxicab plate licensees at
the pleasure of Council and may be revoked by the City, without cause,
following a period of five (5) years from the date of issuance, and upon
revocation, shall revert to the City without compensation to the accessible
taxicab plate licensee.
86 Accessible taxicab plate licenses may only be used by Accessible taxicab plate
licensees and two alternate taxicab drivers whose names have been provided to
the City in advance of any such use.
87 In addition to the requirements of Part Wand Part V, prior to the issuance of an
accessible taxicab plate licence, the applicant shall provide the City with a
current Safety Standard Certificate issued by an authorized vehicle inspection
station showing that the vehicle to which the accessible taxicab plate will be
attached meets the requirements for an accessible taxicab as set out in Ontario
Regulation 629.
88 Every accessible taxicab driver shall submit proof of training satisfactory to the
City, to confirm their ability to securely fasten all physically disabled persons,
wheelchairs and any other passenger aids, including batteries, so that they are
prevented from moving while the taxicab is in motion.
Accessible Taxicab Plate Licensee Duty
89 Every accessible taxicab plate licensee shall ensure that the taxicab is in
compliance with Ontario Regulation 629 at all times during operation of that
taxicab.
90 Every accessible taxicab plate licensee shall provide a minimum accessible
taxicab service of forty (40) hours per week, fifty (50) weeks per year.
91 Every accessible taxicab plate licensee shall ensure that the accessible taxicab
driver has submitted proof of training satisfactory to the City, to confirm their
ability to securely fasten all physically disabled persons, wheelchairs and any
other passenger aids, including batteries, so that they are prevented from moving
while the taxicab is in motion.
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Accessible Taxicab Restrictions
92 a) No person shall operate, or permit to be operated, a vehicle as an accessible
taxicab without a taxicab plate affixed to the rear of the vehicle and a taxicab
plate licence for the vehicle.
b) Notwithstanding any other provision of this by-law, accessible taxicab plate
licenses shall not be transferred, leased or otherwise disposed of by the
accessible taxicab plate licensee.
Accessible Taxicab Incentive Program
93 a) The City will establish and implement an Accessible Taxicab Incentive
Program funded through the Accessible Service Supplement to ensure that
adequate accessible taxicab services are available.
b) The Accessible Taxicab Incentive Program may include, but is not limited to:
i) requirements for grant or incentive eligibility;
ii) criteria for receiving any incentive or grant;
iii) the amount and frequency of the disbursement of any incentive or
grant, including pro -rated or discretionary amounts;
iv) sanctions, including reductions in the amount of any incentive or grant
for non-compliance with the conditions of the program; and
v) reporting or auditing requirements for brokerages, PTCs, and Taxicab
Plate Licensees
PART IX - BROKERAGE LICENSES
Obtaining a Licence
94 In addition to the requirements of Part III, every applicant for a brokerage licence
shall submit to the City evidence of an affiliation with at least two taxicab plate
licensees and/or lessees.
Term of Licence
95 Every brokerage licence shall be valid up to and including December 31st in the
year for which it was issued.
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Broker Duties
96 Every broker shall,
(a) provide the City with a list, showing in numerical order by taxicab plate
number, the name of every driver operating any taxicab with which he has
entered into an arrangement for the provision of taxicab brokerage
services;
(b) notify the City within ten (10) days of any additions to or deletions from the
list provided under subsection (a);
(c) prepare and retain for a period of at least one year a record of the time
and date of each dispatch, the driver to whom the order was dispatched,
the taxicab plate number, the pickup location and the destination;
(d) carry on the brokerage twenty-four (24) hours a day;
(e) ensure all taxicabs dispatched by a brokerage bear either a roof light or
decals approved by the City identifying the taxicab's affiliation with the
brokerage;
(f) upon request, inform any person requesting taxicab service of the
anticipated length of time required for a taxicab to arrive at the pickup
location;
(g) when volume of business is such that service will be delayed to any
person requesting taxicab service, inform the person of the approximate
time of the delay before accepting the order;
(11) dispatch a taxicab to any person requesting service within the City unless
the person requesting service has not paid for a previous trip;
(i) carry on business only in the name in which the broker is licensed;
(j) provide accessible taxicab services, with a ratio of at least 10% of the
affiliated taxicabs in their fleet, (any fleet of less than 10 taxicabs must
provide 1 accessible taxicab) or pay an accessible service supplement;
(k) where the broker provides accessible taxicab service, provide proof of
driver training on proper methods to securely fasten all wheelchairs,
scooters, and any other passenger aids, including batteries, so that they
are prevented from moving while the taxicab is in motion;
(1) where the broker dispatches to accessible taxicabs, provide accessible
taxicab service 24 hours per day;
(m) where the broker dispatches to accessible taxicabs, and service is
requested by a disabled person, provide priority service for such person;
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(n) promptly investigate any complaint brought to the broker's attention by an
officer against any taxicab driver or taxicab plate licensee and report the
findings to the officer and any action taken;
at the request of an officer, not dispatch calls to any taxicab until further
notification;
within 48 hours of a request from an officer, provide a record showing the
number of taxicabs available for service on any particular day, the time(s)
when each taxicab was available for service, and the calls dispatched to
each taxicab;
employ or use only the services of a taxicab plate licensee or a taxicab
driver; and
(r) maintain an affiliation with at least two taxicab plate licensees and/or
lessees.
Broker Restrictions
97 No broker shall,
(a) dispatch to an unlicensed taxicab or an unlicensed driver;
(b) dispatch to a vehicle that does not comply with the requirements of Part
XI;
(c) dispatch to a taxicab which is not on the list provided under clause 96(a),
and;
(d) dispatch to a taxicab that has been ordered removed from service, until
authorized by the City.
98 No person shall carry on business as a broker in the City unless he has been
issued a brokerage licence.
Part X - Personal Transportation Companies
Licence Application Requirements
99 In addition to the requirements of Part III, an application for a new PTC Licence
or a renewal of a PTC Licence shall be accompanied by:
(1) if the Applicant is a corporation, proof that it is legally entitled to operate in
Ontario, including but not limited to:
(a) a copy of the incorporating documents;
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(b) a copy of the last initial notice/notice of change which has been filed
with the appropriate government department; and
(c) a Certificate of Status issued by the applicable provincial or federal
government authority.
(2) the address and contact information of the PTC's registered business
address in the Province of Ontario, which is not a post office box, to which
the City may send during business hours any notice or documentation or
communication that may be required under this By-law and at which the
Applicant or the Applicant's agent will accept receipt of such notice,
documentation or communication together with the name, telephone, and
email contact information for the person authorized to receive and respond
on behalf of the PTC to any and all communications from the City relating
to the PTC's licence or the PTC's conduct of its business;
(3) a PTC Identifier for approval by the City;
(4) evidence satisfactory to the City that there are data security measures in
place to protect the personal data collected by the PTC relating to
passengers and PTC Drivers;
(5)
documentation demonstrating that the platform used:
(a) provides to the passenger requesting the transportation service, at the
time the transportation service is arranged:
(i) the PTC name and contact information;
(ii) the first name and a photograph of the PTC Driver;
(iii) the make, model and licence plate of the PTC vehicle;
(iv) the surcharge, if any;
(v) the total cost; and
(vi) the current location of the PTC Vehicle;
(b) provides a link to rate or comment on the PTC Driver and PTC
Vehicle.
(c) provides a process allowing the passenger to accept or refuse the
transportation service prior to it commencing and keeps a record of
such acceptance or refusal;
(d) provides a secure payment mechanism;
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(e) provides a printed or electronic receipt to the passenger at the end of
the transportation service that includes the following information:
(i) the fee and any surcharges;
(ii) total amount paid;
(iii) date and time of pickup;
(iv) locations of pick up and drop off; and
(v) the first name of the PTC Driver;
(f) incorporates a global positioning system (GPS) in which all
Transportation Services are recorded; and
(g) is accessible for persons with disabilities.
(6) a list of every affiliated PTC Driver and PTC Vehicle that has operated in
the City in the previous 3 months, in a readily accessible format that
includes:
(i) the full name and address of every PTC Driver; and
(ii) the make, model and licence plate of every PTC Vehicle;
(7) proof of the insurance required under this Part to the satisfaction of the
City;
(8) payment of the appropriate Licence Fee as set out in Schedule 1 of the
By -Law;
(9)
an outline of the training program provided to PTC Drivers prior to
accessing the platform, and
(10) any other information required by the City.
100 Every PTC shall make available to the public on its Platform, and by any other
means of its choice, the following information:
(1) the insurance coverage required to be maintained by the PTC and by the
PTC Drivers;
(2) the Transportation Services offered by PTC Drivers;
(3) the applicable screening process for PTC Drivers and PTC Vehicles;
(4) a link to rate or comment on the PTC Driver and PTC Vehicle;
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(5)
that PTC Drivers can only provide transportation services that are
prearranged using the platform of the PTC and not accept street hails or
pick up fares at taxi stands; and
(6) that PTC Drivers cannot accept cash payment for transportation services.
Insurance
For purposes of this Part, the following insurance requirements shall apply:
101 (1) Every PTC shall provide proof of commercial general liability insurance
against all claims for personal injury including bodily injury resulting in
death, and property damage with an inclusive limit of not less than five
million ($5,000,000.00) per occurrence insuring him or her against liability
imposed by law for any loss or damage resulting from the carrying on of
the business to which the licence relates.
(2) The commercial general Liability policy in subsection 101(1) shall be in the
name of the PTC and the City of Pickering shall be included as an
additional insured.
(3)
Every PTC shall obtain and maintain on behalf of every PTC Driver, at all
times during the provision of transportation services, Automobile Liability
Insurance for owned, non -owned, or leased PTC Vehicles, with limits of
not less than Two Million Dollars ($2,000,000.00) exclusive of costs and
interest, per occurrence for bodily injury, death, and loss or damage to
property occurring while in the post -acceptance period. The Automobile
Liability Insurance shall include the IPCF 6TN Permission to Carry Paying
Passengers for a Transportation Network endorsement or an equivalent
endorsement acceptable to the City.
(4) The insurance coverage required under subsection 101(1) and (3) shall
include a provision that requires the Insurer to provide the City with no
less than 10 days prior written notice of any cancellation or variation to the
policy.
102 The certificate of insurance issued in respect of the policy in Section 101(1) and
(3) shall be provided to the City prior to the issuance of the licence in the form of
proof acceptable to the City.
103 Every PTC shall keep such records of the PTC Driver's insurance coverage for a
period of 3 years after the PTC Driver ceases to be affiliated with the PTC.
104 Every PTC shall produce proof of any PTC Driver's insurance coverage to the
City upon demand.
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105 The City may suspend the PTC licence if the PTC fails to comply with this Part
until such time as the PTC provides proof of insurance coverage to the
satisfaction of the City.
106 The PTC shall provide the City with such information as the City shall require,
from time to time upon demand, to demonstrate that this Part is being complied
with.
PTC Restrictions
In addition to any other provisions of this By -Law, for purposes of this Part:
107 No person shall facilitate transportation services unless authorized to do so by a
licence issued pursuant to this By-law.
108 No person shall permit, accept, or condone street hails for a ride with a PTC
Driver or in a PTC Vehicle, whether on the street or at a taxi stand or in any other
manner at any other location.
109 No person shall solicit or condone the solicitation of a passenger by a PTC Driver
or PTC Vehicle, whether on the street or at a taxi stand or in any other manner at
any other location.
110 No person shall facilitate a transportation service that does not comply with this
by-law.
111 No person shall obstruct the City's use of a platform to ensure compliance with
this By-law, including, but not limited to the creation and use of accounts as
either a passenger or PTC Driver.
112 No person shall permit a PTC Driver or a PTC Vehicle to provide transportation
services if the PTC Driver does not have the insurance required under this by-
law.
113 No person shall permit payment by cash for a transportation service.
114 No person shall smoke or allow or permit the smoking of any equipment or
product including but not limited to cigar, cigarette, pipe, hookah or any other lit
smoking product or vaping product, whether lit by flame or battery powered, in a
PTC Vehicle while it is providing transportation services.
PTC Driver Duties
115 No person shall hold himself or herself out as a PTC Driver unless he or she has
been authorized by a PTC to act as a PTC Driver.
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116 No PTC Driver shall refuse a request for transportation service by an individual
accompanied by a service animal.
117 No PTC Driver or PTC Vehicle shall provide transportation services unless they
hold a valid identification card issued by a PTC as required under section 134 of
this by-law.
118 No PTC Driver shall permit any PTC Vehicle to carry more passengers than
there are seatbelts available for.
119 Every PTC and PTC Driver shall ensure that a valid identification card required
under section 134 of this by-law is:
(1) in the PTC Vehicle at all times when transportation services affiliated with
the PTC are offered or provided; and
(2) is produced immediately upon demand of an Officer.
120 Every PTC Driver shall produce on demand of an Officer, the following
documents:
(1) the PTC Driver's identification card;
(2) proof of valid insurance that meets the requirements of this By-law; and
(3) any other information pertaining to the PTC Driver or the operation of the
PTC Vehicle as requested by the Officer.
121 Upon demand by an officer, every PTC Driver shall submit the PTC Vehicle for
inspection at a time and place as specified by the officer, with no fees or charges
applied to the City.
122 Every PTC Driver shall ensure that a PTC Vehicle meets the following
requirements at all times when providing a transportation service:
(1) the PTC Vehicle has a valid Ontario Ministry of Transportation Motor
Vehicle permit, prior to commencement of use as a PTC Vehicle, and
annually thereafter;
(2) the PTC Vehicle has a valid and current Ontario Ministry of Transportation
Safety Standards Certificate, prior to commencement of use as a PTC
Vehicle, and then annually thereafter; and
(3)
the PTC Vehicle complies with all of the vehicle requirements set out in
Part XI.
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PTC Duties
123 Every PTC shall ensure that the City's use of the platform as either a passenger
or PTC Driver will not be obstructed and will not be subject to fees.
124 Every PTC shall keep an up-to-date list of every registered or affiliated PTC
Driver and PTC Vehicle authorized to provide service in the City in a readily
accessible format that includes, but is not limited to:
(1) the full name and address of every PTC Driver; and
(2) the make, model and licence plate of every PTC Vehicle.
125 Every PTC shall ensure that, prior to commencing as a PTC Driver and at all
times when providing transportation services, a registered PTC Driver:
(1) is at least 18 years of age;
(2) has a valid G licence or higher;
(3) has completed the associated PTC driver training program; and
(4) has been advised and consents in writing to their personal information
being provided to the City for the purposes of administering and enforcing
this by-law.
126 (1) Every PTC shall require a CIR and driving record abstract to be submitted
by the PTC Driver prior to providing transportation services and annually
thereafter, for as long as the PTC Driver is registered or affiliated with the
PTC.
(2) Every PTC shall obtain a CIR and a driving record abstract for each PTC
Driver as follows:
(3)
(a) the driving record abstract should be no older than 30 days from
the date the PTC Driver applied for affiliation with the PTC.
(b) the CIR should be no older than 30 days from the date the driver
applied for affiliation with the PTC.
Every PTC shall ensure that no PTC Driver shall be provided access to
the platform if the CIR exceeds the thresholds found in Section 16 —
Disqualifications for a licence under this By-law.
127 For the purposes of complying with sections 125 and 126, a PTC holding a valid
licence may, on behalf of a PTC Driver using its platform, submit and maintain
the required documents.
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128 No PTC shall impose any mandatory arbitration clause on PTC Drivers or
Passengers whose transportation services are facilitated by the PTC.
129 Every PTC shall ensure there is a dispute resolution process for dealing with any
complaints regarding fees, customer service, or any other issues arising from the
provision of transportation services.
130 No PTC shall require that the law of any jurisdiction other than Ontario be applied
in relation to the use of the relevant PTC platform in the City by PTC Drivers or
passengers.
131 No PTC shall permit a PTC Driver's access to the platform immediately upon
being notified by the City that a PTC Driver has acted in a manner that is adverse
to the public interest, public safety or upon discovering that a PTC Driver is not
insured under section 101 (3) for so long as required by the City.
132 (1) Every PTC shall provide the City with such information as required to
demonstrate that section 125 and 126 is being complied with.
(2) Every PTC shall ensure that all affiliated PTC Drivers have an ongoing
duty to disclose:
(a) any charges listed in section 16,
(b) any suspension of their Ontario Driver's license,
(c) any change in insurance, and
(d) any accidents while operating as a PTC vehicle.
133 Every PTC shall ensure that a PTC Vehicle meets the following requirements at
all times when providing a transportation service:
(1) the PTC Vehicle has a valid Ontario Ministry of Transportation Motor
Vehicle permit, prior to commencement of use as a PTC Vehicle, and
annually thereafter;
(2) the PTC Vehicle, has a valid and current Ontario Ministry of
Transportation Safety Standards Certificate, prior to commencement of
use as a PTC Vehicle, and then annually thereafter;
(3)
the PTC Vehicle complies with all vehicle requirements set out in Part XI;
134 Every PTC shall issue to every affiliated PTC Driver an identification card in
written or accessible electronic form providing the following information:
(1) the first name and photograph of the PTC Driver;
(2) the make, model and licence plate number of the PTC Vehicle(s) used by
the PTC Driver
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(3)
the name and contact information of the PTC; and
(4) the Insurance policy coverage for the PTC Vehicle.
135 Every PTC shall keep copies of the documents and information required under
this Part for 3 years.
136 Every PTC shall make available to the City the records or information required in
this Part within forty-eight (48) hours following a written demand by the City.
137 The City may refuse to grant or renew and may revoke or suspend a PTC
Licence if the PTC fails to comply with any provision of this By -Law.
138 (1) Every PTC shall submit to the City supporting documentation, in a format
acceptable to the City, and applicable fees quarterly in compliance with
the fees listed in Schedulel, in relation to per transportation service and
per driver fees.
(2) Every PTC that does not provide accessible transportation services will
pay an accessible service supplement as outlined in Schedule 1.
139 Every PTC shall, where the transportation service requested requires an
accessible vehicle, and the PTC is not able to provide such transportation
service, direct the person to an accessible taxicab service.
PART XI - VEHICLE REQUIREMENTS
Vehicle Standards
140 Every taxicab and PTC vehicle shall:
(a) be no more than ten (10) years old according to its model year;
(b) meet the standards for the issuance of a Safety Standard Certificate of
mechanical fitness;
(c) be clean, and in good repair as to its interior and exterior, and,
(d) have a heater and air conditioning system in proper working condition.
141 In addition to section 140, every taxicab shall be equipped with:
(a) fender numbers, and properly functioning roof light;
(b) a taxicab meter that,
(i) has been calibrated to reflect the current fares;
(ii) is in proper working order; and
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(iii) has been tested and approved by an officer and mounted in a
position so that it is clearly visible to passengers in the front and
back seats of the taxicab.
142 In addition to section 140, every PTC vehicle shall have the PTC Identifier
displayed in the location approved by the City.
143 All taxicab equipment shall be of a type approved by the City and shall be
installed in locations approved by an officer.
144 Notwithstanding section 140 (a), a taxicab plate licensee or taxicab plate owner
may apply for an extension of up to 2 years on the vehicle model year for a
taxicab that is currently operating, provided the appropriate fee outlined in
Schedule 1 is paid, the taxicab meets the remaining vehicle standards required in
sections 140, 141, and 143, and the vehicle is inspected and approved by an
officer.
PART XII — INSPECTIONS and ORDERS
Rights of Inspection
145 The City shall inspect all taxicabs annually.
146 An officer may, at any time when a taxicab or PTC Vehicle is not engaged in the
transportation of passengers, enter and inspect the vehicle.
147 Every taxicab plate licensee, lessee or driver or PTC Driver shall submit or cause
his vehicle to be submitted for inspection when required to do so by an officer.
148 An officer may require that a taxicab plate licensee, lessee or driver or PTC
Driver submit his vehicle for inspection at an appointed time and place provided
notice of the required inspection is given.
149 (1) An officer may require from any person the production of any licence,
permit, trip sheet or any other document or electronic record in order to
ensure compliance with this by-law.
(2) An officer may remove any of the documents referred to in subsection (1)
for the purpose of photocopying provided a receipt is given and the
documents are returned within forty-eight (48) hours of removal.
150 No person shall prevent, hinder or interfere or attempt to prevent, hinder or
interfere with an inspection of a vehicle for hire by an officer or the collection of
information by an officer.
151 Any person operating a taxicab or providing transportation services with a PTC
Vehicle shall provide identification in the form of an Ontario Driver's License to an
officer upon request.
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Orders
152 Where an officer finds that a taxicab or PTC Vehicle does not comply with any of
the vehicle requirements set out in Part XI, he may order the taxicab plate
licensee, driver and/or lessee of the taxicab, or the PTC Driver to remedy the
non-compliance.
153 All orders shall provide,
(a) the taxicab plate number of the taxicab, or the license plate number of the
PTC vehicle;
(b) reasonable particulars of the non-compliance;
(c) the date by which the non-compliance must be remedied; and
(d) the final date for appealing the order.
154 All orders shall be served in the manner set out in section 198.
155 (1) If an order is not complied with by the date specified, the taxicab plate
licence in respect of that taxicab shall be suspended and shall only be
reinstated if the City receives satisfactory evidence of compliance.
(2) If an order is not complied with by the date specified, the PTC shall be
directed to prohibit the PTC Driver's access to the platform and shall only
reinstate if the City receives satisfactory evidence of compliance.
156 No person shall fail to comply with an order.
Unsafe Vehicles
157 (1)
Where a taxicab is in a condition that poses a danger to the health or
safety of the public, including but not limited to, body damage with sharp
edges, holes in the floorboards, unserviceable tires, doors not closing
properly, wire protruding from the seat or any other mechanical defect that
would render the motor vehicle unsafe, an officer may take custody of the
taxicab plate affixed to the taxicab and order that the taxicab be
immediately removed from service.
(2) If an order has been issued pursuant to subsection (1), no person shall
operate or permit the operation of that taxicab until the danger has been
removed, and the taxicab has been inspected by an officer.
158 Where a PTC Vehicle is deemed to be mechanically unsafe, including but not
limited to body damage with sharp edges, holes in the floorboards, unserviceable
tires, doors not closing properly, wire protruding from the seat or any other
mechanical defect that would render the motor vehicle unsafe, the PTC shall be
directed to prohibit the PTC Driver's access to the platform and shall only
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reinstate once the danger has been removed and the PTC Vehicle has been
inspected by an officer confirming compliance.
PART XIII — SUSPENSIONS, CANCELLATIONS and REVOCATIONS
Taxicab Driver's Licenses
159 An officer may suspend a taxicab driver's licence if the driver fails to comply with
any provision of this by-law and require the driver to appear before the Vehicle for
Hire Advisory Committee to review re -instatement of the license.
160 (1) When a taxicab driver has had his Ontario Driver's Licence suspended,
cancelled or revoked, the taxicab driver shall immediately report that fact
to the City and the taxicab driver's licence shall be deemed to be
suspended as of the date of such suspension, cancellation or revocation.
(2) A taxicab driver's licence that has been suspended under subsection (1)
shall not be reinstated unless the City receives written confirmation that
the Ontario Driver's Licence has been reinstated.
(3)
If the City does not receive written confirmation that the Ontario Driver's
Licence has been reinstated within sixty (60) days from the date of the
suspension, the taxicab driver's licence shall be revoked.
Taxicab Plate Licenses
161 An officer may suspend or revoke a taxicab plate licence if the taxicab plate
licensee fails to comply with any provision of this by-law and such non-
compliance is not remedied within seven (7) days following notice from the City
specifying the particulars of the non-compliance.
162 (1) When a taxicab plate licensee ceases to have a current valid Ontario
Standard Automobile Insurance Policy in good standing, his taxicab plate
licence shall be suspended as of the date on which such policy ceased to
be in effect.
(2) A taxicab plate licence that has been suspended under subsection (1)
shall not be reinstated unless the City receives written confirmation that
the insurance required by clause 43(b) is in place.
(3)
If the City does not receive written confirmation that the necessary
insurance is in place within sixty (60) days from the date of the
suspension, the taxicab plate licence shall be revoked.
163 (1) An officer may demand that a taxicab plate licensee or lessee file a
current Safety Standard Certificate issued by an authorized vehicle
inspection station for any taxicab registered to him, dated not prior to the
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date of demand and may suspend a taxicab plate licence until the
certificate has been filed.
(2) Where the officer demands a Safety Standard Certificate pursuant to
subsection (1), the taxicab plate licensee or lessee shall provide it within
(3) three days.
(3) Where a taxicab plate licence has been suspended under subsection (1),
and where no certificate is filed with the City within sixty (60) days from the
date of the suspension, the taxicab plate licence shall be revoked.
Brokers
164 An officer may suspend or revoke a brokerage licence if the broker fails to
comply with any provision of this by-law and such non-compliance is not
remedied within seven (7) days following notice from the City specifying the
particulars of the non-compliance.
General
165 (1) When a taxicab driver's licence, taxicab plate licence or brokerage licence
has been suspended, cancelled or revoked, the holder of the licence shall
return it and, if applicable, the taxicab plate to the City within forty-eight
(48) hours of the suspension, cancellation or revocation.
(2) An officer may enter upon any business premises or into the taxicab of
any licensee whose licence has been suspended, cancelled or revoked for
the purpose of removing the licence and, if applicable, the taxicab plate.
166 No person shall refuse to deliver or in any way obstruct or prevent an officer from
obtaining a licence that has been suspended, cancelled or revoked.
167 No person shall operate a taxicab or permit the operation of a taxicab by a driver
whose taxicab driver's licence has been suspended, cancelled or revoked.
168 No person shall operate a taxicab or permit the operation of a taxicab in respect
of which the taxicab plate licence has been suspended, cancelled or revoked.
169 No person shall operate a brokerage in respect of which the brokerage licence
has been suspended, cancelled or revoked.
170 No person shall provide transportation services where the PTC has been
required under this by-law to remove access to the platform for that PTC Driver.
PART XIV — APPEALS
Appeal Rights
171 Any Applicant may appeal the City's refusal to issue a licence.
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172 A person whose name has been removed from the plate eligibility list pursuant to
section 78(5)(b) may appeal that decision.
173 A taxicab driver whose taxicab driver's licence has been suspended or revoked
pursuant to section 159 may appeal that decision.
174 A taxicab plate licensee whose taxicab plate licence has been suspended or
revoked pursuant to section 161 may appeal that decision.
Filing of Appeal
175 All appeals must be submitted to the City within fourteen (14) days of the date of
the decision or order being appealed.
176 All appeals shall be in writing and shall include,
(a) the reason(s) for the appeal;
(b) an identification of the appellant and any other party;
(c) the name of any agent, representative or lawyer representing the
applicant;
(d) the municipal addresses, telephone numbers, and email addresses for
each person identified in clauses (b) and (c); and
(e) the appeal fee set out in Schedule 1.
Hearing
177 The Vehicle for Hire Advisory Committee shall hear all appeals under this by-law.
178 Upon receipt of an appeal, the City shall, as soon as is practicable, notify the
appellant and all other parties of the date, time and location of the hearing.
