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September 27, 2021
Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain physical distancing, the City of Pickering continues to hold electronic Council and Committee Meetings. Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. 6:30 pm In Camera Council Page 1. Roll Call 2. Invocation Mayor Ryan will call the meeting to order and lead Council in the saying of the Invocation. 3. Indigenous Land Acknowledgment Statement Mayor Ryan will read the Indigenous Land Acknowledgment Statement. 4. Disclosure of Interest 5. Adoption of Minutes Special Council Minutes, Education & Training, June 24, 2021 1 Council Minutes, June 28, 2021 3 (Confidential In Camera Council Minutes, June 28, 2021, provided under separate cover) Special Council Minutes, July 26, 2021 42 (Confidential Special Council Minutes, July 26, 2021, provided under separate cover) Special Council Minutes, August 30, 2021 – 6:00 pm 55 (Confidential Special Council Minutes, August 30, 2021 – 6:00 pm, provided under separate cover) Special Council Minutes, August 30, 2021 – 7:00 pm 58 Executive Committee Minutes, September 13, 2021 69 Planning & Development Committee Minutes, September 13, 2021 76 6. Presentations Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 7. Delegations Due to COVID-19 and the Premier’s Emergency Orders to limit gatherings and maintain physical distancing, members of the public may provide a verbal delegation to Members of Council via electronic participation. To register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. Delegation requests must be received by noon on the last business day before the scheduled meeting. All delegations for items not listed on the agenda shall register ten (10) days prior to the meeting date. The list of delegates who have registered to speak will be called upon one by one by the Chair and invited to join the meeting via audio connection. A maximum of 10 minutes shall be allotted for each delegation. Please ensure you provide the phone number that you wish to be contacted on. Please be advised that your name and address will appear in the public record and will be posted on the City’s website as part of the meeting minutes. 7.1 Elena Walmsley and Lori Matorcevic Re: Corr. 37-21 Changes to the Building Permit Processes 7.2 Gena Chang-Campbell, Chair, Pickering Anti-Black Racism Taskforce Re: Corr. 43-21 Jaclyn San Antonio, Senior Advisor, Equity, Diversity & Inclusion, City of Pickering Clara Addo-Bekoe, Manager, People & Culture, Pickering Public Library Pickering Anti-Black Racism Taskforce (PABRT) 2021 Quarterly Update and Work Plan 8. Correspondence 8.1 Corr. 37-21 91 Elena Walmsley and Lori Matorcevic Re: Changes to the Building Permit Processes Recommendation: 1. That Corr. 37-21, from Elena Walmsley and Lori Matorcevic, dated July 26, 2021, regarding the Changes to the Building Permit Processes, be received; and, For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 2. That direction be given for the correspondence be reviewed by the designated Building Official and report back to Council no later than the November Council Meeting on steps that can be taken as conditions for the issuance of (a) Building Permits and (b) Demolition Permits. 8.2 Corr. 38-21 97 John Henry, Regional Chair and CEO The Regional Municipality of Durham Re: Support for Communities to Address Homelessness and Illegal Activity Recommendation: 1. That Corr. 38-21, from John Henry, Regional Chair and CEO, the Regional Municipality of Durham, dated August 16, 2021, regarding the Support for Communities to Address Homelessness and Illegal Activity, be endorsed; and, 2. That a copy of this Resolution be forwarded to The Honourable Justin Trudeau, Prime Minister of Canada, The Honourable Erin O’Toole, Leader of the Conservative Party of Canada, Jagmeet Singh, Leader of the New Democratic Party, the Regional Municipality of Durham, and all Durham Region MP’s. 8.3 Corr. 39-21 99 John Henry, Regional Chair and CEO, The Regional Municipality of Durham Dan Carter, Mayor, City of Oshawa Re: Support for Communities to Address Homelessness and Illegal Activity Recommendation: 1. That Corr. 39-21, from John Henry, Regional Chair and CEO, the Regional Municipality of Durham, and Dan Carter, Mayor, City of Oshawa, dated August 20, 2021, regarding the Support for Communities to Address Homelessness and Illegal Activity, be endorsed; and, 