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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 For information related to accessibility requirements please contact: 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 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 For information related to accessibility requirements please contact: 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 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, For information related to accessibility requirements please contact: 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 For information related to accessibility requirements please contact: 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 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 For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 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. Watson & Associates Economists Ltd. 2019 Update Study - 14 - PAGE 1 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: Watson & Associates Economists Ltd. 2019 Update Study - 15 - PAGE 2 • 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 Watson & Associates Economists Ltd. 2019 Update Study - 16 - PAGE 3 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 Watson & Associates Economists Ltd. 2019 Update Study - 17 - PAGE 4 • 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. Watson & Associates Economists Ltd. 2019 Update Study - 18 - PAGE 5 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). Watson & Associates Economists Ltd. 2019 Update Study - 19 - PAGE 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 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; Watson & Associates Economists Ltd. 2019 Update Study -20- PAGE 7 • 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; Watson & Associates Economists Ltd. 2019 Update Study - 21 - PAGE 8 • 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. Watson & Associates Economists Ltd. 2019 Update Study -22- PAGE 9 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. Watson & Associates Economists Ltd. 2019 Update Study -23- 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 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. Watson & Associates Economists Ltd. 2019 Update Study -24- PAGE 11 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 Watson & Associates Economists Ltd. 2019 Update Study -25- PAGE 12 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, Watson & Associates Economists Ltd. 2019 Update Study -26- PAGE 13 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 $0.3 million in D.C. recoverable costs from what was included in the previous study. The D.C. recoverable cost attribution has been maintained at 78% residential and 22% non-residential based on the share of net population increase as a percentage of the sum of the net population and employment increase for the planning period. Watson & Associates Economists Ltd. 2019 Update Study -27- PAGE 14 Table 3-1- Infrastructure Costs Covered in the D.C. Calculation - Parks and Recreation Services -;.No - ;.No Increased Service Needs Attributable to Anticipated P p 2018-2027 . Code Timing (year) Gross Capital Cost Estimate (2017$) 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 Watson & Associates Economists Ltd. 2019 Update Study -48- PAGE 35 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 Watson & Associates Economists Ltd. 2019 Update Study -49- 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 $144.3 million by the end of the period. In consideration of the above changes, the capital plan still deemed to be financially sustainable. Watson & Associates Economists Ltd. 2019 Update Study -50- PAGE 37 Table 5-1 2019 D.C. Amendment Asset Management — Future Expenditures and Associated Revenues (2017$) 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 Watson & Associates Economists Ltd. 2019 Update Study - 51 - 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 Watson & Associates Economists Ltd. 2019 Update Study - 51 - 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" Watson & Associates Economists Ltd. 2019 Update Study - 52 - PAGE 39 Appendix A — Draft Amending Development Charge By-law Watson & Associates Economists Ltd. 2019 Update Study -53- 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 -54- 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 - 57 - 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 $645,000. This reduction is provided to reflect the historical level of service cap calculations. Watson & Associates Economists Ltd. 2019 Update Study - Amendment -58- PAGE 1 Table 2-1 summarizes the proposed charges arising from this addendum. Table 2-2 compares the charges contained in this addendum to those in the 2019 D.C. Update Study for residential single and semi-detached dwelling units, per sq.ft. of non- residential gross floor area, and per net hectare of prestige employment land in Seaton. These charges are presented in 2018$ 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 Watson & Associates Economists Ltd. 2019 Update Study - Amendment -59- 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 $2,959 per net hectare (+7%). Watson & Associates Economists Ltd. 2019 Update Study - Amendment -60- PAGE 3 Table 2-2 Comparison of Development Charges - October 16, 2019 D.C. Update Study vs. Addendum (2018$) 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% Watson & Associates Economists Ltd. 2019 Update Study - Amendment - 61 - 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. Watson & Associates Economists Ltd. 2019 Update Study - Amendment -62- PAGE 5 Appendix A Amended Pages Watson & Associates Economists Ltd. 2019 Update Study - Amendment -63- 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 Watson & Associates Economists Ltd. H:\Pickering\2019 DC Update\Report\2019 Update Study - Amended Version.docx 64 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. Watson & Associates Economists Ltd. 2019 Update Study - Amended Version -65- 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; Watson & Associates Economists Ltd. 2019 Update Study - Amended Version -66- PAGE 7 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 -67- 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. 