179 All hearings before the Vehicle for Hire Advisory Committee shall be conducted
in accordance with Terms of Reference approved by Council.
180 If an appellant fails to appear at a hearing, the decision or order appealed shall
be deemed to be in full force and effect as if no appeal had been filed.
Vehicle for Hire Advisory Committee Powers
181 On an appeal, the VHAC may make any decision that the officer could have
made and may make its decision subject to such conditions as it considers
advisable.
182 When making its decision on an appeal, the VHAC shall have regard to the
following matters (where applicable):
(a) the purposes of this by-law as set out in Part II;
- 143 -
Vehicle for Hire By-law xxxx/19 Page 37
(b) the matters set out in section 16;
(c) the appellant's record of complying or not complying with any of the
provisions of this by-law or any condition imposed on a licence;
(d) the results of any testing, training, educational or awareness program
completed or not completed by the appellant; and
(e) any other thing or matter relevant to the appellant's ability to hold a
licence.
183 The decision of the VHAC on an appeal shall be final and binding.
184 Notice of the decision of the VHAC shall be given to the appellant and any other
person present at the hearing.
185 The VHAC's decision shall take effect on the day that it is made.
PART XV - OFFENCES / PENALTIES
186 (1) Every person who contravenes any provision of this by-law, and every
director or officer of a corporation who concurs in such contravention by
the corporation, is guilty of an offence and, subject to subsection (2), upon
conviction is liable to a fine not exceeding $25,000.
(2) Where a corporation is convicted of an offence under subsection (1), the
maximum penalty that may be imposed on the corporation is $100,000.
187 No person shall make a false or intentionally misleading statement of fact,
statutory declaration, application or other document required by this by-law.
188 No person shall prevent, hinder or obstruct or attempt to prevent, hinder or
obstruct an officer in the enforcement of this By-law.
189 Where an officer has reasonable grounds to believe that an offence has been
committed by a person, the officer may require the name, address, and proof of
identity of that person, and no person shall fail to provide the requested
information.
PART XVI - GENERAL
Plate Replacement
190 When a taxicab plate is defaced, destroyed or lost, the taxicab plate licensee
shall apply to the City for a replacement and shall pay the appropriate fee under
Schedule 1 within 14 calendar days of the damage, loss or destruction.
- 144 -
Vehicle for Hire By-law xxxx/19 Page 38
191 Where the taxicab plate is lost or destroyed, the taxicab plate licensee shall file a
police report detailing the circumstances of the loss or destruction and the City
shall issue a replacement plate.
Compliance with Other Laws
192 In addition to every other requirement imposed by this by-law, every licence is
issued subject to the condition that all federal, provincial and municipal laws, by-
laws, rules, regulations, orders, approvals, permits, standards, and all other
governmental requirements applicable to the operation of the business so
licensed must be complied with.
Changes
193 When a licensee changes his name or address or any information relating to his
licence, he shall notify the City within forty-eight (48) hours of the change.
194 Where there is to be a change in the composition of a licensed partnership, the
proposed change must be registered with the City.
195 Where there is to be a change in the composition or the controlling interest of a
licensed corporation, the proposed change must be registered with the City.
Fees
196 Persons receiving a service listed in Schedule 1 shall pay the fee set out in
Schedule 1 for that service.
Fare Adjustments
197 The fares set out in Schedule 2 shall be reviewed as needed by the Vehicle for
Hire Advisory Committee to determine whether to recommend a change to
Council.
Notice
198 Any notice required to be given under this by-law or any order served under Part
XII shall be in writing and shall be sufficiently given or served if delivered in
person or sent by registered mail to the last address on file with the City.
199 Each notice given or order served shall be deemed to have been received on the
day it was delivered or on the third business day after it was mailed, as the case
may be, whether or not it is actually received.
Repeal
200 By-law No. 6702/06 is repealed.
- 145 -
Vehicle for Hire By-law xxxx/19 Page 39
Short Title
201 This by-law may be cited as the Vehicle for Hire Licensing By-law.
Effective Date
202 This by-law shall come into effect on January 1, 2020.
BY-LAW enacted this day of December, 2019.
(original signed by)
David Ryan, Mayor
(original signed by)
Susan Cassel, City Clerk
- 146 -
Vehicle for Hire By-law xxxx/19 Page 40
SCHEDULE 1
FEES
Taxicab Licence Fees
Taxicab Plate owner licence (one year)
Brokerage licence (one year)
Taxicab driver's licence (two years)
Plate owner licence — clean air cab (one year)
City plate licence (one year)
Accessible Taxicab Plate (private)
Accessible Taxicab Plate (one year City owned)
Personal Transportation Company Fees
1 — 25 Drivers (one year)
25-99 Drivers (one year)
Greater than 100 Drivers (one year)
$ 250.00
150.00
100.00
125.00
1,000.00
$125.00
1,000.00
$3,000.00
$9,500.00
$20,000/year
PTC Drivers (based on the number of drivers with pick ups $15.00/driver
originating in Pickering within previous 3 months - to be paid quarterly)
Other Fees
Transfer of taxicab plate ownership
Filing an appeal
Replacement of taxicab driver's licence
Replacement of each tariff card
Change of registered vehicle
Re -inspection without taxicab meter
Re -inspection with taxicab meter
Lease filing
Late Cancellation/No Show for Inspection
Plate eligibility list application (every year)
Extension of Vehicle Model Year
Accessible Service Supplement:
Taxicab Plate Licence (annually)
Brokerage (annually)
PTC (payable quarterly)
- 147 -
$ 500.00
250.00
20.00
10.00
100.00
25.00
50.00
50.00
50.00
75.00
125.00
75.00
2,500.00
30 Cents/Trip
Vehicle for Hire By-law xxxx/19 Page 41
SCHEDULE 2
TARIFFS/FARES
1. For the first one-eighth kilometer or part thereof $3.15 (incl. HST)
2. For each additional one-eighth kilometer or part
thereof $0.25 (incl. HST)
3. For waiting time while under engagement, per minute $0.40 (incl. HST)
- 148 -
Attachment #2 to Report BYL 02-19
Uber
September 18, 2019
City of Pickering
One The Esplanade
Pickering, Ontario
Canada L1V 6K7
RE: Vehicle for Hire Licensing By-law/Taxicab Licensing By-law 6702/06
Dear Kimberly Thompson,
We are pleased to see the inclusion of the ridesharing industry in Pickering's Vehicle -For -Hire
By-law review. In light of the upcoming review, I provide the following submission directly to you
with respect to proposed new By-law that you may wish to consider as part of your
deliberations.
In summary (in no particular order):
1. Clarification from Uber under PTC Duties, Section 119 and 134
2. Clarification to Uber under PART I — INTERPRETATION, Definitions, "Operate"
3. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 99, (5 e (i) and 5 g) and clarification from Uber under Section 99
(9)
4. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 99, 9
5. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 100
6. Amendment to Section 122 (7), PTC Driver Duties
7. Amendment to Section 125 (3), under PTC Duties
8. Amendment to Section 126 (2, a) and (2, b)
9. Amendment to Section 133 (1), under PTC Duties
10. Amendment to Section 136, under PTC Duties
11. Amendment to Section 139, under PTC Duties
12. Recommendations regarding PTC fees
- 149 -
Uber
1. Clarification under PTC Duties, Section 119 and 134
Clarifying that this information is provided in the Uber Driver App in electronic form. No
amendments required, but we would like to provide clarification for your records that this
information sits within the App flow, and not in a physical or electronic "Card" format.
2. Clarification to Uber under PART I — INTERPRETATION, Definitions, "Operate"
Uber only provides trip data, not when driver -partners are online and not on trip. We would also
like clarification from staff on what is being referred to by "or otherwise accessing the PTC
platform".
3. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 99 (5 e (i) and clarification under Section 99 (5 g)
Recommended amendment to Section 99 (5 e (i): the farc ratc and/or surcharges.
This wording is not relevant given upfront pricing in the Uber app.
In reference to Section 99 (5 g), information on the accessibility of the Uber app is here:
https://help.uber.com/riders/article/how-to-request-a-ride-with-voiceover?nodeld=fffObbd5-4930-
4fff-8783-66d4558d3b47
Additionally, below are Uber's policies and products as it relates to accessibility:
• Uber's Community Guidelines: We want Uber to be enjoyable and safe for everyone.
Our community guidelines lay out our policies as it relates to safety and accessibility.
These ground rules are designed to ensure that riders and driver -partners are safe and
respectful. Drivers and riders could lose access to the Uber platform if they violate these
policies. See here: https://www.uber.com/ca/en/safety/uber-community-guidelines/
• Uber's Service Animal Policy: Uber has a Service Animal policy to reduce and
hopefully eliminate instances of denial of service to a rider with a service animal and to
ensure Uber driver -partners are fully aware of their obligations and consequences for
failing to provide service to an individual with a service animal. See here for the policy:
https://www. uber. com/en-CA/legal/policies/service-animal-policy/en-ca/
o It is both against Canadian laws and Uber's Non -Discrimination policy to deny an
individual a ride in an Uber because they are traveling with a service animal.
Under this policy, a confirmed denial of service will lead to an Uber driver -partner
losing service to Uber's platform.
- 150 -
Uber
o We also have a blocking feature to our App, which will require Uber
driver -partners to click to confirm acknowledgement and understanding of this
animal service policy. All Uber driver -partners receive the in -app prompt in their
first few days on the Uber platform. We also release ongoing education via email
each quarter.
• Blind and Low -Vision: With VoiceOver and wireless braille display compatibility, the
Uber App provides a safe and reliable transportation option for the blind and visually
impaired community.
• Deaf & Hard -of -hearing: Uber designed product innovations to further economic
opportunity for our deaf and hard of hearing driver -partners. Visible and vibrating alerts
aid deaf and hard of hearing riders, and in -app features such as the ability to enter
destination ensure effective communication from the rider to the driver -partner.
4. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 99, 9
Recommended amendment: an outline of the trarnmg program information provided to PTC
Drivers prior to accessing the platform.
5. Amendment to Part X - Personal Transportation Companies Licence Application
Requirements, Section 100 (1)
Uber makes available to the public the insurance required hereunder that we maintain on behalf
of driver-partners(101(3)). We do not make available our own CGL insurance (101(1)). We
recommend removing this requirement.
6. Amendment to Section 122 (7), PTC Driver Duties
We recommend against the use of identifiers for safety reasons as there is potential for fraud.
As an example, the City of Mississauga recently decided to move away from identifiers (see the
staff report here) stating that identifiers provide a "false sense of security and runs counter to
the public safety goals of the [Mississauga] Pilot Project', and "only 8% of rideshare users
checked the TNC Identifier before entering a vehicle (91% verified their trip via car description,
licence plate, driver rating system, driver name/photo and vehicle condition).
Additionally, Uber encourages passengers to check the license plate before getting into the
vehicle. There is a "Check Your Ride" function in -app where passengers are notified of the
license plate and make and model of the vehicle via push notification. See images below:
- 151 -
U6ER 8
Your driver is arriving
David is arriving soon in a GMC Acadia (CCt7M690). After
arriving, they'll wait 2 minutes before charges tsegin for L.
now
Itan
Workers and._ 111F 9
Meet at the pickup nihil for Horne EDIT
Fionn MacCool's
Google
Cority
v
� elaor gt
E
Meet Driver 9
Now Textur0
Starbuc s Rogers Q
David has arrived
497*
CCDM690
GMC Acadia
Any pickup notes?
L
Uber
1 min away
Arrive by 2 07 PM
David has arrived
CCDM690
GMC Acadia
Any pickup notes?
Always check the license plate, car details,in
and match the driver's photo.
7. Amendment to Section 125 (3), under PTC Duties
We recommend this requirement be removed. Uber does not have a mandatory training
program in place for Uber driver -partners. Instead, Uber provides information and education to
driver -partners that they are required to receive before accessing the Uber platform (i.e. as it
relates to accessibility, customer service etc.) Uber provided this information to the City of
Pickering in a previous conversation.
Uber has a global Incident Response Team (IRT), which manages cases as it relates to safety
on the Uber platform. IRT works closely with local law enforcement to investigate and adjudicate
on serious incidents to make a determination on access to the Uber platform. See attachment 1
and 2 for more information on reporting a safety incident and Uber's work with law enforcement.
See also attachment 3 and 4 for more information on safety features in the Uber app. We would
be happy to explore this more fully in conversation/meeting with you.
- 152 -
Uber
8. Amendment to Section 126 (2, a) and (2, b)
To increase flexibility of the platform, individuals who are interested in becoming driver -partners
with Uber are able to complete different parts of the sign-up process at their convenience. This
means that they may express interest in becoming a partner, i.e. sign up for an account, but not
upload any or all of the required documents (e.g. driver's licence, vehicle registration) until
months later. Only when all required documents are provided to and adjudicated by Uber are
these individuals provided access to the platform. As such, driving record abstracts and criminal
record searches may not be provided to Uber within 30 days of signing up, but they will be
completed and provided to Uber prior to their first trip. We recommend removing the 30 -day
requirement.
The databases accessed by a criminal record search are available to police services
nationwide. As such, it is not necessary to require that the criminal record search be conducted
by a police service within the province of Ontario. We recommend removing this requirement.
9. Amendment to Section 133 (1) under PTC duties
There is no way for Uber to know this information as it is managed by the Ministry of
Transportation. To add, this is already a provincial requirement imposed on all drivers on the
road. We recommend removing this requirement.
10. Amendment to Section 136 under PTC duties
Recommended amendment: With respect to any PTC information or records requested by
Municipal Law Enforcement Services for investigative or audit purposes, a PTC shall provide
the requested records, or any reports based on the information requested in a format approved
by the Manager, Municipal Law Enforcement Services within 30 days of the receipt of the
request, unless the Manager requires the records or reports within 48 hours.
11. Amendment to Section 139, under PTC Duties
Uber cannot provide information about specific taxicab service in the Uber app. We recommend
removing this requirement.
12. Recommendations regarding PTC fees:
Uber supports governments recouping the costs of regulatory compliance. However, municipal
fees should be based on cost recovery. The proposed fees exceeds that of most comparable
jurisdictions across Canada. No municipality or province in Canada that does not individually
- 153 -
Uber
license drivers have a per driver fee. We recommend fees similar to the City of Vaughan (i.e.
one-time licensing fee of $10,000 + $0.11 per trip fee).
See a few examples below for reference:
Municipality
Licensing Fee
Per Driver Fee
Per Trip Fee
Accessibility
Fee
City of Toronto
$20,000
$15/driver
$0.30
None
City of Ottawa
$7,253
None
$0.11
$0.07
City of
Mississauga
$20,000
None
$0.30
None
City of Guelph
$7,253
None
$0.11
$0.07
City of
Brampton
$20,000
None
$0.11
None
Town of Whitby
$25,000
None
None
None
City of Vaughan
$10,300
None
$0.11
None
Province of
Alberta
$20,000
None
$0.30
None
Province of
Quebec
$20,000
None
$0.30
None
- 154 -
Attachment #3 to Report BYL 02-19
From: Jeff Brandt
Sent: Friday, October 4, 2019 3:21 PM
To: Litoborski, Jason
Cc: Thompson, Kim D. ; Funsho Owolabi ; Melanie Goggins
Subject: Re: Vehicle for Hire Licensing
Jason,
We've reviewed the proposed bylaw. Given that it is largely consistent with communities around the GTA, we
do not have any comments at this time. I am heading on leave, but have copied my colleague Melanie Goggins,
in case you have follow up questions.
Jeff
On Thu, Sep 19, 2019 at 5:22 PM Jeff Brandt <jbrandt@lyft.com> wrote:
Hi Jason,
Thank you. You can consider myself and my colleague Funsho (from Lyft's Public Policy team) as points of
contact. We will take a look at the draft and provide comments as soon as we can. Thank you for reaching out.
Best,
Jeff
On Thu, Sep 19, 2019 at 5:39 AM Litoborski, Jason <jlitoborski@pickering.ca> wrote:
Jeff,
Thank you for getting back to me so quickly. The previous contact I was given was Dan Moulton, I never heard back
from him and understand he is no longer with Lyft. I also had tried emailing the enforcement team but also never
received any response. The City would appreciated Lyft's comments and input, as we only recently received your
contact information from a neighboring municipality the timeline for comments is reduced. They City undertook a
public consultation which has now closed but if we could get Lyft's comments in the next 2 weeks that would be
appreciated.
Take care,
Jason Litoborski c.P.s.o.
Municipal Law Enforcement Officer II 1 Corporate Services Division
905.420.4660 ext. 2045 1 1.866.683.2760
jlitoborskipickerinq.ca
From: Jeff Brandt <jbrandt@lyft.com>
Sent: Wednesday, September 18, 2019 7:13 PM
To: Litoborski, Jason <jlitoborski@pickering.ca>
Cc: Thompson, Kim D. <kthompson@pickering.ca>; Funsho Owolabi <funsho@lyft.com>
Subject: Re: Vehicle for Hire Licensing
Hi Jason,
Who have you previously reached out to at Lyft regarding this matter --I want to be sure that no action has
previously been taken. Otherwise, we can review the draft bylaw. What is the timeline for providing input on
the draft?
Thanks,
Jeff
On Wed, Sep 18, 2019 at 11:06 AM Litoborski, Jason <jlitoborski@pickering.ca> wrote:
The City of Pickering has been trying to contact Lyft with regards to licensing and regulation of the
ride sharing industry in the City of Pickering. I have been provided your name as a contact for Lyft
with regards to municipal licensing, the City of Pickering has prepared a draft bylaw and has
conducted a public consolation regarding the draft Vehicle for Hire By-law. The City would like to
have Lyft review the draft by-law and provide comments as soon as possible, the shortcut to the
webpage is : www.pickering.ca/VFH. I have also attached a copy of the draft by-law with this email.
We look forward to your input and comments.
Jason Litoborski c.P.s.o.
Municipal Law Enforcement Officer II 1 Corporate Services Division
905.420.4660 ext. 2045 1 1.866.683.2760
jlitoborski@pickering.ca
Attachment #4 to Report BYL 02-19
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Ajax, Ontario L1S 1R4
Email:
Phone Number:
Industry Member? Yes
Date Submitted: 8/24/2019
Comments:
My stand allways the same please bring law equal for all system democratic system
allow equal opportunity me being the stake holder it is a matter of time as a company
when it will be impossible to sustain every one comes in kicks us weather it is the city or
the consumer and now the insurance company it is hard to keep affording the high
prices of insurance i understand you have studied the industries and see what the
surrounding city has done please whatever u do keep those things in mind
- 157 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1W 3H6
Email:
Phone Number:
Industry Member? No
Date Submitted: 8/13/2019
Comments:
I'm in favour of Personal Transportation Companies such as UBER, Lyft etc operating in
Pickering under the proposed bylaw.
- 158 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1V 3B9
Email:
Phone Number:
Industry Member? No
Date Submitted: 8/13/2019
Comments:
Hello
I find the services like Uber to be far superior to regular taxis, price wise and safer.
- 159 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1V6N4
Email:
Phone Number:
Industry Member? No
Date Submitted: 8/13/2019
Comments:
I believe that in the suburbs, it's so important to have a competitive market in the
options for transit around the city. With Pickering's (and durham region's) transit system
being less than reliable, having the ride share option for those quick trips to the store or
mall or to the GO station is so important. While taxi's may be a decent option for some,
in 2019, we need companies who utilize cashless and touchless payment options that
are quick and easy to use, such as Lyft and Uber. While not perfect services, they have
been extremely helpful to get around the city when my car has been out of service or if I
planned on going out for dinner (while having a drink or two) where I would absolutely
not drive. We definitely need these services so please do not make it harder for them to
operate.
- 160 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
PICKERING, ON L1V5K9
Email:
Phone Number:
Industry Member? No
Date Submitted: 7/25/2019
Comments:
I one day will drive for uber or Lyft & I think their services will be needed esp. when we
get the casino & airport up and running. Taxi's alone will not suffice the needs for the
City of Pickering.
Make it happen! We are growing in the right direction!
Thx
- 161 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1w1h4
Email:
Phone Number:
Industry Member? No
Date Submitted: 7/19/2019
Comments:
Uber and Lyft are the best things since sliced bread. I don't drive and now I am able to
get around. Taxi cabs are not not convenient or affordable and is way more expensive
in Pickering than in Toronto.
Things are fine the way they are so there is no need to over regulate and mess up a
good thing.
Also good job to Durham Region Transit for offering summer fares for students and free
rides for children. That also helps me to get around. These are good moves. Adding
further regulation to Uber is not. Please leave it alone.
- 162 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1v2y3
Email:
Phone Number:
Industry Member? No
Date Submitted: 7/18/2019
Comments:
We need a level field where taxi and personal transportation can compete effectively
Maintenance and licensing requirements should be equal. Rates for personal
transportation should not be allowed to be tripled when increased usage is needed
(such as go train stoppage or snow storms).back ground checks should be the same for
all to ensure public safety.
- 163 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1 W 1 G3
Email:
Phone Number:
Industry Member? No
Date Submitted: 7/18/2019
Comments:
I haven't been able to find the draft by-law anywhere.
- 164 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1V5C9
Email:
Phone Number:
Industry Member? No
Date Submitted: 7/18/2019
Comments:
I think if you are going to provide a taxi or taxi like service, all must abide by the same
rules vis a vis insurance, training, etc. It is unfair to expect cab drivers and companies
to pay extra fees and insurance costs and then still be able to compete with a the likes
of Uber and other rideshare apps who chronically underpay their drivers while having
none of the costs associated with essentially being a taxi.
- 165 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
PICKERING, Ontario L1W2Z3
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/29/2019
Comments:
This is an important initiative. Right now, Lift and Uber drivers have an unfair advantage
over taxi drivers, since they are not subject to the rigorous regulations that taxi drivers
are required to adhere to.
Also, this is important to ensure the safety and protect of our community. I can't see any
reasonable arguments to oppose this idea. This makes sense and I hope the council
follows through on it.
- 166 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1V 7G7
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/26/2019
Comments:
i use Uber on a regular basis and have never had a bad experience. I bring my 4 year
old daughter in the car and bring her car seat too and no one has ever given me any
problems. As someone who does not have a car and takes public transit everyday, I
need Uber as a back up in case I need to leave work in Pickering and pick up my
daughter from school in Ajax immediately if she is sick or injured. Also I use Uber on the
weekends when buses do not run frequently enough or when it is nighttime. I feel safer
in an Uber than I do on public transit.
- 167 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1X)b6
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/24/2019
Comments:
Requiring drivers to obtain licenses to drive in a for -hire situation is contradictory to the
way online services such as Uber and Lyft operate. These companies have safety
measure in place to help prevent crime and issues during a ride. They are the future of
for -hire rides. Taxis are dying.
By requiring drivers to obtain a local license, you are discouraging those (who even
know about this bylaw) to drive, which increases prices for riders. These are the exact
people you are serving. Overall, City revenues will fall due to fewer licenses and riders
will be forced to pay higher prices given there will be fewer drivers. This is a lose -lose
proposal.
- 168 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1W2V4
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/22/2019
Comments:
There should be a mandatory course for the foreign taxi drivers & their business owners
on MANNERS & RESPECT towards customers. I worked for a local taxi company and
they treated their drivers like crap & did not care about fixing the cabs. They
disrespected the customers. Each & every driver should care immensely about
customers especially with Uber & Lyfte now.
The Uber & Lyfte drivers should have to be checked for a police check! every few
months & a drivers abstract.
- 169 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Greenwood, Ontario LOH 1H0
Email:
Phone Number
Industry Member? No
Date Submitted: 6/20/2019
Comments:
There are too many rules. Enough laws, just put this into educating the public.
- 170 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1V 1E8
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/15/2019
Comments:
Allow Uber, Lyft and other PTC providers to operate in the city of Pickering with minimal
restrictions. It really makes sense for us commuters since the public transportation
system in Pickering is extremely limited.
I request that the City of Pickering should not bow down to the pressure tactics of Taxi
companies
- 171 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1V 6S9
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/13/2019
Comments:
I agree with the proposed vehicle for hire by-law.
- 172 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ont LoB1A0
Email:
Phone Number
Industry Member? No
Date Submitted: 6/13/2019
Comments:
My comments here may not be what you're referring to but for over 1/4 century ,
CLASSIQUE Van Service has provided our family with airport rides of excellence.
I'm distressed to hear that they are suffering in part from inferior, cheaper competition .
Please try to come to their aid.
Their vans, drivers and administration are the icing on every trip as they provide clean,
safe, efficient , worry -free care at either end of every adventure. .
- 173 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
PICKERING, ON
Email
Phone Number:
Industry Member? No
Date Submitted: 6/13/2019
Comments:
Kim: the issues of car sharing for example Zipcar and scooter sharing for example Bird
are impacting Public Works and the road allowances that they may be parked on or left
in place. Is there any thought to include in this by-law or introduce another one to
address this burgeoning issues. Thanks=
- 174 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, Ontario L1W2W4
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/11/2019
Comments:
I support Uber's business model and operation in Pickering.
My family has used it continuously for many year without incident.
If the City feels its needs to have some sort of bylaw in place then it should do so with
limited interference to Uber's existing model.
- 175 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, ON L1V3A5
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/11/2019
Comments:
I use ride -sharing services (Lyft, primarily) at least once a week.The convenience
offered by the services (and the prices) are secondary to the fact that these services
have eliminated all of the problems I used to have with legacy cab companies. In the
past, I'd had drivers reject rides because they were too short, have broken debit
machines and insist that I pay cash, had horrible drivers who didn't know their way
around - or worse, aggressive dangerous drivers. It's time for the industry to adapt to
the on -demand economy that has been created. It's more than just transportation -
disruption is happening in food services, home services and more. I strongly support the
introduction of new services and technology and would support anything the city or
region can do to make ride -sharing services like Lyft or Uber more affordable, easier to
operate, and more accessible to the public.
- 176 -
Proposed Vehicle for Hire By-law
Public comments received through online form
June, July, August 2019
Pickering, On L1 W 1 G9
Email:
Phone Number:
Industry Member? No
Date Submitted: 6/11/2019
Comments:
Please, please, please do not do away with our ability to use ride -sharing companies
OR taxis. As a consumer, I should have the ability to choose my provider, so long as
they are safe. Competition is a good thing. Please be forward thinking. I work in the
insurance industry, and if we are able to support this industry, I think government should
be able to as well.
Thank you
- 177 -
C4PICKE RiNG
Report to
Executive Committee
Report Number: CS 44-19
Date: December 2, 2019
From: Marisa Carpino
Director, Community Services
Subject: Municipal Highway Winter Maintenance Agreement
- Third Concession Road (Peter Matthews Drive) in the City of Pickering
- File: A-1440-001-19
Recommendation:
1. That Council authorize the Mayor and City Clerk to execute a Municipal Highway Winter
Maintenance Agreement with the Regional Municipality of Durham 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.