2. That a copy of this Resolution be forwarded to The Honourable Doug Ford, Premier of Ontario, The Honourable Christine Elliott, Minister of Health, The Honourable Steve Clark, Minister of For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm Municipal Affairs and Housing, The Honourable Doug Downey, Attorney General, Durham Regional Council, and all Durham Region MPP’s. 8.4 Corr. 40-21 101 Kathryn Douglas, Legislative Specialist Town of Whitby Re: OHIP Covered Eye Care Fees Recommendation: 1. That Corr. 40-21, from Kathryn Douglas, Legislative Specialist, Town of Whitby, dated August 25, 2021, regarding the OHIP Covered Eye Care Fees, be endorsed; and, 2. That a copy of this Resolution be forwarded to The Honourable Doug Ford, Premier of Ontario, The Honourable Christine Elliott, Minister of Health, and The Honourable Peter Bethlenfalvy, Minister of Finance. 8.5 Corr. 41-21 103 Kyle Bentley, Director, City Development & CBO City of Pickering Re: Envision Durham – Region-wide Growth Analysis Technical Report Recommendation: That Corr. 41-21, from Kyle Bentley, Director, City Development & CBO, City of Pickering, dated September 2, 2021, regarding the Envision Durham – Region-wide Growth Analysis Technical Report, be received for information. 8.6 Corr. 42-21 106 Steve Clark, Minister of Municipal Affairs and Housing Re: Site Plan Control Guide Recommendation: For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 1. That Corr. 42-21, from Steve Clark, Minister of Municipal Affairs and Housing, dated September 9, 2021, regarding the Site Plan Control Guide, be received; and, 2. That Corr. 42-21 be referred to the Site Plan Control Committee and relevant Planning staff, with direction to review the Site Plan Control Guide and report back to Council with recommendations pertaining to any changes/enhancements that may be required in the Site Plan review process, no later than the January meeting of Council. 8.7 Corr. 43-21 107 Jaclyn San Antonio, Senior Advisor, Equity, Diversity & Inclusion, City of Pickering Clara Addo-Bekoe, Manager, People & Culture, Pickering Public Library Re: Pickering Anti-Black Racism Taskforce (PABRT) 2021 Quarterly Update and Work Plan Recommendation: That Corr. 43-21, from Jaclyn San Antonio, Senior Advisor, Equity, Diversity & Inclusion, City of Pickering, and Clara Addo-Bekoe, Manager, People & Culture, Pickering Public Library, dated September 17, 2021, regarding the Pickering Anti-Black Racism Taskforce (PABRT) - 2021 Quarterly Update and Work Plan, be received for information. 9. Report EC 07-21 of the Executive Committee held on Refer to Executive September 13, 2021 Committee Agenda pages: 9.1 Director, Corporate Services and City Solicitor, Report CLK 04-21 1 2022 Committee and Council Meeting Schedule Recommendation: 1. That the 2022 Committee and Council Meeting Schedule appended as Attachment No. 1 to Report CLK 04-21 be approved; and, 2. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 9.2 Director, Community Services, Report CS 30-21 6 COVID-19 Testing and Assessment Centre Fee waiver request for the O’Brien Room at Chestnut Hill Developments Recreation Complex Recommendation: 1. That the O’Brien Rooms and associated support spaces (as outlined in Attachment 1), located at the Chestnut Hill Developments Recreation Complex, be provided at no charge for the period of October 1, 2021 through March 31, 2022 to Shayaa Clinics Inc. (as outlined in Attachment 2) for the operation of a COVID-19 Testing and Assessment Centre on behalf of Lakeridge Health; and, 2. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. 9.3 Director, Engineering Services, Report ENG 21-21 17 Beachfront Park Rehabilitation & Needs Assessment Public Engagement Process Status Update Recommendation: 1. That Report ENG 21-21 regarding the Public Engagement Process Status Update for Beachfront Park, as a follow-up to Report ENG 04-21 and in response to Resolution #543/21, be received for information; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 9.4 Director, Engineering Services, Report ENG 22-21 26 Amendments to Traffic and Parking By-law 6604/05 Stopping and Parking Restrictions on Various Streets Recommendation: 1. That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, and Schedule “2”, No Parking, to By-law 6604/05 to provide for the regulation of stopping and parking on highways or For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm parts of