2019 Update Study - Amended Version -68- 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 -69- 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 $0.3 million in D.C. recoverable costs from what was included in the previous study. The D.C. recoverable cost attribution has been maintained at 78% residential and 22% non-residential based on the share of net population increase as a percentage of the sum of the net population and employment increase for the planning period. Watson & Associates Economists Ltd. 2019 Update Study - Amended Version -70- PAGE 14 Table 3-3 Infrastructure Costs Covered in the D.C. Calculation - Protection Services prj , creased Service Needs Attributable to Anticipat Development 2018-2027 imi (year) • -pita) Cost Estimate (2017$) 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 - 71 - 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. 2019 Update Study - Amended Version -72- 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 -73- 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 -78- 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. -86- 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. -87- 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 -90- 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 -96- 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 -97- 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; - 112 - Vehicle for Hire By-law xxxx/19 Page 6 "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. - 113 - Vehicle for Hire By-law xxxx/19 Page 7 "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 - 114 - Vehicle for Hire By-law xxxx/19 Page 8 (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. - 115 - Vehicle for Hire By-law xxxx/19 Page 9 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). - 116 - Vehicle for Hire By-law xxxx/19 Page 10 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; - 117 - Vehicle for Hire By-law xxxx/19 Page 11 (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 - 118 - Vehicle for Hire By-law xxxx/19 Page 12 (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. - 119 - Vehicle for Hire By-law xxxx/19 Page 13 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 - 120 - Vehicle for Hire By-law xxxx/19 Page 14 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 - 121 - Vehicle for Hire By-law xxxx/19 Page 15 (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. - 122 - Vehicle for Hire By-law xxxx/19 Page 16 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. - 123 - Vehicle for Hire By-law xxxx/19 Page 17 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. - 124 - Vehicle for Hire By-law xxxx/19 Page 18 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). - 125 - Vehicle for Hire By-law xxxx/19 Page 19 (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. - 126 - Vehicle for Hire By-law xxxx/19 Page 20 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. - 127 - Vehicle for Hire By-law xxxx/19 Page 21 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. - 128 - Vehicle for Hire By-law xxxx/19 Page 22 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; - 129 - Vehicle for Hire By-law xxxx/19 Page 23 (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; - 130 - Vehicle for Hire By-law xxxx/19 Paae 24 (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; - 131 - Vehicle for Hire By-law xxxx/19 Page 25 (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; - 132 - Vehicle for Hire By-law xxxx/19 Page 26 (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. - 133 - Vehicle for Hire By-law xxxx/19 Page 27 105 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. - 134 - Vehicle for Hire By-law xxxx/19 Page 28 116 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. - 135 - Vehicle for Hire By-law xxxx/19 Page 29 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. - 136 - Vehicle for Hire By-law xxxx/19 Page 30 128 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 - 137 - Vehicle for Hire By-law xxxx/19 Page 31 (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 - 138 - Vehicle for Hire By-law xxxx/19 Page 32 (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. - 139 - Vehicle for Hire By-law xxxx/19 Page 33 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 - 140 - Vehicle for Hire By-law xxxx/19 Page 34 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 - 141 - Vehicle for Hire By-law xxxx/19 Page 35 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. - 142 - Vehicle for Hire By-law xxxx/19 Page 36 172 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; 215 - 2 (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 -216- 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. -217- 4 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. -218- 5 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. - 219 - 6 (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 - 220 - 7 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. - 221 - 8 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. - 222 - 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. - 223 - 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 - 224 - 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 . - 224 - 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. - 225 - 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. -226- 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. - 227 - 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. -228- 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 - Air Vx4 -------arammatmaimmai amommiTnii Mr' 11111111111%1 14 1 l' 11-11 VM AAA 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 www.fleetcarm.com 4 of 5 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 www.ilecicarma,Lom 5 ul 2019-2024 Corporaty Management Plan 3 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