Executive Summary: The Municipal Highway Winter Maintenance Agreement with the
Regional Municipality of Durham will provide for winter patrol and maintenance services by the
City of Pickering for Third Concession Road (Peter Matthews Drive) which extends from Brock
Road westerly to Grand Valley Park (also known as the off leash dog park), as set out in
Attachment 1. Winter patrol and maintenance by the City of Pickering has been requested by the
Regional Municipality of Durham and will result in a more consistent level of service for City of
Pickering residents.
The Regional Municipality of Durham will continue to be responsible for routine patrol and
maintenance of Third Concession Road (Peter Matthews Drive). It is staff's understanding that the
Regional Municipality of Durham will resume winter patrol and winter maintenance once Peter
Matthews Drive extends into the south Lamoreaux subdivision in Seaton connecting to Taunton
Road with an anticipated increase in traffic volume. The Municipal Highway Winter Maintenance
Agreement would remain in effect until such time as the Regional Municipality of Durham advises
the City of Pickering by written notice within 90 days of its intention to resume winter patrol and
winter maintenance.
Financial Implications: The Regional Municipality of Durham will compensate the City of
Pickering for winter patrol and maintenance services provided between the dates of November 5
through April 30, at a flat annual rate of $2,500.00 per lane -kilometre. Based on an estimate of 2.6
lane/kilometres, the anticipated annual revenue is $6,500.00.
- 178 -
CS 44-19 December 2, 2019
Subject: Municipal Highway Winter Maintenance Agreement Page 2
Discussion: At the present time, Third Concession Road (Peter Matthews Drive) between
Brock Road and Grand Valley Park behaves like a collector road requiring maintenance in
accordance with the Minimum Maintenance Standards (MMS) for Class 3 or 4 roads. Although a
Regional Road, winter maintenance for this road type is better suited to the City of Pickering's
equipment and plow routes.
As such, City of Pickering (as a service provider) has agreed to provide winter patrol and
maintenance for Third Concession Road (Peter Matthews Drive), subject to the terms and
conditions outlined in the attached Municipal Highway Winter Maintenance Agreement. The City
will continue to sand, salt, plow, and remove snow and ice as needed in accordance with MMS
standards during the term of this agreement. The Regional Municipality of Durham will be
responsible to provide all other routine patrol, maintenance and repair requirements, such as
grading, pothole repairs, signage and drainage.
Interestingly, the City of Pickering is currently responsible for the year round patrol and
maintenance, including winter maintenance, on Third Concession Road from Brock Road easterly
to the Ajax/Pickering border ending at Bunting Court. As such, the additional winter maintenance
services will provide consistent and continuous winter maintenance for those who travel on Third
Concession Road at the present time.
Once Peter Matthews Drive is built out and connects to Taunton Road through the South
Lamoreaux subdivision in Seaton, it will attract larger volumes of traffic and behave more like an
arterial road. At that time, the Regional Municipality of Durham will resume winter patrol and
winter maintenance.
The Municipal Highway Winter Maintenance Agreement, as set out in Attachment 1, is for a one
year term ending April 30, 2020, with automatic renewal for additional one year periods, and as
authorized by Council, will be executed subject to minor revisions as may be required by the
Director, Community Services and the Director, Corporate Services & City Solicitor.
Attachment:
1. Municipal Highway Winter Maintenance Agreement
- 179 -
CS 44-19
December 2, 2019
Subject: Municipal Highway Winter Maintenance Agreement Page 3
Prepared By: Approved/Endorsed By:
Original Signed By: Original Signed By:
Rob Burlie, P. Eng.
Manager, Public Works
Original Signed By:
Brian Duffield
Division Head, Operations
Marisa Carpino, M.A.
Director, Community Services
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P. Eng.
Chief Administrative Officer
RB:nm
- 180 -
Attachment No. 1 to Report CS 44-19
Municipal Highway Winter Maintenance Agreement
This Agreement made this day of , 2019
Between:
The Regional Municipality of Durham
(the "Region")
- and -
The Corporation of the City of Pickering
(the "City")
WHEREAS Third Concession Road (Peter Matthews Drive), being Part of Lot 19,
Concession 2, Part of Lots 19 and 20, Concession 3, Part of the Road Allowance
between Concessions 2 and 3, and Part of Clearside Court, Plan 40M-1887,
designated as Parts 1 to 7, Plan 40R-30215 (the "Road") located within the City of
Pickering is under the jurisdiction and ownership of the Region;
AND WHEREAS Section 11 and Section 20(1) of the Municipal Act, 2001, S.O. 2001,
c. 24 (the "Municipal Act") permit municipalities to enter into an agreement to provide for
the operation and maintenance of roads;
AND WHEREAS the City and the Region are desirous of entering into an agreement
pursuant to the provisions of Section 11 and Section 20(1) of the Municipal Act, wherein
the City will undertake agreed upon winter maintenance services of the Road on behalf
of the Region in exchange for payment by the Region to the City for the agreed upon
winter maintenance services;
NOW THEREFORE in consideration of the covenants herein contained and upon the
terms and conditions expressed herein the parties agree as follows:
1. Definitions
(1) "Agreement" means this agreement, including its recitals and any
Schedules which form an integral part of it, as amended from time to time.
(2) "Capital Improvements" means any road repair or improvement that is not
Regular Maintenance, including, but not limited to, major repairs,
improvements and replacements such as resurfacing and reconstruction
of the Road, bridge replacement or reconstruction, culvert replacement, or
the installation of new or expanded drainage systems.
- 181 -
(3)
"Claims" include any and all claims, actions, causes of action, complaints,
demands, suites or proceedings of any nature or kind in respect of any
and all losses, damages, liabilities, deficiencies, costs and expenses
(including, without limitation, all legal and other professional fees and
disbursements, interest, liquidated damages and amounts paid in
settlement, whether from a third person or otherwise), the costs or
expenses of complying with any environmental laws, and any economic
losses, consequential, indirect, special and incidental damages resulting
from or in any way related to a breach of a term of this Agreement, loss of
life, personal injury (including, in all cases, personal discomfort and
illness), and loss of and damage to property.
"Minimum Maintenance Standards" means those standards established
by Ontario Regulation 239/02, as amended, pursuant to Section 44 of the
Municipal Act.
"Regular Maintenance" means all routine or normal road maintenance
including, but not limited to, shouldering, asphalt repair, pothole patching,
crack sealing, depression settlement repairs, catch basin and storm sewer
cleanout, litter pick up, inspection, repair and replacement related to
signs, vegetation control, road and roadside drainage, entrances and
entrance culverts, dust control, road surfacing, road stability, and grading,
and excludes Winter Maintenance.
(6) "Road" means Third Concession Road (Peter Matthews Drive), being Part
of Lot 19, Concession 2, Part of Lots 19 and 20, Concession 3, Part of the
Road Allowance between Concessions 2 and 3, and Part of Clearside
Court, Plan 40M-1887, designated as Parts 1 to 7, Plan 40R-30215, being
2.6 lane -kilometres, as further identified in the location map attached
hereto as Schedule A.
(7)
"Routine Road Patrol" means the process of driving each section of the
Road in one direction to monitor road conditions and assess the need for
Regular Maintenance, and shall not include Winter Road Patrol.
(8) "Term" means the term of this Agreement as specified in Section 2 of this
Agreement.
(9) "Winter Maintenance" means snow ploughing, ice control, application of
sand and/or salt mixture, application of brine direct liquid, snow removal
where necessary and Winter Road Patrol, and excludes Capital
Improvements, Regular Maintenance and Routine Road Patrol. Winter
Maintenance shall occur throughout the Winter Maintenance Term.
- 182 -
(10) "Winter Maintenance Term" shall occur through November 5 to April 30,
inclusive, in each calendar year of the Term.
(11) "Winter Road Patrol" shall occur throughout the Winter Maintenance Term
and means the process of driving each section of the Road in one
direction to monitor winter road conditions and assess the need for Winter
Maintenance, and shall not include Routine Road Patrol.
2. Term
This Agreement shall commence on January 4, 2019 for a term of one (1) year
expiring on January 3, 2020, unless terminated earlier as provided hereunder
(the "Initial Term"). The Initial Term will thereafter automatically renew for
additional one (1) year periods (the Initial Term and any renewal thereof being
collectively referred to herein as the "Term") unless either party terminates this
Agreement, without cause, by no less than 90 days written notice prior to the end
of the then current Term.
3. Maintenance and Repair
(1) The City shall provide Winter Maintenance of the Road in accordance with
the Minimum Maintenance Standards.
(2) Notwithstanding any other provision contained herein, the obligations set
out in this Agreement shall not include any obligation or responsibility of
the City for any maintenance services and/or improvements, including, but
not limited to, Capital Improvements, Regular Maintenance and Routine
Road Patrol of the Road that are the responsibility of the Region to
provide, whether pursuant to this Agreement or otherwise. Furthermore,
the Region acknowledges and agrees that the physical condition of the
Road may affect the manner in which Winter Maintenance is delivered by
the City.
(3)
The Region, at its sole cost and expense, shall provide all Capital
Improvements, Regular Maintenance and Routine Road Patrol of the
Road in accordance with the Minimum Maintenance Standards.
4. Fee and Payment
(1) The Region agrees to pay $6,500.00 ($2,500.00 per lane -kilometre of
road maintained where the Road is 2.6 lane -kilometres) annually to the
City throughout the Term of this Agreement for costs incurred by the City
in performing Winter Maintenance of the Road. The parties acknowledge
and agree that the commencement date of this Agreement is not the first
day of the Winter Maintenance Term and that the Region shall pay to the
- 183 -
City $4,290.00 for the remainder of the Winter Maintenance Term from
January 4, 2019 to April 30, 2019.
(2) Within 60 days of the end of each year throughout the Term, the City shall
submit to the Region annual invoices and the Region shall pay the annual
invoices submitted by the City within 30 days of receipt of said invoices.
5. Default
(1) Upon default by either party (the "Defaulting Party") under any terms of
this Agreement, and at any time after the default, the other party (the
"Non -Defaulting Party") shall have all the rights and remedies provided by
law and by this Agreement.
(2) No delay or omission by the Non -Defaulting Party in exercising any right
or remedy, and no single or partial exercise of a right or remedy shall
preclude any other or further exercise of such right or remedy, or the
exercise of any other right or remedy. Furthermore, the Non -Defaulting
Party may, but is not required to, remedy any default by the Defaulting
Party in any reasonable manner without waiving the default remedied and
without waiving any other prior or subsequent default by the Defaulting
Party. All rights and remedies of the Non -Defaulting Party granted or
recognized in this Agreement are cumulative and may be exercised at any
time and from time to time independently or in combination.
6. Liability
The parties acknowledge and agree that, upon execution of this Agreement, the
City shall perform Winter Maintenance of the Road in accordance with the
maintenance obligations set out in this Agreement. Notwithstanding any other
provision contained herein, the City shall only be liable for any damages that
arise from Winter Maintenance of the Road, to the extent that such obligations
have been assigned to the City in accordance with this Agreement, and that the
City shall be relieved from all liability in respect of any maintenance services
and/or improvements not included as part of the Winter Maintenance of the
Road.
7. Notice of Claims
The Region and the City shall notify each other forthwith of any Claims or other
information regarding pending or possible Claims by a third party arising from the
responsibilities set out in this Agreement, and shall provide each other with
copies of any correspondence with the claimant or the claimant's representatives
upon request.
- 1 64 -
8. Indemnification
(1) The City agrees to defend, indemnify and save the Region harmless from
all Claims in any way caused or alleged to be caused by the negligence or
wrongdoing of the City, its employees, agents, contractors and councillors
related to or arising out of the performance of this Agreement, including
the Winter Maintenance of the Road.
(2) The Region agrees to defend, indemnify and save the City harmless from
all Claims in any way caused or alleged to be caused by the negligence or
wrongdoing of the Region, its employees, agents, contractors and
councillors related to or arising out of the performance of this Agreement
unless the allegations are made in relation to the Winter Maintenance of
the Road.
9. Insurance
(1) During the Term of this Agreement, the City shall maintain a policy of
General Liability insurance providing coverage in respect of any incident
bringing rise to a claim pertaining to this Agreement to the limit of a minimum
of Ten Million Dollars ($10,000,000.00) exclusive of interest and costs,
against death, injury, property damage and personal injury. Such insurance
policy shall contain provisions for cross liability and severability of interest
and further that the policy will not be cancelled until 30 days after written
notice of such change or cancellation shall have been given to the Region.
The General Liability policy shall include the Region as an additional insured
with respect of all operations performed by or on behalf of the City pertaining
to this Agreement. The City shall also maintain automobile Liability Insurance
in respect to licensed vehicles and trailers owned and/or leased by the City,
with limits of not less than Five Million Dollars ($5,000,000.00) inclusive per
occurrence for bodily injury, death and damage to property. The City shall
provide to the Region a Certificate of Insurance verifying the above.
(2) During the Term of this Agreement, the Region shall maintain a policy of
General Liability insurance providing coverage in respect of any incident
bringing rise to a claim pertaining to this Agreement to the limit of a minimum
of Ten Million Dollars ($10,000,000.00) exclusive of interest and costs,
against death, injury, property damage and personal injury. Such insurance
policy shall contain provisions for cross liability and severability of interest
and further that the policy will not be cancelled until 30 days after written
notice of such change or cancellation shall have been given to the City. The
General Liability policy shall include the City as an additional insured with
respect of all operations performed by or on behalf of the Region pertaining
to this Agreement. The Region shall also maintain automobile Liability
Insurance in respect to licensed vehicles and trailers owned and/or leased by
the Region, with limits of not less than Five Million Dollars ($5,000,000.00)
- 185 -
inclusive per occurrence for bodily injury, death and damage to property. The
Region shall provide to the City a Certificate of Insurance verifying the above.
10. Notice
(1) Any notice, document or communication to be given under this Agreement
shall be in writing and delivered by hand, registered or pre -paid mail,
courier, fax or email (as appropriate) to the party to which it is to be given,
as follows:
to the Region at:
605 Rossland Road East, Whitby, ON L1N 6A3
Attention: David Hagner, Fax No.: 905.668.2051
and to the City at:
Pickering Civic Complex, One The Esplanade, Pickering, ON L1V 6K7
Attention: City Clerk, Fax No.: 905.420.9685
Any notice or other communication will be deemed to have been received,
if delivered or sent by email or fax, on the date of delivery or transmittal
and if mailed by registered post, on the 10th day following the date of
mailing.
(2) Notwithstanding the foregoing, unless otherwise specified, notice of any
immediate matter concerning the performance of the maintenance
obligations of the Road under this Agreement shall be made to the
following:
to the Region:
Attention: Shawn Downey
Phone No.: 905.683.1471
Email: shawn.downey@durham.ca
to the City:
Attention: Rod Marshall
Phone No.: 905.420.4660 ext. 5221
Email: rodmarshall@pickering.ca
11. General
(1) Schedule A attached hereto shall form part of this Agreement.
(2) This Agreement shall enure to the benefit of and be binding upon the
parties hereto and their respective successors and permitted assigns.
Neither party may assign all or any part of this Agreement without the prior
written approval of the other party.
- 166 -
(3) All words in this Agreement shall be deemed to include any number or
gender as the context requires.
(4) This Agreement shall be governed by and construed in accordance with
the laws of the Province of Ontario.
(5) In this Agreement, headings are for convenience of reference and are not
to be used to interpret this Agreement, and words in the singular include
the plural and vice versa.
(6) This Agreement constitutes the entire agreement between the parties
concerning the maintenance of the Road and may only be amended or
supplemented by an agreement in writing signed by both parties.
(7)
The parties shall comply with all legal requirements (including statutes,
laws, by-laws, regulations, ordinances, orders, rules and regulations of
every governmental authority having jurisdiction) that relate to the
maintenance of the Road.
(8) All paragraphs, terms and conditions of this Agreement are severable,
and the invalidity, illegality or unenforceability of any such paragraph, term
or condition shall be deemed not to affect the validity, enforceability or
legality of the remaining paragraphs, terms and conditions.
(9)
Notwithstanding anything in this Agreement, neither party shall be in
default with respect to the performance of any of the terms of this
Agreement if any non-performance is due to any force majeure, strike,
lock -out, labour dispute, civil commotion, war or similar event, invasion,
the exercise of military power, act of God, government regulations or
controls, inability to obtain any material or service, or any cause beyond
the reasonable control of the party.
(10) The parties acknowledge that this Agreement and any information or
documents that are provided hereunder may be released pursuant to the
provisions of the Municipal Freedom of Information and Protection of
Privacy Act, R.S.O. 1990, C. M.56, as amended. This acknowledgement
shall not be construed as a waiver of any right to object to the release of
this Agreement or of any information or documents.
- 187 -
In witness whereof the parties have duly executed this Agreement as of the date first
written above.
The Regional Municipality of Durham
The Corporation of the City of Pickering
David Ryan, Mayor
Susan Cassel, City Clerk
- 1$8 -
Schedule A
Location Map Identifying the Road
Wintor Marnionance - Conciassi6n Road 3 (Reiter Matthews Drive)- t.3 kr- f2 R terse k, .. ori: F.rkIrdr
- 189 -
Cfy �t
DICKERING
Report to
Executive Committee
Report Number: ENG 11-19
Date: December 2, 2019
From: Richard Holborn
Director, Engineering Services
Subject: Balsdon Park Master Plan
- File: A-1440
Recommendation:
1. That Balsdon Park Master Plan be endorsed by Council;
2. That staff be directed to prepare the detailed designs required for the implementation of the
Balsdon Park Master Plan;
3. That staff be directed to include the implementation of the Balsdon Park Master Plan in the
2021 to 2024 Capital Forecast, and request funds for construction in a future year through
the annual budget process; 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: Balsdon Park, originally constructed in the early 1960's is currently
being underutilized and does not properly service the neighbourhood. The existing baseball
diamond is no longer programmed and the play structures that were vandalized due to their lack
of visibility from the street many years ago were removed.
The Balsdon Park Master Plan being presented in this report reflects the current needs and wants
of the neighbourhood residents, based on the comments received through a public consultation
process between November 2017 and June 2018. The features of the proposed master plan
include a lit pathway system, a shade structure and new children's play area that will be visible
from the park entrance, a leash -free area for dogs and general open space for informal play.
Financial Implications: Funds for the preparation of a Master Plan for Balsdon Park was
approved in the City's 2017 Parks Capital Budget. The cost to implement the proposed master
plan has been estimated at approximately $440,000.00. The City is anticipating receipt of
$40,000.00 from the developer of 715 Liverpool Road pursuant to Section 37 of the Planning Act
for density bonusing. These funds can be applied to the implementation of the master plan. Staff
will request funds for construction to implement the Balsdon Park Master Plan through the annual
budget process.
- 190 -
ENG 11-19 December 2, 2019
Subject: Balsdon Park Master Plan Page 2
Discussion: Balsdon Park, located on the north east side of Liverpool Road and
Krosno Boulevard and in the Bay Ridges Neighbourhood, was constructed in the early 1960's.
The park, although accessible by two entrances on Krosno Boulevard and one on Naroch
Boulevard, is practically "land locked", bounded by blocks of townhomes on the Krosno Boulevard
frontage and single family homes on the Naroch Boulevard and Helen Crescent frontages. As
such, most of the park is not visible from the street.
The park currently has a ball diamond that is no longer programmed, generally due to the lack of
parking available. A single steel swing set is the extent of children's play equipment as the
previous play structures were vandalized by fire in 2003. A decision was made at the time (in
consultation with area residents) not to replace the play equipment since the existing playground
location was not visible from the street.
City staff initiated the public consultation process through an on-line survey with over 700
residents within the Bay Ridges area being notified of the questionnaire through a postal walk.
Notification was also posted on the City's Facebook page and website. The online survey was
accessed 261 times with 117 people completing the survey and submitting comments between
November 20 and December 12, 2017. Information requested from the responders included their
proximity to the park, their household demographics and current use of the park, what existing
features in the park they liked or disliked, and what features that they would like to see included in
the park master plan. Some of the highlights from the survey results are:
• 48 percent of the respondents live within a 5 minute walk of the park
• 65 percent of the respondents currently use the park with 63 percent of them visiting 1-9 times
per month and 13 percent of them using the park daily
• Dog walking and short -cutting through the park were the most common current uses
• Removal of the existing ball diamond due to its underutilization was the most common
comment with regards to existing park features
• The most common requests for park features were a leash -free area for dogs (40 respondents)
and an improved children's playground (39)
• Other requested features include walking paths (8), outdoor skating (8), basketball court (6),
more seating (6), community gardens (6), better lighting (5), gazebo/shade (4), and more trees
(3)
• 71 of the respondents provided contacts in order to obtain updates
Comments received were reviewed with Public Works and Animal Services staff, in particular the
request for a leash free area in the park plan. With the overwhelming response from the
surrounding residents for a leash free area and the existing significant use of the park by dog
walkers, staff felt that a leash free area would be a viable use for this park. A concept master plan
was prepared that included a leash free area, a children's playground area relocated in line with
the Naroch Boulevard entrance, for better visibility a lit pathway system with an optional looped
portion along the south park limits, a shade structure overlooking the playground and leash free
- 191 -
ENG 11-19 December 2, 2019
Subject: Balsdon Park Master Plan Page 3
area, and a large open space for informal play. Additional trees and benches were also included
along the pathway system.
The concept master plan was presented at a Public Open House on May 8, 2018. The event was
held at the East Shore Community Centre with approximately 50 people in attendance. The
Supervisor, Animal Services was in attendance to assist Engineering Services staff with
discussions surrounding the proposed leash free area, which was the main topic of discussion at
the open house. Following the Public Open House, the concept master plan and comment sheet
were posted on the City website and comments were accepted until June 1, 2018.
There were 19 written comments received with 15 respondents providing comments on the
proposed leash -free area. Out of the 15 comments, 11 were in support and 4 were opposed.
Those opposing were concerned about the noise of barking dogs, lack of parking for park users
and garbage. With regards to the concerns about parking, the proposed leash -free area would not
be advertised as a City-wide facility, rather a local neighbourhood facility that would not
necessitate the need for additional parking. As the residents opposing the leash free area all
reside on Naroch Boulevard, it was also decided to modify the master plan by switching the
location of the leash free area and open space play area, moving the leash free area away from
the Naroch Boulevard side of the park. The revised plan is presented in this report for
endorsement.
Based on the concept drawings prepared for the park reconstruction, staff estimate the
construction costs to be in the range of $440,000. The City may receive $40,000 from the
developer of 715 Liverpool Road, to be used as a community benefit in return for their proposed
increased density pursuant to Section 37 of the Planning Act. These funds would be used towards
the upgrades to Balsdon Park, to off -set some of the City's costs.
Attachments:
1. Location Plan
2. Balsdon Park Master Plan — Existing Site Photos
3. Balsdon Park Master Plan — Context Site Plan
5. Balsdon Park Master Plan — Concept Site Plan
- 192 -
ENG 11-19
December 2, 2019
Subject: Balsdon Park Master Plan Page 4
Prepared By:
Original Signed By:
Arnold Mostert, O.A.L.A.
Sr. Coordinator, Landscape &
Parks Development
AM:mjh
Approved/Endorsed By:
Original Signed By:
Richard Holborn, P. Eng.
Director, Engineering Services
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
- 193 -
Attachment #1 to Report # ENG 11-19
DICKERING
Engineering Services Department
Balsdon Park Master Plan
Location Map
- 194 -
Attachment # 2 to Report # ENG 11-19
north entrance
view into park from north entrance
south-west entrance
view into park from SW entrance
NAROCH BOULEVARD
— north entrance
AZI
�.� playground asphalt path
•
area
ball diamond
view facin_ east across ark
, ,
view facing north across park
south-east entrance
view into park from SE entrance
ENGINEERING
SERVICES
DEPARTMENT
SCALE:
N.T.S
DATE:
May 2018
Balsdon Park Master Plan
Existing Site Photos
c4
DICKERING
- 195 -
Attachment # 3 to Report # ENG 11-19
NAROCH BOULEVARD
HALLER
AVENUE
D lighting
Accessible
Open Space
Play Area
Secondary walkway
for "looped" trail
(1.5n' wide)
Trees
Children's
Playground
Area
Shade Structure
with seating
Mointenace
Gate
Leash Free Area
Fence
Asp5holmt alwide)kway
(2.
Leash Free Area
Entrance Gates
Accessible path
and seating
AVENU.d
4i
Dog onwaste
Stati
phalt
ENGINEERING
SERVICES
DEPARTMENT
SCALE: DATE:
N.T.S rev. October 2019
Balsdon Park Master Plan
Context Site Plan
Cty
DICKERING
- 196 -
Attachment # 4 to Report # ENG 11-19
w-Awe3.
WilfiVIA 4P -4-01V
-nr
Seating
Leash -free Area
Shade Structure
Asphalt walkway
(2.5m wide)
Leash Free Area
Entrance Gates
Accessible path
and seating
Dog waste
Station
Children's Playground
ENGINEERING
SERVICES
DEPARTMENT
SCALE:
N.T.S
DATE:
rev. October 2019
Balsdon Park Master Plan
Concept Site Plan
Pathway Lighting
c4
DICKERING
- 197 -
Cl,
DICKERING
Report to
Executive Committee
Report Number: FIN 20-19
Date: December 2, 2019
From: Stan Karwowski
Director, Finance & Treasurer
Subject: 2020 Interim Levy and Interim Tax Instalment Due Dates
Recommendation:
1. That an interim property tax levy be adopted for all realty property classes for 2020;
2. That the interim property tax levy tax instalment due dates be February 26 and April
28, 2019;
3. That the attached draft by-law, providing for the imposition of the taxes, be enacted;
and
4. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: Each year, prior to the adoption of the estimates for the year,
Council authorizes the adoption of a by-law that establishes an interim tax levy to all
property classes, payment due dates, and penalty and interest charges. Under Provincial
legislation, the interim levy can be no more than 50 per cent of the previous year's
annualized taxes.
The tax levy raises funds that are used for the continuing operations of the City, Region
and the School Boards.
These due dates are relatively unchanged from prior years.
Financial Implications: This is an annual report which is procedural in nature.
Enacting a by-law that establishes an interim tax levy to all properties will permit the City
to meet its financial obligations and reduce borrowing costs until such time as the 2020
Budget and 2020 Final Tax Levy by-laws are approved by Council. The first instalments
payable to the School Boards and Region are due on March 31, 2020.
- 198 -
Report FIN 20-19 December 2, 2019
Subject: 2019 Interim Levy and Interim Tax Instalment Due Dates Page 2
Discussion: In accordance with the Municipal Act, 2001, as amended, the City
issues interim property tax bills based on the previous year's annualized taxes.
Those taxpayers that utilize the City's Pre -authorized Tax Payment Plan (PTP) will have
the benefit of spreading any potential tax increase due to re -assessment over the 6
instalments that occur after the City's budget has been passed and after the Province
sets the 2020 (final) education tax rates. The City currently has approximately 10,000
ratepayers using the monthly PTP program. Taxpayers who have taxes included with
their mortgage payments pay their taxes over a 12 -month period and also do not
experience the impact of re -assessment to the same extent as a taxpayer who pays their
taxes on the four regular instalment due dates.