highways under the jurisdiction of The Corporation of the City of Pickering. The amendments specifically provide for the inclusion of stopping restrictions on Glengrove Road by Glengrove Public School, and parking restrictions on Frisco Road, Forestream Trail, Pine Heights Trail, Old Whites Trail; William Jackson Drive, and The Esplanade North; and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 9.5 Director, Human Resources, Report HUR 03-21 39 Terms & Conditions of Employment – Non-union Employees Policy Recommendation: 1. That Report HUR 03-21, regarding a proposed new Policy for the Terms & Conditions of Employment – Non-union Employees, be received; 2. That the draft Policy, outlining the Terms & Conditions of Employment – Non-union Employees appended as Attachment #1 to HUR 03-21, be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 9.6 Director, Operations, Report OPS 03-21 104 Quotation No. Q2021-12 Supply & Delivery of Sidewalk Tractors with Attachments Recommendation: 1. That Quotation No. Q2021-12 submitted by Amaco Construction Equipment Inc., in the amount of $514,374.87 (HST included) be accepted; 2. That the total gross quotation cost of $561,367.00 (HST included) and the total net project cost of $505,528.00 (net of HST rebate) be approved; For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $505,528.00 as follows: a) The sum of $168,510.00 as approved in the 2020 Property Maintenance Capital Budget by a transfer from the Development Charges Reserve Funds – Other Services Related to a Highway; b) The sum of $337,018.00 as approved funds in the 2021 Property Maintenance Capital Budget by a transfer from the Major Equipment Reserve; and, 4. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 10. Report PD 07-21 of the Planning & Development Refer to Planning & Committee held on September 13, 2021 Development Agenda pages: 10.1 Director, Corporate Services & City Solicitor, Report LEG 13-21 39 Louisville Homes Limited – Plan of Subdivision 40M-2399 - Final Assumption of Plan of Subdivision - Lots 1 to 23 and Blocks 24 to 34, Plan 40M-2399 - File: 40M-2399 Recommendation: 1. That works and services required by the Subdivision Agreement within Plan 40M-2399, which are constructed, installed or located on lands dedicated to, or owned by the City, or on lands lying immediately adjacent thereto, including lands that are subject to easements transferred to the City, be accepted and assumed for maintenance; 2. That Louisville Homes Limited be released from the provisions of the Subdivision Agreement and any amendments thereto relating to Plan 40M-2399; and, 3. That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 10.2 Director, Corporate Services & City Solicitor, Report LEG 14-21 43 2047729 Ontario Inc. – Plan of Subdivision 40M-2328 - Final Assumption of Plan of Subdivision - Municipal works on Altona Road adjacent to Block 1, Plan 40M-2328 - File: 40M-2328 Recommendation: 1. That works and services required by the Subdivision Agreement within Altona Road, adjacent to or outside Plan 40M-2328, which are constructed, installed or located on lands dedicated to, or owned by the City, or on lands lying immediately adjacent thereto, including lands that are subject to easements transferred to the City, be accepted and assumed for maintenance; 2. That 2047729 Ontario Inc. be released from the provisions of the Subdivision Agreement and any amendments thereto relating to the works on Altona Road outside of Plan 40M-2328; and, 3. That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 10.3 Director, City Development & CBO, Report PLN 33-21 47 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Memorandum from the Director, City Development & CBO See page 113 [Clarification regarding questions raised at the September of this Agenda 13, 2021 Planning & Development Committee Meeting] Memorandum from the Director, City Development & CBO See page 119 [Information regarding changes to the wording of of this Agenda Transition Provisions in the recommended draft Zoning By- laws] For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm Recommendation: 1. a) That Official Plan Amendment Application OPA 20-006/P, initiated by the City of Pickering, to add new policies to the Pickering Official Plan with regard to Infill and Replacement Housing in Established Neighbourhood Precinct areas, as set out in Appendix I to Report PLN 33-21, be approved; b) That the Draft