Attachments:
1. By-law to Establish the 2020 Interim Instalment Due Dates
Prepared By:
Original Signed By:
Mike Jones
Supervisor, Taxation
Approved/Endorsed By:
Original Signed By:
Stan Karwowski
Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
- 199 -
Attachment #1 to Report #FIN 20-19
The Corporation of the City of Pickering
By-law No. /19
Being a by-law for the collection of taxes and to establish the
instalment due dates for the Interim Levy 2020
Whereas Section 317 of the Municipal Act, 2001, S.O.2001, c.25, as amended, provides
that the council of a local municipality may, before the adoption of the estimates for the
year, pass a by-law levying amounts on the assessment of property, in the local
municipality ratable for local municipality purposes; and
Whereas, the Council of the Corporation of the City of Pickering deems it appropriate to
provide for such an interim levy on the assessment of property in this municipality.
Now therefore, the Council of the Corporation of the City of Pickering hereby enacts as
follows:
1 The amounts levied shall be as follows:
a. For the residential, pipeline, farmland and managed forest property classes
there shall be imposed and collected an interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized
taxes for municipal and school purposes levied in the year 2019.
b. For the multi -residential, commercial and industrial property classes there
shall be imposed and collected an interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized
taxes for municipal and school purposes levied in the year 2019.
c. For the payment -in -lieu property classes, there shall be imposed and
collected an interim levy of:
If no percentage is prescribed, 50 per cent of the total annualized
taxes for municipal and where applicable for school purposes, levied
in the year 2019.
2. For the purposes of calculating the total amount of taxes for the year 2020 under
paragraph 1, the Treasurer has the authority to prescribe the percentage for the
calculation of the interim taxes, and if any taxes for municipal and school purposes
were levied on a property for only part of 2019 because assessment was added to
the collector's roll during 2019, an amount shall be added equal to the additional
taxes that would have been levied on the property if taxes for municipal and school
purposes had been levied for the entire year.
3. The provisions of this by-law apply in the event that assessment is added for the
year 2019 to the collector's roll after the date this by-law is passed and an interim
levy shall be imposed and collected.
- 200 -
By-law No. Page 2
4. Taxes shall be payable to the Treasurer, City of Pickering.
5. When not in default, the payment of taxes, or any instalment thereof, may also be
made at any financial institution permitted by Subsection 346 (2) of the Municipal
Act, 2001, S.O. 2001 c. 25, as amended.
6. The Treasurer may mail, or cause to be mailed, all notices of taxes required in
accordance with the provisions of the Municipal Act, 2001, S.O. c. 25, as amended,
to the address of the residence or place of business or to the premises in respect of
which the taxes are payable unless the taxpayer directs the Treasurer in writing to
send the bill to another address, in which case it shall be sent to that address.
Notices will not be mailed to tenants. It is the responsibility of the person taxed to
notify and collect taxes from tenants or other persons.
7. The Treasurer is hereby authorized to accept part payment from time to time on
account of any taxes due, in accordance with the provisions of subsection 347 (1)
and (2) of the Municipal Act, 2001, S.O. c.25, as amended, and to give a receipt for
such part payment under Section 346 (1) of the Municipal Act, 2001, S.O. c.25, as
amended.
8. The Treasurer is hereby authorized to prepare and give one separate tax notice for
the collection of 2020 taxes, 1 notice being an interim notice, with 2 instalments
under the provisions of Section 342 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, as follows:
Interim Tax Notice
Due date of the first instalment February 26, 2020
Due date of the second instalment April 28, 2020; or either date
adjusted by the Director, Finance & Treasurer.
9. Section 8 of this by-law in respect to the due dates does not apply to those
taxpayers who participate in the City's monthly Pre -authorized Tax Payment plan
(PTP). Monthly PTP interim due dates are the 1st8th and 16th day of each month.
10. Except in the case of taxes payable in respect of assessments made under Sections
33 and 34 of the Assessment Act, R.S.O. 1990, c.A31, as amended, the late
payment charge of 1.25 per cent for non-payment of taxes and monies payable as
taxes shall be added as a penalty to every tax or assessment, rent or rate of any
instalment or part thereof remaining unpaid on the first day of default and on the first
day of each calendar month thereafter in which such default continues pursuant to
subsections 345 (1), (2) and (3) of the Municipal Act, 2001, S.O. c.25, as amended.
The Treasurer shall collect by distress or otherwise under the provisions of the
applicable statutes all such taxes, assessments, rents, rates or instalments or parts
thereof as shall not have been paid on or before the several dates named as
aforesaid, together with the said percentage charges as they are incurred pursuant
to sections 349, 350 and 351 of the Municipal Act, 2001, S.O. c.25, as amended.
- 201 -
By-law No. Page 3
11. In the case of taxes payable in respect of assessments made under Sections 33 and
34 of the Assessment Act, R.S.O. 1990, c.A.31, as amended, the late payment
charge of 1.25 per cent for non-payment of taxes and monies payable as taxes shall
be added as a penalty to every tax so payable remaining unpaid on the first day after
21 days from the date of mailing by the Treasurer of a demand for payment thereof
and on the first day of each calendar month thereafter in which default continues
pursuant to subsections 345 (1), (2) and (3) of the Municipal Act, 2001, S.O. c.25, as
amended. It shall be the duty of the Treasurer immediately after the expiration of the
said 21 days to collect at once by distress or otherwise under the provisions of the
applicable statutes, all such taxes as shall not have been paid on or before the
expiration of the said 21 day period, together with the said percentage charges as
they are incurred pursuant to sections 349, 350 and 351 of the Municipal Act, 2001,
S.O. c.25, as amended.
12. Nothing herein contained shall prevent the Treasurer from proceeding at any time
with the collection of any rate, tax or assessment, or any part thereof, in accordance
with the provisions of the statutes and by-laws governing the collection of taxes.
13. Where tenants of land owned by the Crown or in which the Crown has an interest
are liable for the payment of taxes and where any such tenant has been employed
either within or outside the municipality by the same employer for not less than 30
days, such employer shall pay over to the Treasurer on demand out of any wages,
salary or other remuneration due to such employee, the amount then payable for
taxes under this by-law and such payment shall relieve the employer from any
liability to the employee for the amount so paid.
14. If any section or portion of this by-law is found by a court of competent jurisdiction to
be invalid, it is the intent of Council for the Corporation of the City of Pickering that
all remaining sections and portions of this by-law continue in force and effect.
15. That this by-law is to come into effect on the 1st day of January, 2020.
By-law passed this 16th day of December, 2019.
David Ryan, Mayor
Susan Cassel, Clerk
- 202 -
Cly of
DICKERING
Report to
Executive Committee
Report Number: FIN 21-19
Date: December 2, 2019
From: Stan Karwowski
Director, Finance & Treasurer
Subject: 2020 Temporary Borrowing By-law
Recommendation:
1. That the temporary borrowing limit of $53 million be established to meet 2020
current expenditures pending receipt of taxes and other revenues for the period of
January 1, 2020 to September 30, 2020 inclusive, and $26 million thereafter until
December 31, 2020;
2. That the temporary borrowing limit for capital purposes for 2020 be established at
$49 million;
3. That the attached draft by-law providing for the temporary borrowing of monies be
enacted; and
4. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: Staff recommend that Council approve temporary 2020
borrowing limits as set out in the above recommendations. Council approval is required
to undertake temporary borrowings, if necessary, for current operations and capital
projects in order to meet the expenses of the City for 2020, until the taxes are collected
and other revenues are received. Approval is always sought at the end of the City's
fiscal (calendar) year in order to be prepared, in the event that loans are necessary, as
we proceed into the new year. The approval of this report and the attached By-law will
provide the City with financial flexibility to deal with unanticipated negative events. Put it
another way, this report provides the City with a financial safety net.
- 203 -
Report FIN 21-19 December 2, 2019
Subject: 2020 Temporary Borrowing By-law Page 2
Financial Implications: At this time, it is difficult to estimate the interest costs as it is
uncertain how much temporary financing may be required and for how long. With
internal borrowings being limited, the City must undertake external borrowing from the
Regional Municipality of Durham (the "Region") in 2020 for approved capital
expenditures. For current purposes, the $56 million limit for January 1 to September 30,
2019 has been reduced to $53 million for January 1 to September 30, 2020 and the $28
million limit for October 1 to December 31, 2019 has been reduced to $26 million for
October 1 to December 31, 2020. The City's 2018 budget included funding for Pickering
Innovation Corridor land sales in the amount of $19.3 million and this amount was
reduced to $7.5 million for 2019. This reduced spending level is now reflected in the
dollar amount of the Temporary Borrowing By-law.
The limit for capital purposes for 2020 has been established at $49 million based on the
draft 2020 Capital Budget dated November 5, 2019. The actual amount to borrow may
have to be adjusted once the 2020 Capital Budget has been approved by Council.
Discussion: The borrowing of funds for current and capital purposes may become
necessary in the normal course of operations during 2020. Under Section 407 of the
Municipal Act, 2001, as amended (the "Act"), Council may pass a by-law to provide for
the temporary borrowing of funds to meet current operating expenditures pending
receipt of taxes and other revenues of the City. Under the Act, the Corporation may also
undertake temporary borrowings under individual project approvals, and for capital
projects, pending permanent financing.
Current Budget Financing
The amount of such temporary borrowing outstanding at any one time is limited by the
Act, unless otherwise approved by the Ontario Municipal Board, to 50 per cent of the
estimated annual revenues from January 1 to September 30 and to 25 per cent
thereafter.
Until the current year's estimates are adopted, the limitation may be calculated upon the
revenues set forth in the estimates adopted for the preceding year. Based upon the
2019 estimates of the Corporation, the allowable level of temporary borrowing
outstanding under the Act is estimated at $53 million from January 1 to September 30
and $26 million thereafter.
The requested $53 million should be sufficient to meet the current expenditures of the
City until the levies for 2020 are received. It is expected that this amount will provide a
sufficient level of temporary borrowings, taking into account the potential effects of
taxation legislation and its impact on cash flows.
-204-
Report FIN 21-19 December 2, 2019
Subject: 2020 Temporary Borrowing By-law Page 3
Capital Budget Financing
Borrowing for capital purposes under the Act can only be undertaken on projects
approved by Council and will only be undertaken in the event that sufficient funds are
not available at the time they are required. Recommendation 3 provides the authority for
staff to obtain additional temporary interim financing (internal or external) for capital
projects approved by Council. The $49 million capital borrowing limit should provide
sufficient funds to cover the estimated 2020 capital expenditures.
Attachment:
1. By-law to Authorize the Temporary Borrowing of Monies to Meet the Current and
Capital Expenditures of the City of Pickering for the Year 2020
Prepared By:
Original Signed By:
Caryn Kong, CPA, CGA
Senior Financial Analyst — Capital &
Debt Management
Approved/Endorsed By:
Original Signed By:
Stan Karwowski, MBA, CPA, CMA
Director, Finance & Treasurer
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
- 205 -
Attachment #1 to Report #FIN 21-19
The Corporation of the City of Pickering
By-law No.
Being a by-law to authorize the temporary
borrowing of monies to meet the current and
capital expenditures of the City of Pickering
for the year 2020.
Whereas Section 407(1) of the Municipal Act, 2001, provides that the Council of the City
of Pickering may by by-law authorize the Mayor and Treasurer of the City to borrow
from time to time by way of promissory note such sums as the Council may deem
necessary to meet, until the taxes for the current year are collected and other revenues
are received, the current expenditures of the City for the year, including the amounts
required for principal and interest falling due within the year upon any debt of the City,
and the sums required by law to be provided by the Council for any local board of the
City;
Whereas Section 407(2) limits the total of such borrowings to not exceed 50 per cent of
the estimated annual revenues from January 1 to September 30, 2020 and 25 per cent
thereafter;
Whereas it is deemed necessary by the said Council to borrow the sum of fifty-three
million dollars ($53,000,000) to meet, until the taxes for the current year are received,
the current expenditures of the City for the year 2020, including the amounts and sums
aforesaid;
Whereas the said sum of fifty-three million dollars ($53,000,000) plus any similar
borrowings that have not been repaid, is less than 50 per cent of the total amount of the
estimated revenues of the City from January 1 to September 30 as set forth in the
estimates adopted by the Council for the year 2019 exclusive of revenues derivable
from the sale of assets, borrowings or issues of debentures or from a surplus including
arrears of levies, and twenty-six million dollars ($26,000,000) is less than 25 per cent of
the estimated revenues thereafter;
Whereas the Municipal Act, 2001, provides that if a municipality has by by-law approved
an undertaking to be financed in whole or in part by incurring long-term debt, the
Council may by by-law authorize temporary borrowing to meet expenditures made in
connection with the undertaking; and,
Whereas it is deemed necessary by the Council to borrow the sum of forty-nine million
dollars ($49,000,000) to meet the capital expenditures approved by Council.
- 206 -
By-law No. Page 5
Now therefore the Council of the Corporation of the City of Pickering hereby enacts as follows:
1. The Mayor and Director, Finance & Treasurer of the City of Pickering are hereby authorized to
borrow from time to time by way of promissory notes a sum or sums not exceeding fifty-three
million dollars ($53,000,000) to meet, until the levies for the year 2020 are received, the
current expenditures of the City for such year, including the amounts required for principal and
interest falling due within the year upon any debt of the City for the period January 1 to
September 30, 2020 inclusive and twenty-six million dollars ($26,000,000) thereafter until
December 31, 2020.
2. The Mayor and Director, Finance & Treasurer of the City of Pickering are hereby authorized to
borrow from time to time by way of promissory notes a sum or sums not exceeding forty-nine
million dollars ($49,000,000) to meet the capital expenditures as approved by Council of the
City including the amounts required for principal and interest.
3. Any promissory notes made under the authority of this by-law shall be sealed and signed in
accordance with the provisions of the Municipal Act, 2001, and may be countersigned in
writing by the Manager, Accounting Services of the Corporation in accordance with the
provisions of the said Act.
4. This By-law shall come into effect on the first day of January, 2020.
By-law passed this 16th day of December, 2019.
David Ryan, Mayor
Susan Cassel, City Clerk
-207-
Cly of
DICKERING
Report to
Executive Committee
Report Number: FIN 22-19
Date: December 2, 2019
From: Stan Karwowski
Director, Finance & Treasurer
Subject: 2020 Interim Spending Authority
Recommendation:
1. That the 2020 Interim Operating Expenditures be approved at 50 per cent of the
prior year's budget, including adjustments, as contained in Attachment 1, pending
approval of the formal 2020 Current Budget by Council; and
2. That the appropriate City of Pickering officials be authorized to take the necessary
actions as indicated in this report.
Executive Summary: Adoption of the interim current operating spending authority will
provide funding authorization for the payment of salaries, overhead and such other
accounts as may be necessary for the normal day-to-day operations of the City pending
approval of the 2020 Current Budget.
Financial Implications: Adoption of the interim current operating appropriations
does not constitute approval of a formal budget but rather is required to provide funding
authorization at the transitional stage. At the conclusion of the budget process, all
interim current operating appropriations are nullified and replaced with the
appropriations as approved by Council.
Discussion: Each year, pending approval by City Council of the annual Current
Budget, it is necessary to provide expenditure authority respecting the payment of
accounts for the interim period from January 1 until the Budget is adopted by Council.
Such authority is in the form of interim current operating appropriations to meet
estimated expense requirements of the individual departments, agencies and boards.
Staff are seeking approval to provide for interim spending authority for up to the first 6
- 208 -
Report FIN 22-19 December 2, 2019
Subject: 2020 Interim Spending Authority Page 2
months of 2020 or when Council approves the 2020 Budget, whichever occurs first. The
Roads cost centre has been adjusted to reflect greater than 6 months of the annual
budget due to the seasonal nature of this cost centre and past spending patterns. This
has been reflected in Attachment 1.
With the requirements of the Public Sector Accounting Board (PSAB) regarding tangible
capital assets being effective since January 1, 2009, small capital items previously
included under the Capital Budget have been gradually transferred to the Current
Budget in the last few years. The 50 per cent interim provision is sufficient to cover this
change.
Under the same PSAB requirements regarding tangible capital assets, library materials
have been deemed capital and included in the Capital Budget starting from 2010. In the
library business, the publishing cycle demands that materials be purchased while they
are "in print". As a result, certain materials must be purchased in a timely manner, and it
is essential for the Library to continue purchasing materials throughout the year. On this
basis, 50 per cent of last's year library capital materials has been included in the interim
appropriations and reflected in Attachment 1.
A minor provision has been included for small capital expenditures from current funds.
Specific capital projects proposed prior to the approval of the 2020 Capital Budget will
require specific approval by Council.
Attachment:
1. 2020 Interim Appropriations for Current Budget Operating Expenditures
Prepared By:
Original Signed By:
Caryn Kong, CPA, CGA
Senior Financial Analyst — Capital &
Debt Management
Approved/Endorsed By:
Original Signed By:
Stan Karwowski, CPA, CMA, MBA
Director, Finance & Treasurer
- 209 -
Report FIN 22-19 December 2, 2019
Subject: 2020 Interim Spending Authority Page 3
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
-210-
Attachment #1 to Report # FIN 22-19
City of Pickering
2020 Interim Current Operation Appropriations
Cost Centres
2020 (Jan. 1- June
2019 Approved 30) Interim
Budget Appropriations
2121 Office of the CAO - Admin $1,007,507 $503,754
2129 Customer Care Centre 428,304 214,152
2621 Public Affairs & Corp. Comm. 738,711 369,356
2610 City Development - Admin 709,567 354,784
2611 Planning & Design 3,228,894 1,614,447
2612 Building Services 2,390,440 1,195,220
2620 Strategic Initiatives & Sustainability 930,574 465,287
2630 Committee of Adjustment 10,425 5,213
2743 Heritage Pickering 19,725 9,863
2711 Cult. & Rec. - Admin. 2,646,963 1,323,482
2124 Civic Centre 772,515 386,258
2572 Senior Citizens Centre 555,431 277,716
2712 Programs 2,484,630 1,242,315
2713 Dunbarton Pool 374,915 187,458
2715 Don Beer Arena 1,421,497 710,749
2719 Community Centres 849,886 424,943
2731 Recreation Complex - Central Core 3,384,196 1,692,098
2733 Recreation Complex - Pool 949,400 474,700
2735 Recreation Complex - Arenas 1,077,917 538,959
2744 Museum 1,074,020 537,010
2500 Operations - Admin. 1,123,103 561,552
2132 Property Maintenance 1,109,210 554,605
2315 Fleet Services 1,365,978 682,989
2320 Roads 7,184,110 4,310,466
2718 Parks 4,422,155 2,211,078
2196 Information Technology 2,269,767 1,134,884
2125 Legal Services 806,366 403,183
2122 Clerks Office 578,819 289,410
2191 Records Management & Elections 206,211 103,106
2199 Print Shop/Mail Room 527,826 263,913
2220 By-law 1,250,999 625,500
2293 Animal Services 572,801 286,401
2290 Engineering Services -Admin. 2,299,008 1,149,504
2230 Crossing Guards 358,470 179,235
2613 Water Resources & Development Service 2,369,990 1,184,995
2323 Sidewalks 685,904 342,952
2325 Street Lights 1,009,362 504,681
2127 Finance 3,961,486 1,980,743
2133 Supply & Services 417,955 208,978
2240 Fire Protection 16,382,448 8,191,224
2241 Emergency Operations 163,562 81,781
2139 Human Resources 975,670 487,835
2141 Health & Safety 170,171 85,086
2745 Libraries 5,890,526 2,945,263
Gen Government -Various 25,705,171 11,934,165
Capital -Library Materials 297,000 148,500
Capital -Equipment & Furniture 200,000
TOTAL
$107,159,585 $53,579,793
- 211 -
Cfy �t
DICKERING
Report to
Executive Committee
Report Number: LEG 08-19
Date: December 2, 2019
From: Paul Bigioni
Director, Corporate Services & City Solicitor
Subject: Municipality Contribution Agreement
- Ontario Lottery and Gaming Corporation and
The Corporation of the City of Pickering
- File: L-4100
Recommendation:
1. That the attached Municipality Contribution Agreement between Ontario Lottery and Gaming
Corporation and The Corporation of the City of Pickering be approved;
2. That the Mayor and City Clerk be authorized to execute the said Municipality Contribution
Agreement; and
3. That the appropriate City of Pickering officials be authorized to take the necessary actions as
indicated in this Report.
Executive Summary: The Municipality Contribution Agreement (the "Agreement") between
Ontario Lottery and Gaming Corporation ("OLG") and the City will set out the timing and
calculation of payments to be made to the City out of gaming revenues of the Pickering Casino
Resort. The form of the Agreement, the manner in which payments are calculated and the timing
of those payments are all mandated by OLG. City staff recommend that the Agreement be
executed to enable payments to be made to the City once the Pickering Casino Resort opens to
the public.
Financial Implications: The Agreement is required for the City to receive quarterly payments
from OLG on account of hosting the Pickering Casino Resort. The amount of OLG's payments
cannot be confirmed precisely, as it will be calculated based upon actual gaming revenues, as
more particularly set out below and in the attached draft Agreement.
Discussion: The draft Agreement is Attachment No. 1 to this Report. The Agreement
will govern the timing and calculation of payments to be made to the City out of gaming revenues
from the Pickering Casino Resort. The Agreement will remain in effect for as long as casino
games are conducted and managed by OLG at the Pickering Casino Resort site at 1802 and 1902
Bayly Street and 2028 Kellino Road (North-west corner of Bayly Street and Church Street).
Pursuant to the Agreement the City shall be entitled to receive payment from OLG calculated as
follows:
-212-
LEG 08-19 December 2, 2019
Subject: Municipality Contribution Agreement Page 2
The Sum is the aggregate (without duplication) of:
A. (i) 5.25% of the first $65 million of Electronic Games Revenue generated in such
Operating Year; plus
(ii) if the Electronic Gaming Revenue is greater than $65 million, 3.00%of the next $135
million of Electronic Games Revenue, if any, generated in such Operating Year; plus
(iii) if the Electronic Gaming Revenue is greater than $200 million, 2.50% of the next
$300 million of Electronic Games Revenue, generated in such Operating Year; plus
(iv) if the Electronic Gaming Revenue is greater than $500 million, 0.50% of any
additional Electronic Games Revenue generated in such Operating Year; and
B. is 4.00% of Live Table Games Revenue, if any, generated during such Operating Year.
Payments shall be made to the City quarterly throughout the term of the Agreement.
The Agreement also requires OLG and the City to collaborate on the design and joint
implementation of a Community Recognition Program for the promotion of the positive impact of
the payments to the City.
The Agreement has been prepared by OLG, and contains OLG's mandatory provisions regarding
the calculation and timing of payments to a gaming host municipality. City staff recommend that
Council approve the Agreement, and that it be executed on behalf of the City by the Mayor and
City Clerk.
Attachments:
1. Municipality Contribution Agreement between Ontario Lottery and Gaming Corporation and
The Corporation of the City of Pickering.
Prepared/Endorsed By:
Original Signed By:
Paul Bigioni
Director, Corporate Services & City Solicitor
PB:ks
-213-
LEG 08-19
December 2, 2019
Subject: Municipality Contribution Agreement Page 3
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P.Eng.
Chief Administrative Officer
-214-
Attachment #1 to Report LEG 08-19
MUNICIPALITY CONTRIBUTION AGREEMENT
THIS AGREEMENT is made as of
day/month/year
BETWEEN:
ONTARIO LOTTERY AND GAMING CORPORATION, a
statutory corporation established under the Ontario Lottery and
Gaming Corporation Act, 1999 (Ontario) with its head office located
at 70 Foster Drive, Suite 800, Sault Ste. Marie, ON P6A 6V2 and its
corporate office located at 4120 Yonge Street, Suite 420, Toronto,
ON M2P 2B8, facsimile number 416-224-7003
(hereinafter referred to as "OLG")
OF THE FIRST PART
- and —
THE CORPORATION OF THE CITY OF PICKERING, with its administrative
office located at 1 The Esplanade, Pickering, ON L1V 6K7
(hereinafter referred to as the "Municipality")
OF THE SECOND PART
WHEREAS OLG has the authority to conduct and manage lottery schemes within the
meaning of subsection 207(4) of the Criminal Code (Canada) and subject to the Gaming Control
Act, 1992 (Ontario), including Electronic Games and Live Table Games;
AND WHEREAS OLG intends to conduct and manage a gaming site at 2028 Kellino Street,
Pickering, ON L1W 3R6 (the "Location");
AND whereby the parties acknowledge it would be in the public interest for the host
Municipality of the Location to have access to funds which may be used, at the discretion of the
Mayor and Council, for municipal purposes;
NOW THEREFORE in consideration of the respective covenants and agreements, representations,
warranties and indemnities herein contained and other good and valuable consideration (the receipt
and sufficiency of which are acknowledged by each party hereto) the parties agree as follows:
1. Definitions
As used herein, including the foregoing recitals, the following terms shall have the respective
meanings indicated below:
(a) "Agreement" has the meaning set forth in the recitals to this Agreement;
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(b) "Annual Contribution" has the meaning set forth in Section 3(a);
(c) "Annual Contribution Quarterly Payment" has the meaning set forth in
Section 4(a);
(d) "Casino Games" means Electronic Games, Live Table Games and such other casino
games and promotional schemes that are, in each case, conducted and managed by
OLG from time to time during the Term at the Location;
(e) "CRP" has the meaning set forth in Section 5;
(f) "Effective Date" means day/month/year or such later date as OLG may specify;
(g) "Effective Date of Termination" has the meaning set forth in Section 2;
(h) "Electronic Games" means all electronic gaming devices, including but not limited
to reel -type and video -type slot machines, electronic table games and dealer assisted
electronic games, in each case, whether or not a live dealer is present to enable or
control game play;
(i)
"Electronic Games Revenue" means, for any period, the sum of net revenue
generated from Electronic Games at the Location, calculated in accordance with
International Financial Reporting Standards or such other Canadian generally
accepted accounting principles as OLG adopts from time to time in its sole
discretion. For greater certainty, the Electronic Games Revenue will only include net
revenue generated from the Electronic Games at the Location and will not include
any revenue whatsoever from other products or services provided by OLG at the
Location in the Municipality;
(j) "Live Table Games" means games operated by a live dealer at a single gaming
table, but excluding Electronic Games;
(k) "Live Table Games Revenue" means, for any period, the sum of net revenue
generated from Live Table Games at the Location, if any, calculated in accordance
with International Financial Reporting Standards or such other Canadian generally
accepted accounting principles as OLG adopts from time to time in its sole
discretion. For greater certainty, the Live Table Games Revenue will only include net
revenue generated from the Live Table Games at the Location and will not include
any revenue whatsoever from other products or services provided by OLG at the
Location in the Municipality;
(1) "Location" has the meaning set forth in the recitals to this Agreement;
(m) "Operating Year" means each period from April 1 st to March 31st inclusive, during
the Term, to the end of the Term, except that the first Operating Year shall be the
period beginning on the Effective Date and ending on the following March 31st and if
this Agreement shall be terminated effective on a date other than March 31st in any
year, then the period from April 1st of the calendar year in which such termination
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occurs (or April 1st of the immediately preceding calendar year if the date of
termination occurs in January, February or March) to such effective date of
termination shall be treated as an Operating Year;
(n) "Overpayment" has the meaning set forth in Section 4(c);
(o) "Term" means the period of time referred to and described in Section 2 hereof.