By-law to adopt Official Plan Amendment 40 to the Pickering Official Plan, to add new policies to the Pickering Official Plan with regard to Infill and Replacement Housing in Established Neighbourhood Precinct areas, as set out in Appendix I to Report PLN 33-21, be finalized and forwarded to Council for enactment; 2. That Council adopt Informational Revision 28 to the Pickering Official Plan, to add a layer identifying the boundaries of Established Neighbourhood Precincts to the informational neighbourhood maps contained within Chapter 12 – Urban Neighbourhoods, of the Pickering Official Plan, as set out in Appendix Il to Report PLN 33- 21; 3. That Zoning By-law Amendment Application A 11/20, initiated by the City of Pickering, to implement Official Plan Amendment 40, be approved, and that the Recommended Draft Zoning By-law Amendments as set out in Appendices lll, lV, and V to Report PLN 33-21 be finalized and forwarded to Council for enactment; and, 4. That Council adopt the Revised Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2021, as set out in Appendix Vl to Report PLN 33-21, which replaces the Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts dated August 2020, adopted by Council on September 28, 2020 through Resolution #428/20. 10.4 Director, City Development & CBO, Report PLN 34-21 228 The Municipal Comprehensive Review of the Durham Regional Official Plan: Proposed Regional Official Plan Amendment 2021-003 Policies and Delineations for Protected Major Transit Station Areas Recommendation: For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 1. That Council support in principle the Proposed Regional Official Plan Amendment: Policies and Delineations for Protected Major Transit Station Areas (ROPA 2021-003); and, 2. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 10.5 Director, City Development & CBO, Report PLN 35-21 371 Zoning By-law Amendment Application A 11/19 Amberlea Creek Development Inc. 760 and 770 Kingston Road Recommendation: That Zoning By-law Amendment Application A 11/19, submitted by Amberlea Creek Developments Inc., to facilitate a residential condominium development consisting of 88 stacked townhouse units, be approved subject to the zoning provisions contained in Appendix I to Report PLN 35- 21, and that staff be authorized to finalize and forward an implementing Zoning By-law Amendment to Council for enactment. 11. Reports – New and Unfinished Business 11.1 Director, Corporate Services & City Solicitor, Report CLK 05-21 120 2022 Pre-Budget Approval and Award of RFP2021-6 for Integrated Voting Solution Recommendation: 1. That Report CLK 05-21, regarding a Request for Proposal for an Integrated Voting Solution for the 2022 Municipal and School Board Elections, be received; 2. That the proposal submitted by Dominion Voting Systems Corporation, in the amount of $246,667.70 (HST included), and a net project cost of $222,132.00 (net of HST rebate), to provide an integrated internet and paper ballot election voting method for the Municipal and School Board Elections for a period of 5 years, be accepted; For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 3. That Council authorize the Director, Finance & Treasurer, to finance the net project cost of $222,132.00 by a transfer from the Election Reserve; and, 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 11.2 Director, Community Services, Report CS 32-21 126 Ontario Trillium Foundation Community Building Fund – Capital Stream Application - Chestnut Hill Developments Recreation Complex Facilities Renovations Recommendation: 1. That staff be directed, through the Chief Administrative Officer, to submit an application under the Ontario Trillium Foundation (OTF) Community Building Fund – Capital Stream application for projects outlined in this report; 2. That if the City is successful in obtaining the grant funding, the Treasurer be authorized to fund the City contribution of $107,400 from a transfer from the Rate Stabilization Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. 