2. Term and Termination
The term of this Agreement (the "Term") will become effective on the Effective Date and will
terminate at the earliest of:
(a) the date on which all Casino Games are no longer conducted and managed by OLG
in the Municipality atthe Location;
(b) the date on which any license, permit, approval, consent and/or other permission that
may be required for the continued use and operation of the Casino Games at the
Location in the Municipality is no longer available, becomes invalid or ceases to
have effect;
(c) the effective date of written notice of termination provided by OLG to the
Municipality, in the event that Casino Games continue to be conducted and managed
by OLG in the Municipality at the Location, which effective date must be specified
by OLG in such notice; provided, however, that such effective date shall be at least
30 days following the date of such notice. OLG will endeavour to provide more than
30 days' notice, and, where not practicable to do so and OLG has commenced
conducting and managing Casino Games at the Location, OLG shall:
(i)
explain, in said notice, why it is not practicable to do so, subject to any
confidentiality concerns, as well as setting out in such notice the length of the
time period equal to the difference between: (A) 365 days; and (B) the
number of days' notice actually given by OLG. For greater certainty, such
time period shall not exceed 335 days; and
(ii) pay to the Municipality, in accordance with the timelines in Section 4,
amounts which aggregate OLG's estimation of the Annual Contribution
Quarterly Payment(s) that OLG would have paid in respect of the time period
referred to in subsection 2(c)(i) above had this Agreement not been
terminated in accordance with this Section 2(c); and
(d) the date mutually agreed to in writing between OLG and the Municipality
(the "Effective Date of Termination").
For greater certainty, OLG or the Municipality shall be able to provide written notice to the
other party of the circumstances in (a) and (b) above without triggering the compensation
mechanisms set out in subsection (c) above.
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3. Payments
(a) Where OLG has commenced conducting and managing Casino Games at the
Location, then, during the Term and subject to the terms and conditions of this
Agreement, the Municipality shall be entitled to receive from OLG in respect of each
Operating Year the amount (the "Annual Contribution") equal to the sum of A + B,
where:
A is the aggregate (without duplication) of:
(i)
5.25% of the first $65 million of Electronic Games Revenue
generated in such Operating Year; plus
(ii) if the Electronic Gaming Revenue is greater than $65 million, 3.00%
of the next $135 million of Electronic Games Revenue, if any,
generated in such Operating Year; plus
(iii) if the Electronic Gaming Revenue is greater than $200 million,
2.50% of the next $300 million of Electronic Games Revenue,
generated in such Operating Year; plus
(iv) if the Electronic Gaming Revenue is greater than $500 million,
0.50% of any additional Electronic Games Revenue generated in
such Operating Year; and
B is 4.00% of Live Table Games Revenue, if any, generated during such
Operating Year.
(b) Following the Effective Date, in the event any additional taxes, charges, conditions
or requirements are imposed by the Municipality on OLG in respect of the continued
operation of the Casino Games at the Location in the Municipality, the Municipality
acknowledges and agrees that OLG shall be entitled to amend the calculation of the
Annual Contribution in a way that may reduce the Municipality's entitlement. For
greater certainty, the Annual Contribution for the first Operating Year shall be
calculated based on Electronic Games Revenue and Live Table Games Revenue
generated as of the Effective Date.
4. Timing and Calculation of Payments
(a) Subject to Section 4(b), within twenty-one (21) days of the end of each Operating
Year quarter during the Term, OLG shall pay to the Municipality the portion of the
Annual Contribution (the "Annual Contribution Quarterly Payment") to which
the Municipality is entitled for such Operating Year quarter. In calculating the
portion of each Annual Contribution Quarterly Payment derived from Electronic
Games, OLG will notionally aggregate all Electronic Games Revenue generated
during such Operating Year in order to apply the correct percentage set out in Section
3(a). OLG will provide access to its most current audited consolidated financial
statements once such are made public by the Ministry of Finance in public accounts.
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For example and by way of illustration only, Exhibit A to this Agreement sets out a
sample calculation of the Annual Contribution.
(b) In respect of the Operating Year quarter in which this Agreement is terminated, OLG
shall pay to the Municipality the Annual Contribution Quarterly Payment to which it
is entitled: (i) in the ordinary course, in the event the Effective Date of Termination
of this Agreement occurs after the date that is twenty-one (21) days following the end
of an Operating Year quarter; or (ii) within fifteen (15) days of the Effective Date of
Termination, in the event Effective Date of Termination is on or before the date that
is twenty-one (21) days following the end of an Operating Year quarter.
(c) At any time and from time to time during an Operating Year and up to the date that is
60 days after the last day of such Operating Year, in the event OLG determines that
there has been an overpayment ("Overpayment") by OLG to the Municipality of
any Annual Contribution Quarterly Payment in such Operating Year, the
Municipality acknowledges and agrees that OLG may deduct and set off the full
amount of such Overpayment from future Annual Contribution Quarterly Payment(s)
or, if there are insufficient future Annual Contribution Quarterly Payments to fully
set off such Overpayment, the Municipality will promptly reimburse OLG for the full
amount -of such Overpayment (or the remaining amount thereof not already deducted
as set-off). OLG will use its commercially reasonable efforts to effect any deduction
and set-off pursuant to this Section 4 in a manner that recognizes the Municipality's
desire to realize reasonable continuity in cash flow associated with the Annual
Contribution.
5. Community Recognition Program
(a) During the Term, the parties will collaborate in good faith to design and jointly
implement the CRP for the promotion of the positive impact of the Annual
Contribution on the Municipality and to promote and communicate to the public
decisions made and initiatives taken by the Municipality regarding the deployment or
other allocation of the Annual Contribution for municipal purposes.
(b) It is expected that the CRP will include, at a minimum, one community event during
each Operating Year during the Term, discussions and meetings on a regular basis
between the appropriate representatives of each party relating to spending, allocation
and deployment of the Annual Contribution, the allocation of responsibilities and
obligations in respect of the development, operation and/or other activities and
initiatives of the CRP, including but not limited to any program management
functions to be performed by each party.
(c) The Municipality will cooperate reasonably with OLG to facilitate messaging and
communication of the CRP and its mandate. The Municipality will comply with all
reasonable initiatives and requests proposed by OLG to the Municipality from time
to time relating to the CRP and its initiatives, including but not limited to branding,
marketing and public acknowledgements in respect of funding by OLG.
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(d) The Municipality will ensure that its marketing and advertising materials are not
false, misleading or deceptive, do not portray OLG or customers of the Location or
the general public in a disparaging manner, and that such marketing and advertising
materials are in compliance with the marketing and branding guidelines which OLG
communicates to the Municipality from time to time. In the event the Municipality
does not comply with OLG's marketing and branding guidelines, OLG may
thereafter require the Municipality to submit all proposed advertising and marketing
materials in relation to the matters set out herein to OLG for its review and approval
not less than 15 business days prior to the expected use or distribution of such
materials.
6. Amendment and Restatement; Entire Agreement
This Agreement constitutes the entire agreement between the Municipality and OLG with respect to
the matters herein and, without limiting the foregoing, amends and supersedes all prior agreements
and understandings, oral or written, between the parties hereto or their respective representatives
with respect thereto.
7. Further Assurances
The parties agree to do, or cause to be done, all acts or things and execute all such further documents
as may be necessary to implement and carry into effect this Agreement to its full extent.
8. Normal Costs of Development
The parties acknowledge and agree that nothing herein shall operate to fetter any legislative or quasi-
judicial jurisdiction of the Municipality, and in particular, it is understood and agreed by the parties
that this Agreement does not preclude the Municipality from imposing upon occupants, owners or
developers of the property at which the Casino Games are located, normal development related costs
(including but not limited to the costs of infrastructure improvements under local or regional
jurisdiction) arising from the Casino Games in the same manner and to the same extent as may be
imposed by the Municipality on other occupants, owners or developers of land within the
Municipality, and further that this Agreement does not preclude the Municipality from imposing
such taxes, fees, charges, conditions or other requirements as may be imposed in accordance with
applicable law upon owners, occupants, developers, properties or businesses in the Municipality
(including, without limitation, realty taxes, development charges, conditions of site plan approval
and sewer and water charges).
9. No Liability of OLG
The Municipality acknowledges and agrees that none of OLG and any provincial agency, ministry or
crown corporation, nor any of their respective officers, directors, employees, agents or
representatives shall be liable to the Municipality for or in respect of any claims (including but not
limited to claims based in contract, tort or negligence, active or passive), any cause of action,
demands, losses, liabilities or damages whatsoever (including but not limited to consequential,
exemplary, special, punitive and indirect damages) arising out of, in respect of, or relating indirectly
or directly to this Agreement, the Casino Games, the operation, cessation of operation or malfunction
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of any systems or equipment, or any injury to or death of any person. Furthermore, the Municipality
releases OLG from any and all losses in respect of the foregoing.
10. Notice
Any notice or other communication permitted or required to be given by OLG to the Municipality
shall be given by either posting the same by prepaid registered mail or by facsimile addressed to the
Municipality at the address or facsimile number, as applicable, appearing in this Agreement or by
personal delivery to the Municipality. Any notice or other communication permitted or required to
be given by the Municipality to OLG shall be given by either posting the same by prepaid registered
mail or by facsimile addressed to OLG at the following address or facsimile number, as applicable:
4120 Yonge Street, Suite 420, Toronto, ON M2P 2B8, facsimile number 416-224-7003. Any notice
posted by pre -paid registered mail shall be deemed to have been received on the third business day
following such mailing and any notice personally delivered or sent by facsimile shall be deemed to
have been received at 5:00 p.m. on the day so delivered or sent by facsimile (if such day is a
business day and if such notice is sent prior to 5:00 p.m. on that day, and if not, on the next
following business day). During periods of a postal strike or of a general interruption of postal
services, any notice shall be given by personal delivery or facsimile hereunder and shall be deemed
to have been received on the second business day following posting of the same.
11. Relationship of Parties
OLG acknowledges the Municipality's role as a host municipality of the Casino Games at the
Location. The Municipality acknowledges and agrees that the Municipality is not an employee, agent
or representative, joint venturer, or partner of OLG, and the Municipality shall not represent itself to
others as being authorized to assume, incur or create any obligation of any kind (express or implied)
on behalf of (or in the name of) OLG or any other provincial agency, ministry or crown corporation,
or purport to bind OLG or any other provincial agency, ministry or crown corporation in any respect.
For greater certainty, the Municipality acknowledges that OLG has, and shall have, the sole right to
determine, from time to time and at any time, the number and type of Electronic Games and Live
Table Games operated at the Location.
12. Severability
If any covenant or term herein or the application thereof to any person or entity, or in any
circumstance, to any extent is held invalid or unenforceable, the remainder of this Agreement or the
application of the term, covenant or condition to any person, event or circumstance, other than those
as to which it is held invalid or unenforceable, will not be affected thereby and each term, covenant
and condition shall be valid and enforceable to the fullest extent permitted by law, except that if on
the reasonable construction, of this Agreement, as a whole, the applicability of the other provisions
presumes the validity and enforceability of the particular provision, the other provisions will be
deemed also to be invalid or unenforceable.
13. Governing Law
This Agreement shall be interpreted and the rights of the parties shall be governed by and construed
in accordance with the laws of the Province of Ontario.
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14. Attornment
Each party irrevocably and unconditionally attorns to the exclusive jurisdiction of the courts of the
Province of Ontario.
15. Recitals
The recitals to this Agreement form part thereof, and this Agreement is to be construed accordingly.
16. Time
Time shall in all respects be of the essence in this Agreement.
17. Counterparts
This Agreement may be executed in counterparts, each of which shall constitute an original and all
of which taken together shall constitute one and the same instrument.
18. Disclosure
The parties acknowledge that OLG is a Crown Agency and that it is subject to the Freedom of
Information and Protection of Privacy Act, R.S.O. 1990, c.F.31, as amended, and that the
Municipality is subject to the Municipal Freedom of Information and Protection of Privacy Act,
R.S.O. 1990, c.M.56, as amended, and that, as a result, each party is required to observe certain
legislative obligations with respect to the disclosure or non -disclosure of information, whether to
government agencies or ministries, members of the public, or otherwise.
19. Modifications
Excluding an amendment permitted under Sections 3(b) and 4(c), no amendment to this Agreement
will be valid or binding unless set forth in writing and duly executed by both of the parties hereto.
No waiver of any breach of any provision of this Agreement will be effective or binding unless made
in writing and signed by the party providing such waiver, and will be limited to the specific breach
being waived.
20. Assignment
No transfer, sale or assignment by the Municipality of this Agreement or the Municipality' s rights
hereunder is valid without the prior written consent of OLG.
21. Benefit of the Agreement
This Agreement will enure to the benefit of and be binding upon the respective successors and
permitted assigns of the parties hereto.
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22. Electronic Execution
Delivery of an executed signature page to this Agreement by any party by electronic transmission
will be as effective as delivery of a manually executed copy of this Agreement by such party.
IN WITNESS WHEREOF the parties hereto have executed this Agreement as of the date
first written above.
ONTARIO LOTTERY AND GAMING
CORPORATION
Per:
Name: Stephen Rigby
Title: President and CEO
I have the authority to bind OLG
THE CORPORATION OF THE CITY
OF PICKERING
Per:
Name: [•]
Title: [•]
c/s
Per:
Name: [•]
Title: [•]
I/We have authority to bind the Municipality.
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EXHIBIT A
Calculation of Annual Contribution
For example and by way of illustration only: if the Electronic Games Revenue and Live Table
Games Revenue for an Operating Year is $650 million and $100 million respectively and as further
described in Table A below, then the applicable Annual Contribution for such Operating Year would
be $19,712,500:
TABLE A
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Electronic Games
Revenue (in millions)
Live Table Games
Revenue (in millions)
Annual Contribution
Quarterly Payment (in
millions)
Operating Year
$100
$25
[0.0525 x $65) + (0.03
Quarter No. 1 (March
x $35)] + [0.04 x $25]
1 — June 30)
_ $5.4625
Operating Year
$175
$22
[0.03 x $100) + (0.025
Quarter No. 2 (July 1
x $75)] + [0.04 x $22]
— September 30)
= $5.755
Operating Year
$170
$23
[0.025 x $170)] + [0.04
Quarter No. 3
x $23] _ $5.17
(October 1 —
December 31)
Operating Year
$205
$30
[0.025 x $55) + (0.005
Quarter No. 4
x $150)] + [0.04 x $30]
(January 1 — March
= $3.325
31)
Total
$650
$100
$19.7125 .
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Cfy �t
DICKERING
Report to
Executive Committee
Report Number: PLN 27-19
Date: December 2, 2019
From: Kyle Bentley
Director, City Development & CBO
Subject: City of Pickering
2019-2024 Corporate Energy Management Plan
Recommendation:
1. That Report PLN 27-19 regarding the 2019-2024 Corporate Energy Management Plan
(CEMP) be received;
2. That Council endorse the CEMP and direct staff to use this Plan as a basis for making future
corporate energy management recommendations and budget submissions; and
3. That staff annually report back to Council on the results of CEMP implementation and the
energy management program.
Executive Summary: The 2019-2024 Corporate Energy Management Plan (CEMP) provides a
roadmap for planning and decision-making for the next phase of the City of Pickering's energy
management program. The CEMP builds on the success of the previous plan, but refocuses the
City's energy management priorities to consider the current context of technology, policy and City
growth and development. The City strongly supports its energy management program. City staff
across departments collaborated to provide insights that helped shape the goals and objectives
for energy management to the year 2024. The CEMP was developed in accordance with Ontario
Regulation 507/18, Broader Public Sector: Energy Reporting and Conservation and Demand
Management Plans, which establishes a province -wide framework for municipal energy.
Through the implementation of the Plan, it is estimated that there will be a savings of 1,450 MWh
in electricity and 150,000 m3 of natural gas within existing City -owned buildings. This is equivalent
to a 15 percent reduction in energy consumption and a 15 percent reduction in greenhouse gas
(GHG) targets. In line with these targets, the City also has a goal to construct new buildings that
are 15 percent more energy efficient than the Ontario Building Code. Achieving these targets
would reduce the City's energy costs by approximately $650,000.00 per year and decrease total
GHG emissions by 310 tons of CO2e per year.
The CEMP is a living document that aligns with the City's energy management goals of fostering a
culture of conservation, leveraging best practices and technology, learning from previous
successes and challenges, and adopting energy measures that will reduce consumption in new
and existing buildings.
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PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 2
It is recommended that Council endorse the 2019-2024 Corporate Energy Management Plan and
direct staff to use this Plan as a basis for making future corporate energy management
recommendations and budget submissions. Staff will annually report back to Council on the
results of the CEMP implementation and the energy management program.
Financial Implications: There are no direct financial implications from endorsing the CEMP; any
costs from recommended actions would be subject to Council approval at a later date. The CEMP
provides a 5 -year roadmap for actions to reduce energy and greenhouse gas emissions. Staff
have the flexibility to adapt the CEMP based on Corporate priorities, available incentives, and
financial and staff resources.
1. Background:
Municipal governments play a critical role in addressing climate change by investing in
infrastructure and programs that build more resilient communities. The City's energy
management practices help to reduce energy and operational costs, and demonstrate a
commitment to long-term climate action, resilient development and environmental
sustainability.
In 2014, the City of Pickering released its first 5 -year Corporate Energy Management Plan.
The CEMP identified short, medium, and long-term priority actions for the 2014 to 2019
timeframe, with a goal to achieve 12 percent and 14 percent reductions in energy intensity
and emissions, respectively. The purpose of this report is to identify the successes and
lessons learned during the implementation of the first plan, and from this past experience,
establish meaningful goals for the next 5 -year cycle. Accordingly, the CEMP is an energy
management roadmap for 2019 to 2024 and is intended to facilitate planning and decision-
making to support low -emission, energy reduction and resilient development.
According to the Independent Electricity Operator 2018 Annual Report on Energy Efficiency
Activities, "energy efficiency continues to be the most cost-effective resource for
maintaining Ontario's power system at only 1.69 cents per kilowatt-hour." In consideration
of Pickering's growing population, increasing fuel prices, increasing greenhouse gas
emissions, and the opportunities for cost effective energy efficiency, it is now more
important than ever to fully understand and manage the City's Corporate energy
consumption.
Energy management is a key component to building a resilient, prosperous, and
sustainable community. Since 2014, the City has implemented several measures to reduce
energy consumption and operational costs. Pickering has invested in clean fleet vehicles,
smart commute programming, renewable energy, and has prioritized energy efficiency in
the development of new and existing municipal facilities.
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PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 3
2. Discussion:
Overview of 2014-2019 Results
In 2014, the City of Pickering released its first CEMP, which identified short, medium, and
long-term priority actions to achieve targets of a 12 percent reduction in energy intensity
and a 14 percent reduction in greenhouse gas emissions by 2019. While data for 2018 and
2019 is still being collected, analysis up to 2017 indicates that energy use intensity was
already 9 percent lower and greenhouse gas emissions were 34 percent lower when
compared to the 2014 baseline. Some of the project highlights include:
• LED streetlight conversion
• Solar and LED lighting in parks
• Facility retrofits, including LED lighting and building system upgrades
• Purchase of electric vehicles to replace gas -powered fleet vehicles
• A 100 kW rooftop solar project implemented on the Dr. Nelson F. Tomlinson
Community Centre
The City has made substantial progress in implementing well-established measures, such
as lighting and Heating, Ventilation, and Air Conditioning (HVAC) improvements. These
projects have yielded substantial operational savings for the City, with facility retrofits alone
resulting in over $600,000.00 of avoided energy costs each year. In addition, these
measures have reduced greenhouse gas emissions by 1,040 tons of CO2e per year.
Development of the 2019-2024 Plan
The City retained ICF Consulting Canada Inc. (ICF) to provide consulting services to
facilitate the stakeholder engagement workshop and to develop the new Plan. ICF has
worked with the Independent Electricity System Operator (IESO) and the Ministry of
Energy on the Municipal Energy Profile Survey, where they surveyed and analyzed over
400 Ontario municipalities' corporate energy performance, priorities and challenges. ICF
also developed the 2015-2020 joint Energy Conservation and Demand Management Plan
and Update for Veridian Connections and Whitby Hydro (now referred to as Elexicon
Energy).
Extensive engagement took place with key stakeholders across City departments that will
be involved in implementation of the new plan and represented a diversity of perspectives
and experiences. These stakeholders provided a complementary mix of skills and insights
on the key opportunities and challenges to be addressed, and informed the goals and
objectives for the 2019-2024 energy management program.
Although the Plan was developed to guide Corporate energy management initiatives, it also
benefits the broader community. Through leading by example, the City is able to encourage
others to pursue higher standards for energy management and sustainable development
across the community.
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PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 4
The CEMP is a "living document" and will be used to guide the decision-making process for
energy management initiatives. The following goals of the CEMP were developed
collaboratively by a diverse group of City staff and include:
• Foster a Culture of Conservation, leveraging best practices and technology to effectively
integrate energy management into City operations;
• Learn from the successes and challenges encountered during the implementation of
projects; and
• Provide a set of recommended energy conservation measures that reduce new and
existing building energy consumption.
The City of Pickering is committed to energy conservation as a critical component of its
operations. By leveraging best practices and technology, the City will effectively integrate
energy management into its operations. The City's energy management strategy will guide
the implementation of this plan and consists of the following elements:
• Improve energy efficiency in the existing municipal building portfolio;
• Incorporate energy efficient technology and controls within design and construction of
new facilities; and
• Invest in renewable energy and alternative energy sources to reduce energy, GHG
emissions and improve community resilience.
Looking Forward: A Culture of Conservation and Continuous Improvement
The 2019-2024 CEMP reinforces a Corporate culture of conservation and continuous
energy improvement. Facility retrofits will continue to play a key role in the success of the
energy management program, and the City has allocated an annual budget for these
projects. In addition, by installing advanced metering infrastructure and leveraging building
automation systems, staff will understand how energy is being used and be better equipped
to make informed recommendations for future actions.
There will be increased engagement with staff to communicate their respective roles in
energy management. Facility energy use will be monitored so that building operators can
identify and address deviations in expected building performance. Predictive maintenance
techniques help determine the condition of in-service equipment to estimate when
maintenance should be performed. This approach is intended to produce cost savings over
routine or time -based maintenance. Predictive maintenance systems will enable proactive
identification of problems, before equipment failure occurs or excessive energy is
needlessly consumed.
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PLN 27-19
Subject: 2019-2024 Corporate Energy Management Plan
December 2, 2019
Page 5
The following table provides a summary of the measures recommended under this Plan.
Action
Implementation
Timeframe
Estimated Annual
Savings (electricity,
natural gas, cost)
Estimated
Incremental
Implementation
Cost
Predictive
Maintenance System —
Phase I
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000.00/yr
$200,000.00
Predictive
Maintenance System —
Phase II
2022-2023
140,000 kWh/yr
20,000 m3/yr
$30,000.00/yr
$120,000.00
Energy Management
Information System —
Phase I
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000.00/yr
$160,000.00
Energy Management
Information System —
Phase II
2022-2023
140,000 kWh/yr
10,000 m3/yr
$20,000.00/yr
$80,000.00
Major Capital
Replacement (Existing
Facilities)
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000.00/yr
$120,000.00/yr*
Recommissioning for
Major Renovations
2019-2024
240,000 kWh/yr
30,000 m3/yr
$50,000.00/yr
$200,000.00/yr*
Lighting Retrofits
(Interior and Exterior)
2019-2024
380,000 kWh/yr
0 m3/yr
$60,000.00/yr
$460,000.00
Exceeding Code
Energy Performance
for New Construction
2019-2024
2,000,000 kWh/yr
200,000 m3/yr
$370,000.00/yr
Estimated to be 15%
higher than code
compliant facility
*Note: The cost per year is only for the duration of the implementation timeframe of
2019-2024, however the cost savings per year will continue past the 5 -year timeframe.
It is estimated that there will be a savings of 1,450 MWh in electricity and 150,000 m3 of
natural gas within existing buildings. This is equivalent to a 15 percent reduction in energy
consumption and a 15 percent reduction in greenhouse gas emissions. In line with these
targets, the City also has a goal to construct new buildings that are 15 percent more energy
efficient than the Ontario Building Code. Achievement of these targets would reduce the
City's energy costs by approximately $650,000 per year and decrease total GHG emissions
by 310 tons of CO2e per year.
- 229 -
PLN 27-19 December 2, 2019
Subject: 2019-2024 Corporate Energy Management Plan Page 6
2. Conclusion:
The 2019-2024 CEMP was developed in accordance with Ontario Regulation 507/18. The
CEMP provides a roadmap on planning and decision-making for the next phase of the City
of Pickering's energy management program. The CEMP is a living document to support
actions that aligns with the City's energy management goals to foster a culture of
conservation, leverage best practices and technology, learn from previous successes and
challenges, and to outline energy measures that will reduce consumption in new and
existing buildings.
It is recommended that the 2019-2024 Corporate Energy Management Plan be received and
endorsed and that Council direct staff to use this Plan as a basis for making future
corporate energy management recommendations and budget submissions. Staff will
annually report back to Council on the results of the CEMP implementation and the energy
management program.
Attachment
1. 2019-2024 Corporate Energy Management Plan
Prepared By:
Original Signed By:
Abid Syed, P. Eng., PMP
Coordinator, Energy Management
Original Signed By:
Chantal Whitaker, BESc (Hons), CSR -P
Supervisor, Sustainability
AS:Id
Approved/Endorsed By:
Original Signed By:
Kyle Bentley, P. Eng.
Director, City Development & CBO
Recommended for the consideration
of Pickering City Council
Original Signed By:
Tony Prevedel, P. Eng.
Chief Administrative Officer
- 230 -
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2019-2024 Corporate Energy
Management Plan
A Culture of Conservation and
Continuous Improvement
2019-2024 Corporate Energy Management Plan
City of Pickering
November 2019
Submitted by:
ICF Canada
400 University Ave, 17th Floor
Toronto, ON M5G 1 S5
1.416.341.0990 1.613.319.8499 f
icf.com
Alternate formats available upon request at 905.683.7575 or customercare@pickering.ca.
2019-2024 Corporatea2y Management Plan
Intentionally Blank
2019-2024 Corporatey Management Plan
A Message From Our Mayor
As Mayor, I am very proud to endorse the City of Pickering's 2019-2024 Corporate Energy
Management Plan.
While the City of Pickering had embarked on its sustainability journey over a decade ago, the need to
address climate change has become top of mind for residents, businesses, and stakeholders. For this
reason, our Corporate Energy Management Plan is not just a blueprint for conserving energy at City
facilities over the next five years. It's also our public commitment that we will continue to take a leadership
role in terms of resilient development and long-term climate action.
In addition, through innovative energy conservation planning and programs, we can significantly reduce
our energy costs in the long run. Implementing cost savings and cost avoidance measures are effective
ways of reducing budget pressures and the City's reliance on its tax base.
The City of Pickering is on the cusp of greatness, and invested in a number of transformational projects
including Seaton, City Centre redevelopment, the Durham Live entertainment and tourism destination,
and the Innovation Corridor.These exciting projects are bringing a whole new dynamic to Pickering.
I want to assure you that we are working with our partners to advocate the importance of energy
conservation in all of these key projects. I, and every Member of Council, believe in responsible
development that benefits the community on multiple levels - social, economic, and environmental.
I hope you have the opportunity to review the Corporate Energy Management Plan. While it may seem
ambitious to some, we feel it is entirely achievable. The key to success is ensuring that we all collectively
embrace the culture of conservation.
In closing, I invite you to join our sustainability journey. Together we can achieve our shared goals of energy
conservation, prosperity, resilient development, and community -building.
Yours truly
0÷ -
Dave Ryan
Mayor, City of Pickering
2019-2024 Corporatee4y Management Plan
Acknowledgements
The 2019-2024 Corporate Energy Management Plan would like to acknowledge the support from the following
stakeholders. Each stakeholder brought a diverse range of skills and expertise that informed the development of the Plan.
CITY OF PICKERING
Tony Prevedel
Chief Administration Officer
Kyle Bentley
Director, City Development & Chief Building Official
Stan Karwowski
Director, Finance &Treasurer
Marisa Carpino Director, Community Services
Stephen Boyd Deputy Fire Chief
Brian Duffield Division Head, Operations
Catherine Rose Chief Planner
Grant McGregor Manager, Strategic Initiatives & Sustainability
Fiaz Jadoon Manager, Economic Development & Strategic Projects
Mark Guinto Manager, Public Affairs & Corporate Communications
Vince Plouffe Manager, Facility Capital Projects
Dale Quaife Manager, Information Technology
Ray Rodrigues Manager, Supply & Services
Dean Jacobs Manager, Policy & Geomatics
Marcos Moreira Supervisor, Facilities
Jeremy Bender Supervisor, Building Permits
Rob Gagen Supervisor, Parks Operations
Chantal Whitaker Supervisor, Sustainability
Deepak Bhatt Senior Planner, Sustainability
Arnold Mostert Senior Coordinator, Landscape & Parks Development
Mike Pelzowski
Coordinator, Infrastructure Maintenance Contracts
Shauna Muir
Coordinator, Corporate Communications & Community Engagement
Abid Syed
Coordinator, Energy Management
ICF
Matt Jones
Project Manager
Jennifer Cathcart
Spark Labs Workshop Designer and Facilitator
Nick Ebbs
Senior Energy Analyst
Julia Zeeman Policy and Engagement Analyst
Michelle Hobbs Senior Designer
2019-2024 Corporatpe9y Management Plan
Executive Summary
The 2019-2024 Corporate Energy Management Plan (CEMP)
provides a roadmap for planning and decision-making for
the next phase of the City of Pickering's energy management
program.The CEMP builds on the success of the previous
plan, but refocuses the City's energy management priorities
to consider the current context of technology, policy, growth
and City development.The City strongly supports its energy
management program, and the CEMP was developed
through a collaborative effort of stakeholders across City
operations, who provided insight and helped shape the
goals and objectives for energy management to the year
2024. The report was developed in accordance with Ontario
Regulation 507/18, Broader Public Sector: Energy Reporting
and Conservation and Demand Management Plans, which
establishes a province -wide framework for municipal energy
management planning.
Overview of 2014-2019 Results
In 2014, the City of Pickering released its first CEMP, which
identified short-, medium-, and long-term priority actions to
achieve targets of a 12% reduction in energy intensity and a
14% reduction in greenhouse gas emissions by 2019. While
data for 2018 and 2019 are still being collected, analysis
up to 2017 indicates that energy use intensity was already
9% lower and greenhouse gas emissions were 34% lower
when compared to the 2014 baseline. Some of the project
highlights include:
LED streetlight conversion
Solar and LED lighting in parks
Facility retrofits including LED lighting and
building system upgrades
• Purchase of electric vehicles to replace gas -
powered fleet vehicles
• A 100 kW rooftop solar project implemented on
the Dr. Nelson F. Tomlinson Community Centre
It is the responsibility of those managing Pickering's
facilities to ensure reliability and resilience, cost-effective
management of facilities and the comfort of building
occupants; energy management plays a key role in achieving
all these outcomes.The City has made substantial progress in
implementing well-established measures, such as lighting
and HVAC improvements. These projects have yielded
substantial operational savings for the City, with facility retrofits
alone resulting in over $600,000 of avoided energy costs each
year.These measures, in conjunction with greatly reduced
emissions intensity of electricity in Ontario, have resulted in
overall emissions reductions of 1,040 tCO2e annually.
To improve understanding of building energy consumption
and to enable the next phase of the City's energy
management program, a building automation system (BAS)
was also installed. As the energy management program has
advanced, it has become increasingly challenging to identify
opportunities; much of the low -hanging fruit has been
addressed. The BAS will enable the identification of measures
and facilitate holistic assessment of energy management
opportunities across the City's facilities.
Development of the Plan
An extensive engagement took place with key stakeholders
across City departments that will be involved in
implementation of the new plan and represented the
diversity of perspectives and experiences.These stakeholders
provided a complementary mix of skills and insights on
the key opportunities and challenges to be addressed, which
informed the goals and objectives for the 2019-2024 energy
management program.
Although the Plan was developed to guide Corporate
energy management initiatives, it also benefits the broader
community. By leading by example, the City is able to
encourage others to pursue higher standards for energy
management and sustainable development across the
community.
Looking Forward: A Culture of Conservation and
Continuous Improvement
The 2019-2024 CEMP reinforces a Corporate culture of
conservation and continuous energy improvement. Facility
retrofits will continue to play a key role in the success of the
energy management program, and the City has allocated an
annual budget for these projects. In addition, by installing
advanced metering infrastructure and leveraging building
automation systems, staff will understand how energy
is being used and be better equipped to make informed
recommendations for future actions.
The City will engage staff at every level to help them
understand their role in energy management. Facility energy
use will be monitored so that building operators can identify and
address deviations in expected building performance. Predictive
2019-2024 Corporately Management Plan
maintenance techniques help determine the condition of in-
service equipment to estimate when maintenance should be
performed.This approach promises cost savings over routine
or time -based preventive maintenance. Tasks are performed
at end -of -life, which is the most cost-effective opportunity to
improve energy efficiency.' Predictive maintenance systems will
enable proactive identification of problems, before equipment
failure occurs or excessive energy is needlessly consumed.
The following table provides a summary of the measures
recommended for implementation under this Plan.
It is estimated that there will be a savings of 1,450 MWh in
electricity and 150,000 m3 of natural gas within existing
buildings.This is equivalent to a 15% reduction in energy
consumption and a 15% reduction in GHG targets. In line
with these targets, the City also has a goal to construct
new buildings that are 15% more efficient than the Ontario
Building Code. Achievement of these targets would reduce
Pickering's energy costs by approximately $650,000 per year
and decrease total GHG emissions by 310 tCO2e per year.
Action
Implementation
Timeframe
Estimated Annual Savings Estimated Incremental
(electricity, natural gas, $) Implementation Cost
Predictive Maintenance
System - Phase I
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000/yr
$200,000
Energy Management
Information System - Phase I
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000/yr
$160,000
Major Capital Replacement
(Existing Facilities)
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000/yr
$120,000/yr*
*Note: The cost per year is only for the duration of the implementation timeframe of 2019-2024, however the cost savings per year
will continue past the five year timeframe.
1 https://www.reliableplant.com/Read/12495/preventive-predictive-maintenance
2019-2024 Corporates♦,may Management Plan
Table of Contents
Message from the Mayor 4
Executive Summary 6
1. Introduction 9
2. Background 11
2.1 Stakeholder Engagement Workshop 11
2.2 City Growth and Sustainable Developments 12
2.3 Provincial Policy Compliance: O'Reg 507/18 - Overview of Regulation 15
2.4 Related Municipal and Regional Plans and Initiatives 16
3. Goals and Objectives of the Corporate Energy Management Plan . 18
3.1 Goals of the 2019-2024 CEMP Update 18
3.2 Flexibility to Grow and Adapt 18
3.3 Energy Management Strategy 19
4. Pickering's Past Energy Management Progress (Results of the 2014-2019 Plan) 21
4.1 Project Highlights 21
4.2 Summary Table of Project Highlights 25
5. Pickering's Current Energy Use and GHG Consumption 26
5.1 Summary of 2017 Building Energy Use 26
6. Opportunities for Future Energy Management 27
6.1 Distributed Energy Resources 27
6.2 Community Energy Cooperatives 28
6.3 Energy Management Best Practices 28
6.4 Water Conservation Best Practices 30
6.5 New Municipal Construction Projects 31
6.6 Tools to Monitor Building Systems Performance and Perform Evaluation, Measurement, & Verification32
6.7 Proposed Measures for 2019-2024 33
6.8 Funding Pathways 34
6.9 Education and Awareness 35
7. Conclusion 36
8. Appendix 37
8.1 2014-2017 City of Pickering Energy Consumption and Greenhouse Gas Emissions Report 37
8.2 2014-2017 City of Pickering Water Consumption Data 38
8.3 Fleet Carma Report 39
2019-2024 Corporatele8y Management Plan
Introduction
The purpose of the 2019-2024 Corporate Energy
Management Plan (CEMP) is to provide a 5 -year roadmap
that will guide planning and decision-making, setting forth
a path for the next phase of Pickering's energy management
program. This Plan shall reinforce a culture of conservation,
provide an overview of the City's energy management
achievements and define future goals and objectives.
The CEMP aligns the City's vision, skills, incentives, and
resources into a strategy that encourages the effective
implementation of energy management best practices
throughout City facilities and infrastructure. The
development of the CEMP is an excellent opportunity to
highlight the successes, reflect on the missed opportunities,
and highlight the cross -departmental collaboration
that contributed to building on an exceptional energy
management program.
In 2014, the City of Pickering released its first 5 -year Corporate
Energy Management PIan.The CEMP identified short,
medium, and long-term priority organizational and technical
actions with a goal to achieve 12% and 14% reductions in
energy intensity and emissions, respectively 2 The purpose of
this report is to identify the successes and lessons learned
during the implementation of the first plan, and from this
past experience, establish meaningful goals for 2019 to 2024.
The CEMP is a 5 -year roadmap for energy management and is
intended to facilitate planning and decision-making to
support low emission, energy reduction and resilient
development.
According to the Independent Electricity Operator 2018
Annual Report on Energy Efficiency Activities, " energy
efficiency continues to be the most cost-effective resource
for maintaining Ontario's power system at only 1.69 cents per
kilowatt-hour"3 In consideration of Pickering's growing
population, increasing fuel prices, increasing greenhouse gas
emissions, and the opportunities for cost effective energy
efficiency, it is now more important than ever to fully
understand and manage the City's Corporate energy
consumption.
Energy management is a key component to building
a resilient, prosperous, and sustainable community
for residents and businesses. Since 2014, the City has
implemented numerous measures to reduce energy
consumption and operational costs. Pickering has invested in
clean fleet vehicles, smart commute programming,
renewable energy, and has prioritized energy efficiency in
the development of new and existing municipal facilities.
The City of Pickering is focused on the cost-effective
management of risks, both current and future. Effective
energy management practices can improve energy
performance, system reliability, and cost savings.The City is
striving to be a leader in integrating sustainable building
design, improving its green infrastructure, and embracing
renewables. Collectively, the City is actively working towards a
low carbon and resilient future.
2 https://www.pickering.ca/en/living/resources/CorporateEnergyManagementPlan2014.pdf
3 http://www.ieso.ca/en/Power-Data/Conservation-Overview/Conservation-Reports
2019-2024 Corporate -ry Management Plan
1. INTRODUCTION
A short summary of each section of this Plan is provided below.
Section 1: Introduction
Provides a brief introduction of the CEMP by outlining
the purpose the plan. This section also provides
background information on the previous CEMP.
Section 3: Goals and Objectives
of the CEMP
Unpacks the priorities of the CEMP by communicating
its goals and strategy.
Section 5: Pickering's Current
Energy Use and GHG Consumption
This section provides a summary of the building
energy use for 2017.
Section 7: Conclusion
This section provides a brief conclusion for the CEMP.
Section 2: Background
Connects energy efficiency to climate resiliency as
an adaptation and mitigation strategy. A high-level
background on the City of Pickering is provided, as
well as an overview of the energy management team,
the methodology used to develop this report and a
summary of relevant municipal and regional plans.
Section 4: Pickering's Past Energy
Management Progress
Provides a narrative of the City's past projects
highlights, impact and lessons learned from the
achievements of the 2014-2019 CEMP. This section
includes tables and figures that quantitatively
characterize the results achieved from actions taken
place during the 2014-2019 CEMP.
Section 6: Opportunities for
Future Energy Management
This section describes opportunities for future energy
management improvements within the 5 -year time
frame of the plan. The section recommends energy
management measures and describes municipal
funding pathways that can be linked to the proposed
opportunities.
Section 8: Appendix
This section is the appendix for the report.
2019-2024 Corporate/y 0y Management Plan
1
Background
Canadians are increasingly becoming concerned about
climate change as the impacts become evident abroad and
at home.
In 2019, the Federal Government's Canada's Changing Climate
Report found that both past and future warming in Canada
is, on average, double the magnitude of global warming.4
According to the Bank of Canada, climate -related damage
to property and infrastructure averaged approximately $1.7
billion annually between 2008 and 2017.5 These impacts will
increase the financial burden of municipalities due to the
costly clean-up efforts and repairs to infrastructure.
In response to the Paris Agreement, the Government of
Canada released the Pan -Canadian Framework for Clean
Growth and Climate Change (PFCGCC) as a strategic plan
to meet Canada's 2030 target of a 30% reduction below
2005 GHG emission Ievels.Through PFCGCC, the Federal
Government recognizes the critical role the public sector can
play to achieve the Federal and international climate change
goals by setting ambitious targets; cutting emissions from
government buildings and fleets; and driving innovation to
advance adaptation strategies and build resilient communities.
In Ontario, municipal governments play a critical role in
addressing climate change by investing in infrastructure
and programs that build more resilient communities.The
City's energy management practices help to reduce energy
and operational costs, and demonstrates a commitment
to long-term climate action, resilient development and
environmental sustainability.
Municipal Leadership and Climate Change Resiliency
Pickering is a recognized leader in sustainability and was
the first municipal government in the Province of Ontario to
establish an Office of Sustainability. In 2007, the City drafted
a set of Sustainable Development Guidelines, highlighting
best practices as an effective way to integrate sustainability
into the development of neighbourhoods planned for
Pickering.
In 2015 and 2017, the City of Pickering won the Conservation
Champions Award from Elexicon Energy (previously Veridian)
in achieving outstanding electricity conservation results.
The City was able to achieve electrical savings of 4,468,239
kWh. In addition, in 2018, the City was awarded the Largest
Lighting Savings Award at the
Powering Up Durham Save on
Energy Symposium.
In recognition for the City's
outstanding achievements
in energy conservation and
climate change action, the
City of Pickering has received
numerous awards including
from the Federation of
Canadian Municipalities for
meeting its highest milestone
in the Partners for Climate
Protection Program.
ENERtfY
Vk Rli]IAl'
With the understanding that money not spent on energy
bills is money that can be better spent on innovative and
financially beneficial practices, the City has taken significant
steps in implementing energy efficiency measures in
facilities and invested in renewable energy generation.The
financial earnings generated from the solar PV project and
the incentives received for the City's energy management
initiatives have been dedicated to an established Green
Initiative Fund, which is a revolving fund dedicated for the
implementation of sustainable energy projects. A revolving
fund is when revenues are "recycled" back into a reserve
fund to finance additional energy projects.
2.1 Stakeholder Engagement Workshop
The City engaged key stakeholders to develop the CEMP.
Each stakeholder involved represented a diverse area of
operations. Interviews were conducted to gather key
insights, which informed the design of a half-day workshop.
Ultimately, the purpose of the workshop was to establish
goals and objectives that considered the unique needs and
challenges of each individual's role within City operations.
Energy projects are cross -cutting, and therefore require
participation from stakeholders across the organization.
4 https://www.nrcan.gc.ca/maps-tools-and-publications/publications/climate-change-publications/canada-changing-climate-reports/canadas-chang-
ing-climate-report/21177
5 https://nationalpost.com/pmn/news-pmn/canada-news-pmn/bank-of-canada-identifies-climate-change-as-important-economic-weak-spot
2019-2024 Corporateyamy Management Plan
1
2. BACKGROUND & CONTEXT
The Energy Management Team will continue to meet
quarterly. Key members representing all departments of the
City that pertain to energy management will form this
dynamic group. They will continue to engage all levels of
employees in the identification and implementation of
energy efficiency initiatives.TheTeam is invested in the
success of the City's CEMP goals and is committed to
creating a culture of energy conservation that will help
generate real results, saving money and energy.
2.1.1 Creation of the 2019-2024 Energy
Management Plan
The engagement workshop served as a kick-off to the
project with the broader City of Pickering team and raised
information that guided the development of the CEMP. Prior
to the workshop, interviews were conducted with key
members of the City team to inform the session design.
City staff participated in the workshop, which yielded a total
of 86 ideas from 4 teams of stakeholders. Ideas generated
Culture & Engagement
-All Stakeholder Groups
Best Practice
40
35
30
2
Education & Engagement Funding
Exhibit 1: Stakeholder Ideas Mapping
Policy
during the workshop were then mapped to the following
categories; best practices, policy, education and
engagement, funding, and culture and engagement
elements. These are not mutually exclusive categories, as
some ideas represent more than one area of focus. "Best
Practices"and "Education and Awareness"were the categories
that related to the highest number of ideas identified, as
outlined in Exhibit 1. Ideas for energy management identified
during the workshop are woven into the objectives,
opportunities and strategies presented throughout the Plan.
The feedback received from all involved in the workshop
helped to inform the measures, objectives and overall
strategy of this Plan.
2.2 City Growth and Sustainable Developments
Between 2019 and 2024 the City of Pickering is forecasted to
grow from 94,279 to approximately 135,000 residents.6 This
growth will include new sustainable developments and
incorporate energy management practices that enable
community resilience. Community resilience plays an
important role in the CEMP. The City of Pickering has several
new areas being developed that reflect a sustainable
direction and enhanced community resilience. For instance,
Pickering's City Centre will encompass state-of-the-art
buildings providing the City with opportunities to test
behavioural and technical energy management measures,
thus advancing community resilience.The City Centre is still
in the design phase. Another example is the Seaton
Community, which has recently started construction. Both
developments are leading examples that showcase the City's
commitment to energy management. As noted later in this
report, given the scale of development that will occur, it is
important to take a flexible approach towards energy
management, as new developments present an opportunity
to invest in technologies that will emerge over the lifetime of
the Plan.
6 https://www.pickering.ca/en/business/resources/20YearPopulationForecast.pdf
2019-2024 Corpo_rateyytagy Management Plan
1
2. BACKGROUND & CONTEXT
Energy Efficiency's Role in Increasing
Community Resilience
The American Council for Energy -Efficient Economy (ACEEE)
defines community resilience as a community's reduction
of, and preparation for, risk.' With the increasing impacts of
climate change, the City of Pickering is improving resiliency
in many ways such as energy management, green building
design and sustainable procurement policies. Energy
efficiency is fundamental to energy management and can
support community resilience by strengthening local energy
systems and delivering more reliable and affordable energy.
Exhibit 2 provides an overview of the resilience benefits to a
community by investing in energy efficiency.8
Benefit type Energy efficiency outcome
Resilience benefit
Emergency
response
and recovery
Reduced electric demand
Increased reliability during times of stress on
electric system and increased ability to respond to
system emergencies
Backup power supply from
combined heat and power (CHP)
and microgrids
Ability to maintain energy supply during emergency
or disruption
Efficient buildings that maintain
temperatures
Residents can shelter in place as long as buildings'
structural integrity is maintained.
Multiple modes of transportation
and efficient vehicles
Several travel options that can be used during
evacuations and disruptions
Social and
economic
Local economic resources may
stay in the community
Stronger local economy that is less susceptible to
hazards and disruptions
Reduced exposure to energy
price volatility
Economy is better positioned to manage energy
price increases, and households and businesses
are better able to plan for future.
Reduced spending on energy
Ability to spend income on other needs, increasing
disposable income (especially important for low-
income families)
Improved indoor air quality and
emission of fewer local
pollutants
Fewer public health stressors
Climate
mitigation
and
adaptation
Reduced greenhouse gas
emissions from power sector
Mitigation of climate change
Cost-effective efficiency
investments
More leeway to maximize investment in resilient
redundancy measures, including adaptation
measures
Exhibit 2: Community resilience benefits associated with energy efficiency
7 https://aceee.org/research-report/u1508
8 http://eecoordinator.info/wp-content/uploads/2016/06/Community-Resiliency-EE.pdf
2019-2024 Corpo_ratey Management Plan
1
2. BACKGROUND & CONTEXT
Pickering City Centre
The City of Pickering is demonstrating its commitment to
community resilience through the development of the new
City Centre, which will promote the sustainability and livability
of the community as a whole.
The development plan for this Centre supports the tenets
of sustainability — bringing together economic, social, and
environmental priorities into a singular, exciting, and dynamic
new building form.The City's bold vision for the City Centre
will foster a vibrant, sustainable, accessible and bustling
downtown. Energy management and sustainable building
design will play a key role in this new development. The City
of Pickering, Pickering Town Centre (PTC), and Cushman &
Wakefield, have developed a unique public-private
partnership for the redevelopment of a portion of the mall
lands. The City Centre development will encompass state-of-
the-art buildings and facilities, including a Performing Arts
Centre, new Central Library, combined Seniors &Youth
Centre and condominium towers, which will all be seamlessly
connected via activated and pedestrian -friendly walkways.
The City intends to enroll this development in the Enbridge
Savings by Design program, which is an incentive program to
encourage the design and construction of high-performance,
energy efficient buildings that are at least 15% better than
Ontario Building Code. Another benefit of the program is that
past participants have used the best practices knowledge for
the construction of other facilities. Over 200 projects have
successfully gone through this program and the City Centre
initiative would be the first commercial project in Pickering to
participate. This development exemplifies the City's
commitment to evolve.
This landmark development project will bring together
municipal service delivery, shopping, retail, and residential
intensification, into a singular walkable neighbourhood that
will become the heart of the City.The City is working
to integrate active transportation networks, strategic urban
design, sustainable building practices, land use, as well as
improving access to public spaces and services.
9 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
Rendering - Pickering City Centre Redevelopment Project'
Community in North-East Pickering
The City is collaborating on a new development in North-
East Pickering based on fostering a wellness -driven
community. This connected (Smart) Community is guided
by the following planning principals:
a. A future -focused community that is adaptable and
evolving, supporting opportunities for innovative forms of
transportation through adaptable infrastructure.
b. Provides and allows for the potential of various incoming
multi -modal transportation opportunities that take
advantage of smart technologies including Autonomous
Vehicles.
c. Promotes a more sustainable and healthful way of life
through partnerships that support smart technologies, on-
site renewable energy systems and district energy
opportunities.
d. Optimizes solar gain opportunities through a grid street
network aligned with True North.
This development plan is designed to reflect the GTA's
diversity of people, natural habitats and community
resilience.
The Seaton Community
The Central Pickering Development Plan describes a
broad vision for Seaton as a sustainable urban community
integrated with a thriving agricultural community and an
extensive Natural Heritage System with trails. Subsequent
work completed by the City sets in place policies for the
development of urban Seaton as a walkable, transit -
supportive community at densities that support an active
street life, including neighbourhood shops, social facilities
and parks.
2019-2024 Corp Irate/ymy Management Plan
1�
Understanding
existing energy
consumption
within the City
Developing
an energy
and GHG
baseline
2. BACKGROUND & CONTEXT
Setting
objectives
and
targets
Developing
action plans
to reduce
energy
usage and
GHGs
Implementing,
verifying and
reporting back
on progress
and results
Exhibit 3: 0. Reg. 507/18 Approach to Energy Reporting and Conservation and Demand Management Plans
In 2018, it was forecasted that the Seaton Community in
will require up to 180 megawatts (MW) of new supply
capacity over the next 15 years.10 In 2017, Pickering Council
passed a resolution that all future municipal facilities built in
Seaton include systems complete with a rooftop solar array,
electric vehicle charging stations and integrate energy
storage.' 1
The Sustainable Seaton: Community -Building Series
The City created the Sustainable Seaton: Community -Building
Series to engage and inspire key industry stakeholders to
encourage more sustainable home building in Pickering and
across Durham Region.12
As part of the series, the City collaborated with Seaton
landowners to present the Net Zero Energy Housing
inaugural workshop. The second workshop, in 2017,
discussed Canada's first micro -grid neighbourhood that is
planned for Pickering and will consist of state-of-the-art
control systems, as well as two-way power flow to the grid.
In 2019, the City hosted its most recent workshop, Building
for the Future. The workshop explored the advantages
of tall timber construction, addressed energy and water
conservation and helped attendees gain practical insight
from builders participating in Enbridge's Savings by Design
program to exceed Code by 15%. The workshop also
showcased Canada's first greywater operating system being
installed by a production builder in Pickering.13
2.3 Provincial Policy Compliance: O'Reg 507/18
- Overview of Regulation
The Government of Ontario expressed a commitment to
greening public sector buildings and developed Regulation
397/11 under the Green Energy Act.The 2009 Green Energy
Act called for all public agencies to annually report energy
consumption and greenhouse gas emissions beginning July
1st, 2013 and every year thereafter with Ontario Regulation
(O.Reg) 397/11. Additionally, O.Reg 397/11 mandated that
all public agencies prepare, report and implement energy
conservation and demand management plans by July 1,
2014, and update that plan every 5 years thereafter.
On January 1, 2019, the Green Energy Act, 2009 was repealed,
along with its regulations. Select conservation and energy
efficiency initiatives, such as the Broader Public Sector (BPS)
energy reporting regulation, were moved to the Electricity
Act, 1998.0. Reg. 397/11 that transitioned to 0. Reg. 507/18
(BPS: Energy Reporting and Conservation and Demand
Management Plans).The 2019-2024 CEMP serves as the
update to progress made through the 2014-2019 CEMP.
Exhibit 3 is a visual representation of the requirement for
municipal corporate energy management plans.
10 http://www.veridian.on.ca/wp-content/uploads/ESR Seaton MTS 1 Final.pdf
11 https://www.pickering.ca/en/living/resources/2017-measuring-sustainability-report.pdf
12 https://www.pickering.ca/en/city-hall/community-building-series.aspx
13 https://www.pickering.ca/en/city-hall/community-building-series.aspx
2019-2024 Corporateyay Management Plan
1
2. BACKGROUND & CONTEXT
2.4 Related Municipal and Regional Plans
and Initiatives
City of Pickering Official Plan, 2018
The City's Official Plan is a statutory document, which sets
out the land use policy directions for long-term growth and
development in the municipality. Municipalities in Ontario
are required to adopt Official Plans to guide growth and
development that will implement the Ontario Planning Act
and other relevant legislation and regulations. This is the
eighth edition of the Plan and was released in October 2018.