11.3 Director, Human Resources, Report HUR 04-21 143 Occupational Health & Safety Policy Recommendation: 1. That Report HUR 04-21, regarding a proposed new Occupational Health & Safety Policy, be received; 2. That the draft Occupational Health & Safety Policy appended as Attachment 1 to HUR 04-21, be approved; and, 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 11.4 Director, Corporate Services & City Solicitor, Report LEG 15-21 156 Automatic Speed Enforcement (ASE) Prosecutions - General Retainer Agreement - Prosecution Services with the Region of Durham Recommendation: 1. That the attached General Retainer Agreement for Prosecution Services between The Corporation of the City of Pickering and The Regional Municipality of Durham be approved (Attachment No. 1 to this Report); 2. That the Mayor and City Clerk be authorized to execute said General Retainer Agreement for Prosecution Services, subject to minor revisions agreeable to the Director, Corporate Services & City Solicitor; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 11.5 Director, City Developments & CBO, Report PLN 37-21 165 Award of RFP2021-4 for the GIS Strategy Recommendation: 1. That the proposal submitted by Geographic Technologies Group, dated August 3, 2021, to prepare a GIS Strategy for the City of Pickering in the amount of $98,740.53 (including HST) be accepted, utilizing the City funding identified for this project in the approved 2021 Current Budget for the City Development Department, Consulting & Professional, GIS Corporate Strategic Plan – Phase 1 of 2, and Professional/Technical Assistance (General/Urban Design/Heritage) (new account number 502230.10105); 2. That the total gross project cost of $98,740.53 (HST included), with a total net project cost of $88,919.00 (inclusive of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost as follows: For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm a. The sum of $45,750.00 as provided for in the 2021 Current Budget Planning & Design to be funded from property taxes; b. The sum of $29,250.00 as provided for in the 2021 Current Budget Planning & Design to be funded by a transfer from the Development Charges Reserve Fund – Growth Related Studies; c. The additional sum of $8,491.00 to be funded from property taxes, from the unused portion of the $50,000.00 identified in the 2021 Current Budget Planning & Design from Professional/Technical Assistance (General/Urban Design/Heritage); and, d. The additional sum of $5,428.00 to be funded by a transfer from the Development Charge Reserve Fund – Growth Related Studies; 4. That the appropriate City of Pickering staff be authorized to take the necessary actions as indicated in this report. 11.6 Director, Finance & Treasurer, Report FIN 14-21 172 2020 Asset Management Plan Recommendation: 1. That the 2020 Asset Management Plan, set out in Attachment 1 to this report, be received for information; 2. That Council endorse, in principle, the use of the 2020 Asset Management Plan for financial planning purposes as it relates to the development of the Five Year financial plan; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 12. Motions and Notice of Motions 12.1 National Day for Truth and Reconciliation (National Orange Shirt Day) Moved by Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm Seconded by Councillor Ashe WHEREAS, the Truth and Reconciliation Commission released its final report on June 2, 2015, which included 94 Calls to Action to redress the legacy of residential schools and advance the process of Canadian reconciliation; And Whereas, the recent and growing accounts of unmarked graves across Canada have triggered intergenerational trauma for Indigenous Peoples and led to increased calls for all levels of government to address the recommendations in the TRC’s Calls to Action; And Whereas, all Canadians and all orders of government have a role to play in reconciliation, which has prompted the City of Pickering to establish the Indigenous Relationship Building Action Plan and the Indigenous Relationship Building Circle to prioritize public education around Indigenous histories, culture and worldviews; And Whereas, Recommendation #80 of the Truth and Reconciliation Commission called upon the federal government, in collaboration with Aboriginal peoples, to establish, as a statutory holiday, a National Day for Truth and Reconciliation to ensure that public commemoration of the history and legacy of residential schools remains a vital component of the reconciliation process; And Whereas, the Federal Government has announced September 30th, 2021, as the first National Day for Truth and Reconciliation (National Orange Shirt Day) and a statutory holiday; And Whereas, the City of Pickering is committed to advancing reconciliation with diverse Indigenous communities and extend reflection