The Plan outlines five principles.The first principle focuses
on sustainability: The ability to meet people's needs while
ensuring environmentally appropriate actions. Within this
principle, the City describes its commitment to encouraging
energy and water conservation.
Throughout the Plan, energy management is woven into
the policy contents and appears in the goals for rural
development, residential growth, land use planning, building
design, job creation and diversification, community services,
infrastructure, community improvement areas and across all
Corporate initiatives.
Durham Community Energy Plan, 2018
The City of Pickering is partnering with the Durham
Region to implement the Durham Community Energy Plan, a
comprehensive long-term energy plan and a roadmap to
achieve deep energy savings and emissions reductions in
the Durham Region.
The Community Energy Plan identifies the following short-
term implementation programs to support actions in the
Low Carbon Pathway:
1. Enhanced energy performance for new
buildings through the Durham Green Standard.
2. Deep retrofitting of existing buildings.
3. Simulating local renewable energy projects
through a renewable energy cooperative.
4. Encouraging the adoption of EVs.
5. Education and outreach to the community.
6. Embedding land -use policies that enable energy
conservation and GHG reduction in official and
secondary plans.
The CEMP aligns with the Durham Community Energy Plan's,
Low Carbon Pathway that falls within a 2018 and 2050
timeline. Achieving the plan's six programs will reduce energy
use by 51%. All of this reduction results from improved
energy efficiency, despite doubling in population. The City of
Pickering's effective energy management will enhance the
Region's ability to reach its energy reduction goal.
2 City of Pickering Measuring Sustainability Report, 2017
This report describes the City's journey to becoming more
sustainable by collecting and tracking data on the
sustainability progress. In 2010, the City first published
the Measuring Sustainability Report, later updated in
2012 and 2017, to set the baseline and outline indicators
of sustainability in five categories, including: a healthy
environment, healthy economy, healthy society, responsible
development, and responsible consumption. The report
identified the following indicators as most relevant to
quantifying energy and emissions objectives: energy
consumed and GHG emitted by municipal operations per
capita based on the number of residents in the community,
energy consumed and GHG emitted by community per
resident, GHG emissions by sector per capita, number of
solar panels permits issued by the City, and daily municipal
water consumption and wastewater discharged per capita.
This is the third report that measures sustainability in the
community. The report references the 2014-2019 CEMP as a
road map for energy management.
Growth Plan for the Greater Golden Horseshoe, 2017
The Growth Plan for the Greater Golden Horseshoe is a
provincial plan that the City of Pickering leverages. Pickering
City Centre has been identified as an "Urban Growth Centre"
in the Province of Ontario's Places to Grow PIan.The 2017
Growth Plan for the Greater Golden Horseshoe requires
municipalities to develop policies in their official plans
that support emission reductions and identify strategies
for improved energy and water conservation. Towards this
end, municipalities are encouraged to develop greenhouse
gas inventories, establish municipal interim and Tong -term
greenhouse gas emission reduction targets, and identify
opportunities for improved energy efficiency within existing
and planned water and wastewater systems and buildings.
2019-2024 Corporateyy Management Plan
1
2. BACKGROUND & CONTEXT
The City Centre Urban Design Guidelines, 2017
The City Centre Urban Design Guidelines are a set of guidelines
that encourage the use of high-quality and energy-efficient
materials and sustainable development practices to optimize
energy efficiency of new private and public buildings within
the City Centre.The Guidelines act as a starting point for
conceptualizing the long-term growth of the City. Within the
Guidelines, the City promotes sustainability to include the
use of recycled, high-performance, and low impact materials
that contribute to energy efficiency and on-site stormwater
management. The City encourages sustainable development
practices such as optimizing energy efficiency of buildings,
Leadership in Energy and Environmental Design (LEED)
certification or alternative equivalent for new private and
public buildings, providing vehicle charging stations, and
low impact development practices (i.e., the use of grey
water systems).
Durham Community Climate Adaptation Plan, 2016
The Durham Community Climate Adaptation Plan has
identified 18 proposed programs in sectors including, but
not limited to, buildings, electricity supply and the natural
environment to address local adaptation measures in
preparing the Durham community including the City of
Pickering, for the effects of a changing climate.
Building Retrofits for Climate Resilience is a key program that
is proposed that will identify a specific set of energy measures
that are appropriate and cost-effective for a given building.
Similarly, resilience audits are recommended as an additional
scope to the traditional energy audit.
The Seaton Sustainable Place -Making Guidelines, 2011
These guidelines are intended to provide guidance and
serve as examples of the key principles and policies to be
addressed by the Neighbourhood Plans and by extension
to compendium design guidelines.The Seaton Sustainable
Place -Making Guidelines address and expand upon these
key design elements and provide a greater level of guidance
than the Official Plan on urban design and sustainability
performance measures and benchmarks for development
within the Seaton Urban Area. The purpose of the guidelines
14 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
is to provide a design vision and guidance for the Seaton
Urban Area by addressing the nature, intensity, quality and
level of sustainability in both the public and private realms,
while still ensuring that the goals and objectives of the
Central Pickering Development Plan are achieved.
City of Pickering Sustainable Development
Guidelines, 2007
The Sustainable Development Guidelines established core
principles for the City of Pickering. The Guidelines represent
a bold vision for community development for the City. The
Guidelines include specific objectives for energy efficiency,
land use, transportation, air quality, human communities,
cultural resources, natural heritage, water and materials
and waste. The energy performance for buildings, the
use of energy efficiency appliances, passive solar gain,
outdoor lighting and water efficiency contributes to the
development's energy efficiency objectives. The Guidelines
have been used to inform new development — residential,
redevelopment and new designated urban areas. Within this
document, energy management plays an essential role in the
development guidelines to ensure the efficient use of energy
takes place across all development projects in the City. The
City of Pickering staff have discussed updating guidelines in
the near future.
Rendering - Pickering City Centre Redevelopment Project14
2019-2024 Corpo_ratey* y Management Plan
17 �
Goals and Objectives of the Corporate Energy
Management Plan
3.1 Goals of the 2019-2024 CEMP Update
The CEMP should be treated as a "living document", from which outcomes will be determined by the City's Council and staff,
and be used to guide the decision-making process for energy management initiatives. The CEMP was developed
collaboratively by a diverse group of City staff, and include the following goals that:
Ct
Foster a Culture of
Conservation, leveraging
best practices and
technology effectively to
embed energy management
into City operations.
(0
o\
Of -o
2. Learn from the successes
and challenges encountered
during the implementation
of previous projects.
3.2 Flexibility to Grow and Adapt
Woven between each of the goals highlighted in the section
above is the theme of flexibility, which is embedded within
this PIan.The City implements energy management practices
across all departments and buildings that extend beyond
a specific project or conservation measures.The CEMP will
remain flexible so that as priorities evolve, the energy
management team is able to adapt and ensure that the most
cost-effective and practical energy decisions remain part of
the evolving priorities. Through this approach, the Plan is
3, Provide a set of recommended
energy conservation
measures that reduce
new and existing building
consumption.
able to adapt to changes in funding availability at the
federal, provincial and municipal level. As new construction
of City assets occurs to accommodate growth, the flexible
approach taken in this Plan will ensure resources can be
deployed practically and efficiently.
2019-2024 Corporate/yy Management Plan
'TE‘'
3. GOALS & OBJECTIVES
3.3 Energy Management Strategy
According to the IESO's 2018 Annual Report on Energy Efficiency Activities, "energy efficiency continues to be the most
cost-effective resource for Ontario's power system at only 1.69 cents per kilowatt-hour."
With that in mind, the City of Pickering has developed a three -pronged approach to tackling energy management:
/O\
oloa o
1. Improve energy efficiency in
the existing municipal building
portfolio.
+-
U
2. Incorporate energy efficient
technology and controls within
design and construction of
new facilities.
1) Improve energy efficiency in existing buildings
• Improve data tracking and use: Accurate and up
to date information on utility consumption and
costs is required in order to identify and prioritize
opportunities.This can to be achieved in a variety of
ways, including investing in tracking systems such
as utility meters and databases, providing increased
funding and staff to facility operations, and
empowering facility staff to act on identified
opportunities. In order to contribute effectively to
energy savings, the data cannot simply be tracked,
but needs to be acted upon.
• Take a portfolio approach: Prioritize facilities that
have high energy consumption compared to the
rest of the stock, either because they are large or are
poor performers compared to their peers. Street
lighting is the biggest electricity consumer in
municipalities, while arenas are the biggest users of
natural gas. Barriers to implementation should also
be considered.
• Focus on significant end uses: Similar to the
portfolio approach, the largest energy end uses
should be prioritized. Street lighting is the largest
end use outside of the building portfolio. Within the
building portfolio (municipal buildings and arenas),
lighting, ventilation, and arena process loads such
as ice rink cooling are the largest end uses. Space
3. Invest in renewable and
alternative energy sources to
reduce energy, GHG
emissions and improve
community resilience.
heating is by far the largest end use for
natural gas, followed by domestic hot water
heating.
2) Enable energy efficiency to be embedded in new
facilities
• Prioritize new construction and natural capital
replacement: Energy efficiency is a lot more cost-effective
when only the incremental cost compared to standard
efficiency equipment must be funded. Incremental costs
for many measures are often negligible. Planning for
energy efficiency should be undertaken when designing
new facilities and planning for major capital replacement.
• Establish priorities in reduction targets: Due to the
nature of Ontario's electricity generation mix and market
factors, electricity has significantly lower GHG emissions
compared to natural gas, while natural gas costs about 20%
of electricity on a purchased unit energy basis. Therefore,
natural gas measures should be favored when seeking to
maximize utility cost reductions, and electricity measures
should be prioritized when the objective is to maximize
GHG emission reductions.
3) Invest in renewable energy
• Focus on reduction, efficiency, and then generation:
Generation is the last option to consider due to high capital
costs and complexity of implementation. Holistic retrofits
will minimize energy use through waste reduction and
2019-2024 Corporategeely Management Plan
1
3. GOALS & OBJECTIVES
energy efficiency prior to the implementation of
generation. This allows for smaller generating systems
or a larger proportion of facility energy use to be
produced than would have occurred without these
retrofits.
• Include non -energy benefits in decision making:
Renewable energy can have important non -energy
benefits such as improved community resilience and
reliability. Renewable energy can provide off -grid
solutions where there is no access to power or there are
trenched conduits. This can have an impact on diverse
areas such as occupant comfort, health and safety, and
potable water quality. Factoring in non -energy benefits
can be crucial to getting buy in from decision makers
and stakeholders, as well as making the business case for
renewable energy more compelling.
The City of Pickering Energy Management Plan upholds
a life -cycle philosophy that prioritizes operations and
maintenance and continuous commissioning. These
practices have underpinned the CEMP. The City owns and
operates its equipment in a way that optimizes the potential
for energy management through the proper management of
the equipment throughout its entire life cycle.This
maximization of assets results in increased efficiency and the
extension of the equipment's life expectancy.
2019-2024 Corporatggay Management Plan
4
Pickering's Past Energy Management Progress
(Results of the 2014-2019 Plan)
4.1 Project Highlights
Over the course of the 2014-2019 CEMP
period the City of Pickering has reduced
energy costs and improved performance at
a number of facilities. In addition, the City
has converted all of it's streetlights
to LEDs. These two initiatives combined
has resulted in an annual energy savings
of 4,468,239 kWh and $622,051 in annual
cost. Due to the progress made from the previous plan, the
City was awarded the Conservation Champions Award in
2015 and 2017 from Elexicon Energy, and in 2018 the City was
awarded the Largest Lighting Savings Award at the Powering
Up Durham Save on Energy Symposium.
LED Street Light Conversion
In 2018 the City completed a flagship
project, converting over 7,000 of
the City's streetlights to LEDs.The
implementation was completed jointly
by the City's Engineering Services,
Finance, Operations and Sustainability
staff. Replacement of streetlights to
LED resulted in:
• An estimated savings of $457,015 in annual
energy and maintenance costs
• LED streetlights provide better visibility than
conventional streetlights
• Safety for the residents with better lit roads
• A $640,000 incentive from the IESO's
SaveOnEnergy program
15 http://www.illumient.com/portfolio/city-of-pickering-dog-park
Due to the scale of the project and the overlay of
departments involved, the LED Street Lighting Project
reflects the City's ability to transform its infrastructure for the
betterment of its residents.
Solar and LED Lighting in Parks
The City has installed solar -powered lights in the parking
lot of Grand Valley Off -Leash Dog Park. Previously these
parks were poorly lit and there was a prohibitive upfront
cost associated with installing underground wiring. For that
reason, an innovative and cost-effective solution was found
to install 250W — 60 solar cell panels with batteries and a
controller which stores the power and releases at night to
power 72W LED lights.15
The new lights enhance the safety and security of the parking
area, and illuminate the park, allowing for extended playtime
for dogs and their owners during the winter months. The
photovoltaic panels generate and store solar power in built-
in batteries, which then power LED lights at night in public
spaces. The lights are motion -activated and can be controlled
remotely to allow for optimal light when motion is detected,
such as a car pulling up to the parking lot or a person
entering the park. Otherwise, light output
is controlled to extend battery life and to ensure sufficient
lighting when needed. Based on the success of this initiative,
two solar lights were installed in the J. McPherson Park
parking lot and four were installed along the new accessible
asphalt pathways at Kinsmen Park.
2019-2024 Corporat
Management Plan
4. 2014 - 2019 PLAN RESULTS
$165,036
2014-2019
CEMP Plan
Annual Cost Savings
in Facilities
Facility Retrofits
Energy use is often one of an organization's most substantial
operating expenses. Energy audits determine the amount
of energy used in the facility (by major equipment) and
identify the specific conditions that are affecting the facility's
performance and comfort. Over the course of the 2014-2019
CEMP, the City completed several capital projects in separate
facilities resulting in $165,036 in annual cost savings.
Conservation measures included in the capital projects were:
• LED Lighting Retrofits
• Chiller Retrofit
• Dehumidification Project
• Ice Storage Projects
• Refrigeration Integration Upgrade
• Supply Fan, Return Fan
• Boiler Retrofits
• Chiller Retrofits
The picture to the right shows the difference in lighting
before and after the LED lighting retrofit and demonstrates
the increased brightness for residents who use the facilities,
resulting in better visibility, more comfort and greater user
satisfaction.
Chestnut Hill Developments Recreation Complex Exercise Room: Before
Chestnut Hill Developments Recreation Complex Exercise Room: After
2019-2024 Corporatey Management Plan
Electrification of Fleet Vehicles
4. 2014 - 2019 PLAN RESULTS
The City's Electric Vehicle (EV) strategy is part of the broader
vision to create a sustainable and prosperous City as well as an
immediate step to reduce the GHG emissions.The electrification
of the municipal fleet holds great potential to reduce fossil
fuel consumption and greenhouse gas emissions while
providing vehicle operating, maintenance and health cost
savings, for individuals and the community. The benefits
associated with EVs align well with the City's sustainability and
livability goals by contributing to cleaner air, reducing noise
pollution, introducing resiliency into the transportation system.
In 2019, the City of Pickering implemented a 7 -year Electric
Vehicle (EV) Strategy to replace all of the City's small vehicles
(sedans and SUV) with electric vehicles. This Strategy was
informed by the success of a pilot EV project that began in
2018 when the City purchased their first electric vehicles.
This pilot project provided an opportunity for staff to
monitor the performance of these vehicles while reducing
associated fuel consumption and carbon dioxide (CO2)
emissions. The results were favourable and the City has a strategy
to replace all City small vehicles to electric by 2025.
16000
14000
12000
10000
8000
6000
4000
2000
0
-2000
Annual Cost of Ownership
2 3 4 5
Year
7
• Outlander PHEV
Chrysler 200
— Savings to Date
Exhibit 4: Total annual savings of Mitsubishi Outlander
The total cost of ownership and total savings for a 2018
Mitsubishi Outlander PHEV and a 2012 Chrysler 200 were plotted
for each year to evaluate the annual savings of electric vehicle
ownership.This does not include the resale value of the EVs.The
City's second vehicle Chevrolet Bolt EV has similar results.
The measurement and verification tool used was developed by
a company called Fleet Carma to provide telematics devices and
software to track energy usage, cost savings, increase fleet
$9,000.00
$8,000.00
$7,000.00
$6,000.00
$5,000.00
$4,000.00
$ 3,000.00
$2,000.00
$1,000.00
50.00
Annual Energy Costs ($)
Electric Vehicles Gasoline Vehicles
Exhibit 5: Savings in annual fuel costs
efficiency and maximize utilization of the electric vehicles.
Please see Appendix for the full report.
Exhibit 5 demonstrates the annual fuel cost savings based
on the data collected during the monitoring period from the
pilot project.
Electric Charging Stations
To complement the
electric vehicles, the City
applied for the Workplace
Electric Vehicle Charging
Incentive Program and
was selected to receive
funding for electric vehicle
charging stations. These
stations are installed in the
underground parking lot
at City Hall for Corporate
fleet vehicle charging.
2019-2024 Corporat
Management Plan
4. 2014 - 2019 PLAN RESULTS
Solar Energy
As part of the City's ongoing commitment to energy
sustainability, a solar panel array was mounted on the roof
of the Dr. Nelson Tomlinson Community Centre, and Fire
Station #4. The 100 kW solar project in 2015 was completed
through a joint partnership between Elexicon Energy
(Formerly Veridian Connections Inc.), Queen Street Solar
and Solera in cooperation with the City of Pickering. The
revenue generated by renting the roof of the building will
help fund the City's Green Initiative Fund, which focuses on
future sustainability projects. The installation of the solar
photovoltaic (PV) system is part of the Feed -In -Tariff (FIT)
program, offered by the Independent Electricity System
Operator.
Panels cover the majority of the south roof slopes, as well as
the main roof of the gymnasium. Approximately 100,000
kWh of electrical energy is produced by the panels annually
and fed back into Ontario's electricity grid. Additionally, just
over 61,000 kg CO, emissions are avoided per year.16
4.2 Summary Table of Project Highlights
The following table provides a brief highlight of the landmark
projects completed. It is not a complete list of every capital
project completed by the City and does not reflect all energy
savings achieved.
16 https://www.pickering.ca/Modules/News/index.aspx?feedld=5dc74cc8-c7b5-43f1-904c-ab24fc21ae17 ef5adafb-d620-422b-bd9d-b646d8b38d-
4c&newsld=d34b2aa6-a927-4fe3-989b-e983236a0c32
2019-2024 Corporat
4y Management Plan
Project Category
4. 2014 - 2019 PLAN RESULTS
Project Name
Solar and LED Lighting in Parks
East Shore Community Centre
Firehall 6
Electrification of Fleet Vehicle
Exhibit 6. Pickering's Current Energy Use and GHG Consumption
Project Details
The City installed solar -powered
lights in the parking lots at Grand
Valley Off -Leash Dog Park, Kinsmen
Park and J.McPherson Park.
The City converted the hallway
and various room lights in the
community centre to LED.
The City installed LED lighting
conversions with controls.
EV pilot project launched in 2018
when the City purchased two EVs,
the Chevrolet Bolt EV and Mitsubishi
Outlander PHEV. In 2019, the City
expanded its program with three
additional EVs, two Mitsubishi
Outlander PHEVs and a Nissan Leaf EV.
Impact
• New lights enhance safety and
security
• Lights are motion -activated
and can be controlled remotely
to allow for optimal light and
extended battery life
• Reduced energy consumption,
better visibility and resident
satisfaction
• $1,261 estimated annual energy
cost savings
The Firehall has enhanced the safety
in the building by increasing the
brightness in various rooms and
hallways in the building
The vehicles have a 3 -year payback
period with an estimated lifetime
savings of $14,166
2019-2024 Corporatefy Management Plan
Pickering's Current Energy Use and GHG Consumption
5.1 Summary of 2017 Building Energy Use
From January 2011 to December 2017, the City of Pickering's
energy use intensity and carbon intensity has consistently
trended downwards. Weather normalized energy use
intensity was 9% lower in 2017 compared to 2011, and
carbon intensity was 34% lower in 2017 compared to 2011,
reducing greenhouse gas emissions by 1,040 tons CO2
emissions per year.
The most recent full year of energy consumption data
available for the City of Pickering is January to December
2017, as reported under Ontario Regulation 507/18. The City
reported energy consumption data for 26 facilities
comprising 700,000 ft2 of floor space.
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Rec-
reation
1
Admin
il A •
Libraries Fire Public
and Services Works
Community
Centres
■ Elec (kWh) ■ Gas (m3)
Exhibit 7: 2017 Energy Use by Facility Type
600,000
500,000
400,000
300,000
200,000
100,000
0
Total energy consumption was 71,950 GJ consisting of 9,584
MWh of electricity (48.0%), 993,960 m3 of natural gas (51.5%)
and 10,065 litres of fuel oil (0.5%).Total GHG emissions
associated with this energy consumption were 2,073 tons
CO2, of which electricity contributed 8.0%, natural gas 90.7%,
and fuel oil 1.3%.
Energy use is concentrated in a few large facilities, with
the three largest consuming over 70%. Exhibits 7 and 8
summarize the City's facility energy use by facility type and
end use.
Natural Gas (m3)
Ventilation & Space
Cooling 6%
Arena Loads
43%
Domestic Hot
Water 19%
Space Heating
43%
■ Arena Loads
Lighting
13%
Plug Loads
12%
• Domestic ■ Lighting
Hot Water
Plug Loads ■ Space
Heating
■Ventilation &
Space Cooling
Exhibit 8: Estimated City Energy Usage by End Use
2019-2024 Corporatefy Management Plan
Rendering - Pickering City Centre Redevelopment Project"
Opportunities for Future Energy Management
Energy management is a cross -cutting issue that impacts
numerous departments within the Corporation. Given this
complexity, the City views energy management as an
opportunity to advance community resilience, increase
economic development and improve sustainability. The
sections below highlight several opportunities that the City is
keen to explore further during the 2019-2024 timeframe.
6.1 Distributed Energy Resources
Most of the City's facilities located in south Pickering are
serviced by one transformer station - the Cherrywood
Transformer Station (TS). The TS is constrained, meaning it
will need to be upgraded if load growth continues, as the
load passing through the transformer station cannot be
increased without substantial investment in upgrades. The
scale of alternative 'distributed energy resources' can vary —
from a single home to subdivision or city block.They can
increase the City's resiliency, improve reliability, result in bill
reduction if deployed strategically, improve energy security,
and can help mitigate greenhouse gas emissions.
Accordingly, the City recognizes the Cherrywood constraint
as an opportunity to collaborate with developers, the local
utility and the tiers of government to explore innovative
distributed energy resource (DER) options to managing the
grid. These opportunities may be assessed through low cost
planning and action one geographic area at a time, with
consideration for environmental impacts, for managing
electricity supply and demand using all means available
and necessary, including demand response, distributed
generation (DG), energy efficiency, electricity and thermal
storage, and load management.18 Given the unique status
that the Cherrywood TS poses, the City will continue to
explore opportunities with the local utilities.
Hydro One will need to upgrade the Cherrywood TS to
accommodate the additional load, which will be performed
at end of useful life. However, this investment can be
deferred by targeted energy efficiency and demand
response, and strategic deployment of energy storage and/
or renewable energy, such that demand is reduced where
the community and energy system will benefit the most.
Currently, the Ontario Energy Board is engaged in a series
of consultations that will shape the way distributed energy
resources are deployed. These policy developments may
occur within the lifecycle of the 2019-2024 plan.
17 Courtesy of Architects Alliance. Note, artistic renderings subject to change.
18 https://pubs.naruc.org/pub.cfm?id=536EF440-2354-D714-51 CE -C1 F37F9B3530
2019-2024 Corporat
y Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
DERs have the potential to reduce the load on the
Cherrywood TS more cost-effectively than large-scale
upgrades to the grid. The opportunity to defer investment in
this way makes these resources a good investment for the
people who live in the region, who will ultimately benefit by
increased resilience in the grid and lower increases in energy
cost, and for the environment, as these strategies are often
'clean' approaches to energy management.
6.1.1 District Energy
The City of Pickering is continuously exploring partnership
opportunities to develop district energy. Municipalities are
increasingly using district heating and cooling for
operations related to municipal buildings, multi-purpose
facilities, and arenas. In Ontario, several municipalities such
as, Guelph, Markham, Toronto, and Windsor have district
energy systems for their buildings.
Typically, district heating energy use will be dominated by
space heating, with the balance being used for domestic hot
water heating and process loads. The majority of district
cooling energy is used for space cooling, with the balance
being used for process cooling, such as in data centres.
District energy can provide cost-effective heating, cooling,
and/or electricity using local energy sources. It can also
reduce peak power demand, GHG emissions, and provide
backup power during emergencies resulting in increased
community resiliency and energy cost savings.19
6.2 Community Energy Cooperatives
Energy cooperatives provide an opportunity for investors to
pool resources to develop energy projects that are more
cost-effective than if deployed on a smaller scale, providing
a better rate of return for investment in clean energy.20 A
number of energy cooperatives exist in Ontario, but were
fueled by the province's Feed -in Tariff program, which is
no longer offered. However, the cost of renewable energy
(e.g. solar), has become competitive with alternatives and
working in collaboration with utilities, regulators, and
system operators, there may be future opportunities for
local cooperatives, as distributed energy resources are an
economically viable resource in the absence of incentives.
In Denmark and Germany, there are collectively over 1,000
wind energy cooperatives?' There are many local economic
benefits associated with municipal energy cooperatives,
during construction and throughout their operation; they
create jobs, and profits are collected by local investors who
then re -invest in other local businesses.
In Ontario there are 46 actively registered cooperatives. There
is an opportunity for cooperation between renewable energy
cooperatives and municipalities by:
• Broaden and deepen energy engagement in
communities
Find untapped resources and skills to resolve
Community Energy Plan (CEP) implementation
challenges
• Develop new financing options based on shared
business models
District energy, demand response, energy storage, energy
efficiency, community solar and sustainable transportation
are all avenues that new business models can emerge.22
6.3 Energy Management Best Practices
Energy management requires that staff at all levels
understand their role and play a part in achieving the goals of
the Plan. Across the City's departments a culture of conservation
takes place, for instance, the Parks Operations staff use electric
property maintenance tools such as lithium -ion powered line
trimmers, hedge trimmers, handheld blowers, and chainsaws
as opposed to gasoline powered tools. These electric tools
reduce emissions and noise for resident satisfaction. Despite
having a culture of conservation, the practice of energy
management is often in competition with other priorities. It can
be difficult to find the time to think about energy management.
In addition to time constraints, the City does not currently have
the technology in place, such as sub -metering and advanced
building analytics, that enable optimization of energy usage to
its full potential. A key recommendation of this Plan is that the
appropriate metering be installed. However, the success of the
measure depends on prioritizing energy management; making
it a key priority for building operators and all City staff, ensuring
they have the resources required to achieve energy
management goals.