and engagements beyond the National Day for Truth and Reconciliation; Now therefore be it resolved that the Council of The Corporation of the City of Pickering: 1. Commit to recognizing September 30th, 2021, as the National Day for Truth and Reconciliation (National Orange Shirt Day) by sharing the stories of residential school survivors, their families, and communities; and, For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 2.Direct City staff to install a commemorative orange crosswalk at a prominent intersection in the Pickering Civic Centre precinct in honour of Survivors, their families and communities affected by the residential school system and in recognition of the ongoing impacts, intergenerational trauma and systemic injustices affecting Indigenous Peoples today - in consultation with Indigenous-led community organizations, residents and other relevant stakeholders. 13.By-laws 13.1 By-law 7870/21 Being a by-law to amend By-law 6604/05 providing for the regulating of traffic and parking, standing and stopping on highways or parts of highways under the jurisdiction of the City of Pickering and on private and municipal property. [Refer to ENG 22-21 and page 36 of the Executive Committee Agenda] 13.2 By-law 7871/21 330 Being a by-law to adopt Amendment 40 to the Official Plan for the City of Pickering. (OPA 20-006/P) 13.3 By-law 7872/21 337 Being a By-law to amend Restricted Area (Zoning) By-law 2511, as amended, to implement the Official Plan of the City of Pickering, Region of Durham. (A 11/20) 13.4 By-law 7873/21 347 Being a By-law to amend Restricted Area (Zoning) By-law 2520, as amended, to implement the Official Plan of the City of Pickering, Region of Durham. (A 11/20) 13.5 By-law 7874/21 356 Being a by-law to amend Restricted Area (Zoning) By-law 3036, as amended, to implement the Official Plan of the City of Pickering, Region of Durham. (A 11/20) For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Council Meeting Agenda September 27, 2021 Electronic Meeting 7:00 pm 13.6 By-law 7875/21 368 Being a by-law to change the ward boundaries in the City of Pickering. 14. Confidential Council – Public Report 15. Other Business 16. Confirmation By-law 17. Adjournment For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Special Council Meeting Minutes Education & Training June 24, 2021 Electronic Meeting 10:00 am Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: M. Carpino - Chief Administrative Officer K. Bentley - Director, City Development & CBO S. Cassel - City Clerk C. Rose - Chief Planner N. Surti - Manager, Development Review & Urban Design E. Martelluzzi - Senior Planner, Development Review & Heritage W. Morgan - President, Community Heritage Ontario 1. Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2. Disclosure of Interest No disclosures of interest were noted. 3. Education & Training 3.1 Heritage Training Session - Wayne Morgan, President, Community Heritage Ontario Kyle Bentley, Director, City Development & CBO, introduced Wayne Morgan, President, Community Heritage Ontario, who was present to provide an education and training session to Council. Mr. Morgan, through the aid of a PowerPoint presentation, provided Members of Council with an overview of the following: - 1 - Special Council Meeting Minutes Education & Training June 24, 2021 Electronic Meeting 10:00 am • the role and makeup of the Ontario Association of Municipal Heritage Committee; • the municipal authority for heritage conservation under the Ontario Heritage Act, Planning Act, Municipal Act, and the Environmental Assessment Act; • what is considered a heritage resource; • what heritage resources can be protected; • the application of O. Reg. 9/06, Criteria for Determining Cultural Heritage Value or Interest, under the Ontario Heritage Act, and the prescribed criteria for determining cultural heritage value or interest; • the objectives in protecting a heritage resource and how heritage resources can be protected; and, • the various methods of protection including listing of the property, designation, heritage easement agreements, heritage conservation districts, and heritage property standards by-laws. A brief question and answer period ensued between Members of Council and Mr. Morgan regarding various parts of his presentation. 