19 http://www.ieso.ca/en/Learn/Conservation-and-Energy-Efficiency/Municipal-Energy-Profile
20 http://www.trec.on.ca/community-power/
21 https://www.trec.on.ca/wp-content/uploads/2016/08/2016 coop-arecc report final screen.pdf
22 https://cleanairpartnership.org/cac/wp-content/uploads/2018/06/TREC-Webinar-June-14.pdf
2019-2024 Corporatg§e8y Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
Energy management best practices have been formalized,
and many resources are available through ENERGY Star and
NRCan that provide guidance and tools. Best practices place
emphasis on setting specific objectives for individuals and
facilities in terms of energy performance, implementing
dashboards to monitor progress, and adopting a framework of
continuous improvement.
A key constraint identified by many stakeholders was a lack
of time to focus on energy management. Expanding roles
and responsibilities to make energy efficiency a key
performance indicator at all levels of the organization is
an effective approach. The City will need to explore the
adequacy of existing resources as roles and
responsibilities expand. Success will come from talking
with the various stakeholders in the City to better
understand what will motivate them to support and
participate in energy management.
Another important element for integrating energy
management across the various City departments is to
put an emphasis on staff training. Providing training for
City staff presents an opportunity to have a more rigorous
implementation of the Plan. For example, existing fleet
mechanics who may not be well -versed in electric vehicles
could be offered training to help them adapt to the
changing landscape of technology.23 Exhibit 9 demonstrates
the various benefits of training for a variety stakeholders.
Note: Natural Resources Canada's (NRCan) Exhibit 9 refers to
'Senior Management', for relevance to Pickering, this is
implied to include Mayor and Members of Council as well as
CAO and Directors.
Primary benefits of energy management training
Benefit
Senior
management
Energy Facility operators/ Building
manager managers occupants
Gain new knowledge and skills
Increase energy savings and cost savings ✓
Reduce downtime and maintenance costs
✓ ✓
Increase staff engagement
Enhance corporate culture
Contribute to professional
development or certification
Reduce environmental impact
Enable a better built environment ./
✓ ✓
✓ ✓ ✓
✓ ✓ ✓
Exhibit 9: Benefits of Energy Management Training
23 https://www.nrcan.gc.ca/sites/www.nrcan.gc.ca/files/oee/files/pdf/publications/commercial/EMT Primer en.pdf
2019-2024 Corporatefgy Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.4 Water Conservation Best Practices
With 34% of municipal electricity consumption and 11% of natural gas consumption being used for water and wastewater
treatment and pumping, water conservation can have a significant impact on municipal energy use. Despite improvements
in household water conservation, Canada remains one of the largest per capita users of fresh water in the world. Per capita
consumption in 2011 was estimated at 250L/day.24 In Durham, on average, household use 270L/day, 20L more than the
national average.25 More broadly, the City's Corporate water consumption is illustrated in Exhibit 10. Concurrently, commercial
and industrial operators are paying to dump raw or partially treated industrial wastewater directly to municipal sewers.
Reducing water and wastewater means less energy consumed for pumping and treatment.26
The following measures are best practices for water conservation:
1. Water efficient fixtures: Installing
low flush toilets and urinals, low
flow faucet aerators, motion
sensor activated fixtures.
2. Diversion and collection:
Installing water collection in
institutional buildings to be
reused for landscaping.
The benefits of using water efficiently include:
• A reduced water bill,
• The ability to delay expensive upgrades to the system, and
• The efficient use of resources for future generations.
Water Consumption (m3)
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
2014 2015
Exhibit 10: City of Pickering Corporate Water Consumption
2016
3. Non -potable water use:
Installation of infrastructure to
capture and distribute non -
potable water such as greywater
and rainwater for non -drinking
applications such as gardening
and toilet flushing.
1
2017
24 https://www.canada.ca/en/environment-climate-change/services/environmental-indicators/residential-water-use.html
25 https://www.oshawa.ca/residents/conserving-water.asp
26 http://www.ieso.ca/en/Learn/Conservation-and-Energy-Efficiency/Municipal-Energy-Profile
2019-2024 Corporatefyy Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.5 New Municipal Construction Projects
Pickering is experiencing a major intensification of
development. Development of new buildings will result
in increased energy consumption, water, waste and GHG
emissions.There is a need and an opportunity to integrate
energy management practices at the onset of development.
The City's Sustainable Placemaking Policy is about the
transformation of the City from a suburban community
to a sustainable city. It is about transforming the City into
a unique place that celebrates its past, capitalizes on its
existing attributes and assets, while planning for current and
future generations. It cannot rely on conventional planning
processes — the journey to achieve a truly sustainable city
requires new and innovative ways of doing business.
The City's approach to Sustainable Placemaking is founded
on 10 principles:
1. Draw on the expertise of the community
2. Encourage collaboration at all levels
3. Go beyond design Codes; pay attention to function,
appearance and experience
4. Aim for zero impact as the ideal, in carbon, and other
footprints
5. Design and plan for people
6. Strive to make Pickering a distinctive community
7. Adapt to change
8. Learn by doing: use pilot projects and experiments to
test new ideas
9. Keep moving in the right direction; the journey will
never be finished
10. Strive always to achieve the greater public good
Developing solar -ready roofs is one example where
Sustainable Placemaking converges with new developments
and energy management. In addition, the City is working
closely with Enbridge to incorporate "Savings by Design", a
program that supports improved energy and environmental
performance in new construction projects?' New
developments are a long-term investment and contribute to
the broader vision of creating a sustainable city.
Within the next 5-8 years the City of Pickering has several
anticipated buildings that are in the design phase. The City
will target 15% above Code, where feasible for the listed
buildings.
27 http://commercial.savingsbydesign.ca/
• Performing Arts Centre
• Seniors &Youth Centre
• Central Library Facility
• Pickering Heritage & Community Center
• Seaton Recreation Complex & Library
• Seaton Regional Library
• Animal Shelter
• Fire Station A
• Fire Station B
• Northern Satellite Operations Centre
2019-2024 Corporatefy Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
Early engagement in the design process is necessary to
understand opportunities for energy management and
potential funding. The difference between designing
these buildings to Code versus designing to meet high
performance standards could result in long term energy
cost savings. As part of this Plan, decision -makers, such as
City planners and developers are encouraged to contact the
City's energy management team so that the alignment of
development is in sync with energy management
opportunities. Pilot projects to test innovative ideas and
approaches are encouraged as long as it's proven
technology and is able to reduce risk of energy savings not
being achieved. If the energy savings are not realized as
claimed, the extended payback period would result in a lack of
funding available for other important projects, especially those
projects that are part of the City's facilities and operations and
maintenance cycle. Moreover, the development lifecycle for
new builds often exceeds five years. Energy management
measures identified in the design phase may extend beyond
this CEMP planning cycle. Ensuring early and on-going
engagement throughout the new construction process is
important especially because provincial and federal policies
change and opportunities may arise enabling the City to secure
funding to implement energy management practices into the
new development.
Early and ongoing engagement with stakeholders could
uncover unique and collaborative projects that can combine
energy management technology and community resilience.
For instance, the Pickering City Centre presents an
opportunity to explore microgrid feasibility. A microgrid
could increase the community's resilience by enabling
buildings to operate during electrical brownouts. In order to
operationalize this opportunity, an early commitment is
required to conduct a pre -feasibility study.
6.6 Tools to Monitor Building Systems
Performance and Perform Evaluation,
Measurement, & Verification
The City has a Building Automation System (BAS)
Standardization. Based on the life cycle replacements of
equipment, the City seeks to enhance the BAS system so that
over time it is integrated across all buildings resulting in
enhanced capacity for evaluation, measurement and
verification.
Currently, the City uses variable frequency drives (VFDs) as a
standard, for reducing energy consumption and enabling soft
starts of equipment that do not stress the power supply or
cause energy spikes during start up. The City also uses lighting
control system and occupancy sensors to achieve lighting
efficiencies and control lighting use in unoccupied times.
The City is exploring options to increase the effectiveness,
including the installation of equipment such as:
• an energy management software
• building automation system upgrades
• sensors
• control equipment
• metering equipment
• related communication systems
With this approach, the City is able to consider the design
and installation of backup equipment that would enable
planned and preventative maintenance. As buildings become
'smarter', managing their day-to-day energy use efficiently
could be furthered by information systems that can track and
monitor usage, and identify abnormally high building
consumption in real-time. These alerts can prompt building
operators to intervene to correct the abnormal building
behaviour. In addition, improved planned and preventative
maintenance extend the life cycle of major equipment
deferring capital replacement costs. Consequently, poorly
serviced equipment costs more to operate. Building
automation systems optimize the energy consumption of
buildings. Many of these systems are complex, and building
operators may require specialized training to realize the
automation system's full benefit. Building operators need to
be familiar with the BAS interface and have a clear
understanding of how their actions influence energy
consumption and demand. Building operator training is done
prior to turnover of any construction, renovation or energy
retrofit project and on an ongoing basis as required.
Moreover, BAS systems can also be used to track behavioural
events or programs which rely upon 'whole building'
analysis of energy use to derive performance and energy
savings. Advanced data systems and monitoring systems
can allow facility operators to identify faulty equipment in
advance of the point of failure. For example, when a motor
is running hotter than usual, this can trigger the dispatching
of a technician to diagnose and resolve issues proactively,
avoiding costly business interruptions.The BAS upgrade and
system expansion directly aligns with the City's continuous
re -commissioning philosophy.
2019-2024 Corporately Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.7 Proposed Measures for 2019-2024
Action Description
Estimated
Implementation Annual Savings Estimated Incremental
Timeframe (electricity, Implementation Cost
natural gas, $)
Predictive
Maintenance System -
Phase l
Install a predictive maintenance
system to support facility staff in oper-
ations, maintenance, and continuous
commissioning activities. Begin with
the largest buildings and sub -systems.
2020-2021
240,000 kWh/yr
50,000 m3/yr
$50,000/yr
$200,000
Energy Management
Information System -
Phase l
Install sub -metering equipment and
energy management software to
enable facility staff to identify energy
savings opportunities, benchmark
facility energy use, set performance
targets, and monitor progress. Begin
with the largest buildings and sub-
systems.
2020-2021
190,000 kWh/yr
20,000 m3/yr
$40,000/yr
$160,000
Major Capital
Replacement
(Existing Facilities)
Provide dedicated Energy
Management Team resources to
evaluate energy efficient options for
equipment or processes purchased
for end of life replacements for
existing facilities. Lifecycle costing
incorporating energy and operation
and maintenance costs should be
employed to determine the best
net present value. Incorporate new
equipment in the Building Automation
System.
2019-2024
120,000 kWh/yr
20,000 m3/yr
$30,000/yr
$120,000/yr*
Lighting Retrofits
(Interior and Exterior)
The lighting retrofits have been
grouped together into a"Lighting
Bundle" The remaining interior and
exterior lights, including the parking
lot lights at City buildings, will be
replaced with LED lights.
2019- 2024
380,000 kWh/yr
0 m3/yr
$60,000/yr
$460,000
*Note: The cost per year is only for the duration of the implementation timeframe of 2019-2024, however the cost savings per year
will continue past the five year timeframe.
Exhibit 11: Proposed Measures for 2019 - 2024
2019-2024 Corporaty Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.8 Funding Pathways
Within a municipality, it is very common for maintenance improvements to compete with other budget priorities, including
energy projects. In many cases, the measures are aligned but require early and on-going engagement to determine how best to
integrate.This Plan has been developed bearing in mind the evolving policy landscape and is designed to be flexible to changes
in the availability of funding. The available incentive programs and carbon pricing mechanisms are changing; there is some
uncertainty as to whether or not such sources of funding will exist throughout the lifecycle of the Plan to fund projects. To realize
the goals and objectives outlined in this Plan, the City has a variety of funding mechanisms that can be leveraged to fund energy
management initiatives.
Funding Mechanism
Description
Considerations
Capital Budget
Each year City Council approves an annual budget for The project must have 4 year payback to be included
all of the City's operational areas. in the capital budget, where possible.
Government and
Utility Incentives
Enbridge Gas Distribution offers incentives to help
offset the cost of installing energy efficient natural gas
equipment in buildings.
• Enbridge's Savings by Design is a green building
initiative created to help builders design and construct
buildings and houses with high energy performance
and to help homebuyers and residents save on their
energy costs. This comprehensive program offers
support and financial incentives during the design and
construction stages of building and housing projects.
The Federation of Canadian Municipalities has:
• The municipal asset management program which
delivers asset management training to municipalities,
• The Green Municipal Fund (GMF) that finances capital
projects focusing on those related to fossil fuel in
fleets, projects that reduce GHGs and storm water
and wastewater.
Government and utility incentives change and evolve
based on the political agenda of the political party in
power. Continuous monitoring of policy directives
will provide insights on new incentive programs on
the horizon.
The GMF as of March 31, 2018, has $599 million
available to fund green municipal initiatives across
Canada.
Application for Savings by Design are found on
the Enbridge website and a limited number of
applications are accepted on a rolling basis.
Save on Energy programs by the IESO are scaling
down as of March 2018, however they will remain in
operation until 2020 and may be extended beyond
this time period.
Exhibit 12: Funding Pathways
2019-2024 Corporatefi4y Management Plan
6. OPPORTUNITIES FOR ENERGY MANAGEMENT
6.9 Education and Awareness
The City of Pickering is increasing its focus on energy
awareness to further encourage energy conservation and
efficiency. The City has a newsletter that provides updates on
completed and on-going projects to keep residents informed.
There are also numerous resident outreach events such as
the Energy Booth at Sustainable Pickering Day and the
Farmers Market. During these events, the Energy
Management Team educates residents on how the City is
reducing energy consumption and costs. The team also
provides recommendation on how residents and businesses
can reduce their own energy consumption and costs.
Following the City on social media (Facebook, Twitter and
Instagram) is a great way to stay up to date with the energy
management engagement initiatives.
The Energy Management Team actively engages staff by
coordinating site tours of neighbouring municipalities and
institutions energy efficient buildings. The Team also hosts
presentations for City staff with subject matter experts and
creates continuous learning opportunities by frequently
sharing webinars and conferences series with relevant staff
and departments. In 2019, the City's Energy Management
Team hosted workshops where subject matter experts shared
insight on Net Zero, and Passive House Buildings. The impact
of developing a strongly engaged and supportive team is
that staff are more informed, educated, and more likely to
consider energy in their operations.
There is an increasing opportunity for facility staff to get
technology -specific training and attend in-depth energy
management courses to expand on their system and energy
management knowledge. For example, Building
Environmental Systems (BES) Operator training, is designed
to train technicians in the operation of today's complex
buildings. In addition, the Local Authority Services has a
Train the Trainer program, which is helpful for building
operators. These programs focus on the concept that
"buildings are systems", in which heating, air conditioning,
refrigeration, ventilation, electrical power, lighting, water
and air supply are not isolated, but connected and
interdependent.28 Incorporating behaviour -based incentives
such as providing recognition through competitions and
awards is an excellent way to keep City staff engaged in
energy saving activities at the workplace.
City's first 100% Electric Vehicle
28 Seneca's Building Environmental Systems (BES) Program.
2019-2024 Corporatef9y Management Plan
Conclusion
The CEMP will act as a living document to enable the City's
energy management goals; foster a culture of conservation,
leverage best practices and technology, and learn from the
projects undertaken throughout the 2014 to 2019 CEMP.
The proposed measures outlined in this plan have a 15%
energy reduction and 15% reduction in GHG targets. In line
with these targets, the City has a goal to construct new
buildings that are 1 5% more efficient than the Ontario
Building Code. Achievement of these targets would reduce
Pickering's energy costs by approximately $650,000 per
year and decrease total GHG emissions by 310 tCO2e per
year.
The City of Pickering is committed to energy conservation
as a critical component of its operations. By leveraging best
practices and technology, the City will effectively integrate
energy management into its operations. The City's energy
management strategy will guide the implementation of this
Plan. The three -pronged approach consists of the following
elements;
1. Improve energy efficiency in the existing
municipal building portfolio.
2. Incorporate energy efficient technology and
controls within design and construction of new
facilities.
3. Invest in renewable and alternative energy
sources to reduce energy, GHG emissions and
improve community resilience.
There are many opportunities for further energy conservation
through recommissioning of the City's existing buildings
and incorporating conservation and sustainability into new
building designs.
Energy management requires that Members of Council and
staff at all levels understand their role and play a part in
achieving the goals of the Plan. Engagement will continue to
play an integral part during the implementation period of the
CEMP.
Through this proactive approach, the City of Pickering will
actively develop its culture of conservation and continuous
improvement.
One Team. One Vision. Infinite Possibilities.
2019-2024 CorporatefOy Management Plan
Appendices
8.1 2014-2017 City of Pickering Energy Consumption and Greenhouse Gas Emissions Report
The tables below are summaries of the energy consumption and greenhouse gas emissions reporting data for
2017 for the City of Pickering.
2014-2017 Energy Consumption and Greenhouse Gas Emissions Report
Operation Name Operation Type
Total Floor Avg
Area (sqft) hrs/wk
Electricity
Quantity
(kWh)
Natural Fuel Oil
Gas 1 &2
Quantity Quantity
(m3) (L)
GHG E Energy
missions Intensity
(kg) (ekWh/sqft)
Animal Services
Offices, facilities, council
chambers
2,725.00
34
35151.80
5253.80
14978.02
33.68
Centennial Park Club House
Community centres
1,545.00 1 13 1 34365.24
594.45 1 22.24
Claremont CC & Fire Stn 4
& Library
Community centres
18,183.00
17
136298.00
38859.00
75825.56
30.21
Dunbarton Pool
Fire Station # 2
Indoor swimming pools 20,790.00
Fire stations, incl. offices and
facilities
7,955.00
102
168
64737.14
106969.00
34646.00
202238.48 1 54.68
66622.49
54.42
Fire Station # 6
Fire stations, incl. offices and
facilities
9,130.00
168
102245.02
10600.00
21809.28
23.54
Greenwood CC
Mount Zion CC
Petticoat Creek
Community Centre
Community centres
Community centres
Community centres
8,400.00
27
76979.85 1 6215.00 1 1 13081.84 1 17.03
2,150.00 1 25 1 4650.22 1 3544.00 1 9773.83 1 19.93
17,190.00
68.5
247832.00
44011.00
87495.38
41.63
PMV NE/Post Misc
Building Use
Cultural facilities
6,290.00
30.5
5625.69
97.31
0.89
PMV Redman House 1 Cultural facilities 1 2,803.00 1 56 1 32619.97 1 5969.00
11849.41
34.27
Recreation Complex
Indoor recreational facilities 1 230,120.00
113
4258205.84
414840.00
857966.15 1 37.66
Whitevale CC
Community centres 2,120.00
12.8 1 24547.80
424.63
11.58
2019-2024 Corporate 67y Management Plan
8. APPENDICES
8.2 2014-2017 City of Pickering Water Consumption Data
Facilities
2014
2015
2016
2017
Centennial Park Club House
162
160
262
133
Chestnut Hill Developments Recreation Complex (Arena),
1867 Valley Farm Rd
3,163
3,411
7,955
3,817
Chestnut Hill Developments Recreation Complex (Pool),
1867 Valley Farm Rd
14,234
15,351
13,550
17,178
Chestnut Hill Developments Recreation Complex,
1867 Valley Farm Rd
14,234
15,351
13,550
17,178
Civic Complex, One The Esplanade
2,774
3,738
3,606
2,429
Don Beer Arena, 940 Dillingham Rd
8,852
11,524
11,131
10,225
East Shore Comm Centre, Senior's Centre, 910 Liverpool Rd
968
1,342
1,631
1,156
East Shore Community Centre, 910 Liverpool Rd
968
767
1,631
1,130
Operations Centre, 2570 Tillings Rd
74
1,265
730
Petticoat Creek Community Centre, 470 Kingston Rd
273
187
240
223
Petticoat Creek Community Centre, Library, 470 Kingston Rd
273
187
240
223
Pickering Fire Station # 2, 553 Kingston Rd
412
610
390
505
Pickering Fire Station # 5, 1616 Bayly St
625
790
1,164
940
Pickering Fire Station # 6, 1115 Finch Ave
731
855
687
738
Pickering Public Library, Central Branch, One The Esplanade
2,774
1,792
2,835
2,429
Progress Club House, 680 Front Rd
9
733
West Shore Community Centre, 1011 Bayly St
309
546
445
485
GRAND TOTAL
50,760
57,417
60,581
59,518
2019-2024 Corporaty Management Plan
8.3 Fleet Carma Report
8. APPENDICES
F
ELECTRIC VEHICLE
ROI REPORT
The City of Pickering
cityod
PICKERING
NOVEMBER 2018
7 YEAR SERVICE LIFE
f leetca rma
2019-2024 Corporately Management Plan
8.3 Fleet Carma Report
8. APPENDICES
0 fleet :..
Electric Vehicle ROI Report:
City of Pickering
Welcome to your Electric Vehicle ROI Report. Using the data collected on your current
electric vehicles, we are able to determine what the cost savings of operating these
vehicles compared to conventional vehicles. We are excited to share this report with
you, and hope you feel empowered to drive electric.
Section 1: Current Vehicle Statistics
2018 Mitsubishi Outlander PHEV
41,144 km
Annual Mileage
6.62 L/100 km
Bq
Fuel Efficiency
2018 Chevrolet Boit BEV
14,713 km
Annual Mileage
2.33 L/100 kmPq
Fuel Efficiency
127 km
Avg. Daily Distance
0.19 kg/km
CO2 Emissions
59.2 km
Avg. Daily Distance
0.007 kg/km
CO2 Emissions
These four statistics allow us to see the big picture as to how your current vehicles
operate.
• The annual mileage demonstrates the overall use of the vehicle and impacts the
total costs to operate it over the course of any given year.
• The fuel consumption shows the current equivalent amount of fuel needed
to operate your vehicle and the possible efficiencies that have been gained by
switching to electric vehicles.
• The distance per driving day shows the range required for each electric vehicle on
average. This provides you with insight of how far you are going on the days you use
your vehicle.
• The CO, emissions rate from your current electric vehicles allows you to establish a
new carbon footprint baseline, demonstrating all the good you are doing by driving
electric.
www.fleetcarrna.com _ Df 5
2019-2024 Corporateyy Management Plan
8.3 Fleet Carma Report
8. APPENDICES
Section 2: What Have I Saved?
2018 Mitsubishi Outlander PHEY
Using your driving data, we evaluated the 2018 Mitsubishi Outlander PHEV currently
in use by the City of Pickering to a comparable non -electric vehicle, the 2012 Chrysler
200. This is the vehicle the Outlander was chosen to replace and has been used in this
analysis to determine the return on investment. This analysis calculated a payback period
of 3 years, the minimum time recommended to keep the EV to have a positive return on
investment.
0
$14,166
i ifc-time Savings
15,093 L
Litetme rue15aved
45,961 kg
COi Emissions Saver.
3 Years
Payback Period
The total cost of ownership and total savings for a 2018 Mitsubishi Outlander PH EV and
a 2012 Chrysler 200 were plotted for each year to evaluate the annual savings of electric
vehicle ownership.
2018 Outlander PHEV - $45,054 (MSRP)
16000
14000
12000
10000
8000
6000
4000
2000
0
2012 Chrysler 200 - $26,266 (MSRP)
Annual Cost of Ownership
r 0
1111-1
2000 4 5 6 7
Year
Imo 0utlander PH EV
Chrysler 200
—Savings to Date
www.fleetcarma.cam a of 5
2019-2024 Corporatepejpy Management Plan
ffm4r1
8.3 Fleet Carma Report
8. APPENDICES
Section 2: What Have I Saved?
2018 Chevrolet Bolt BEV
Using your driving data, we evaluated the 2018 Chevrolet Bolt BEV currently in use by
the City of Pickering to a comparable non -electric vehicle, the 2018 Honda Pilot. The City
of Pickering would have considered a mid-size SUV within the price range of $35,000 to
$45,000 if the Bolt was not purchased. The Honda Pilot is well suited for this analysis
with an MSRP of $40,500. Using these two vehicles, the analysis calculated a payback
period of 2 years, the minimum time recommended to keep the EV to have a positive
return on investment.
$12,945
Lit t me Savings
11,656 L
Lifetime Fuel Saved
35,224 kg
C0= Emissions Saved
2 Years
Payback Perlo,I
The total cost of ownership and total savings for a 2018 Cheverolet Bolt BEV and a 2018
Honda Pilot were plotted for each year to evaluate the annual savings of electric vehicle
ownership.
2018 Bolt BEV - $51,990 {MSRP}
14000
12000
10000
8000
6000
4000
2000
0
2000
2018 Pilot - $40,500 {MSRP}
Annual Cost of Ownership
1 2 3 4 5 6 7
Yea r
Chevrolet Dolt
Honda Pilot
-Savirgs to Date
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2019-2024 Corporately Management Plan
8.3 Fleet Carma Report
8. APPENDICES
Appendix: Summary Table
The following table outlines the savings that may be achieved by having the 2018
Mitsubishi Outlander PHEV in place instead of the 2012 Chrysler 200, and the 2018
Chevrolet Bolt BEV in place instead of a 2018 Honda Pilot.
This analysis used the following assumptions:
• Cost of Fuel = $1.30/L
• Cost of Electricity - $0.10/kWh (off-peak), $D.16/kWh (on -peak)
• Vehicle Service Life = 7 years
• Inflation = 5%
Savings
2018 Mitsubishi
Outlander PHEV
2018 Chevrolet Bolt
BEV
Annual Fuel Saved
2,156 L
1,665 L
Annual CO_ Emissions
Saved 1
6,566 kg
5,032 kg
Payback Period
3 years
2 years
Lifetime Fuel Saved
15,093 L
11,656 L
Lifetime CO, Emissions
Saved
45,961 kg
35,224 kg
Lifetime Savings
$14,165.73
$12,944.66
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2019-2024 Corporaty Management Plan
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8.4 List of Exhibits
8. APPENDICES
Exhibit 1: Stakeholder Ideas Mapping pg. 12
Exhibit 2: Community resilience benefits associated with energy efficiency. pg. 13
Exhibit 3: O. Reg. 507/18 approach to Energy Reporting and Conservation
and Demand Management Plans pg. 15
Exhibit 4: Total annual savings of Mitsubishi Outlander electric vehicle ownership pg. 23
Exhibit 5: Savings in annual fuel costs pg. 23
Exhibit 6: Pickering's Current Energy Use and GHG Consumption pg.25
Exhibit 7: 2017 Energy Use by Facility Type pg. 25
Exhibit 8: Estimated City Energy Usage by End Use pg. 26
Exhibit 9: Benefits of Energy Management Training pg. 29
Exhibit 10: City of Pickering Corporate Water Consumption pg. 30
Exhibit 11: Proposed Measures 2019 - 2024 pg. 33
Exhibit 12: Funding Pathways . pg. 34
2019-2024 Corpo_ratee4y Management Plan
4