4. Adjournment Moved by Councillor Brenner Seconded by Councillor Pickles That the meeting be adjourned. Carried The meeting adjourned at 12:00 p.m. Dated this 24th day of June, 2021. David Ryan, Mayor Susan Cassel, City Clerk - 2 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Present: Mayor David Ryan Councillors: K.Ashe M.Brenner S.Butt I.Cumming B.McLean D.Pickles Also Present: M.Carpino -Chief Administrative Officer K.Bentley -Director, City Development & CBO P.Bigioni -Director, Corporate Services & City Solicitor B.Duffield -(Acting) Director, Community Services J.Flowers -CEO & Director of Public Libraries, Pickering Public Library R.Holborn -Director, Engineering Services F.Jadoon -Director, Economic Development & Strategic Projects S.Karwowski -Director, Finance & Treasurer S.Cassel -City Clerk C.Rose -Chief Planner J.Yoshida -Deputy Fire Chief A.Mostert -Manager, Landscape & Parks Development K.Thompson -Manager, Municipal Law Enforcement Services R.Rodrigues -Manager, Supply & Services V.Plouffe -Manager, Facilities Capital Projects C.Blumenberg -Deputy Clerk C.Hodge -Senior Coordinator, Development Liaison E.Martelluzzi -Senior Planner, Development Review & Heritage 1.Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2.Invocation Mayor Ryan called the meeting to order and led Council in the saying of the Invocation. - 3 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 3. Indigenous Land Acknowledgment Statement Mayor Ryan read the Indigenous Land Acknowledgment Statement. A moment of silence was observed to acknowledge the loss of Indigenous children across the Country. 4. Disclosure of Interest No disclosures of interest were noted. 5. Adoption of Minutes Resolution # 615/21 Moved by Councillor Butt Seconded by Councillor Cumming Council Minutes, May 25, 2021 Special Council Minutes, June 3, 2021 Executive Committee Minutes, June 7, 2021 Special Council Minutes, June 7, 2021 Planning & Development Committee Minutes, June 7, 2021 Carried 6. Presentations There were no presentations. 7. Delegations Resolution # 616/21 Moved by Councillor Brenner Seconded by Councillor Cumming That the rules of procedure be suspended to allow two additional delegations from Paul White and Garry Winsor. Carried on a Two-Thirds Vote 7.1 Shawn A. Oakley, Vice President, Real Estate Advisory Services Deloitte LLP Re: City Centre Project Procurement Process - 4 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Shawn A. Oakley, Vice President, Real Estate Advisory Services Deloitte LLP, joined the electronic meeting via audio connection to provide an overview of the City Centre Project Procurement Process. Through the aid of a PowerPoint presentation, he spoke to the details of General Contractor Models – Traditional versus City Centre, timelines for the General Contractor City Centre Procurement Process, and a number of key Council decision points. He noted that in September 2021, Council would need to make a number of decisions including approval of the high-level project budget, award of the general contractor, and approval of the design budget. Mr. Oakley further added that in Spring 2022, the key Council decision points included approving the project budget, and awarding the general contractor who would initiate the construction process. A question and answer period ensued between Members of Council, Shawn A. Oakley and City Staff regarding: • clarification on the process surrounding the general contractor, with Mr. Oakley noting that the process was two phased which included putting out a request for qualifications to identify a short list of general contractors who would eventually bid on a financial proposal later in the summer; • how contractors could bid on a financial proposal when the project would not be before Council for approval until fall 2021. Mr. Oakley responded that general contractors have two components to their price, one is the cost of the direct workers and equipment on site, the second would be their fee to oversee all the trades to act as the master builder with all of the sub- trades under them; • the cost estimate of the budget and confirmation of the ability to make changes to the design in the future. Stan Karwowski, Director, Finance & Treasurer, noted that staff are completing the financial process in two steps which included hiring a cost-estimator to bring a cost to Council that will include a financial model and examine pre-qualifying general contractors to go through the rigid testing to ensure there is the expertise while continuing to take advantage of learning from the COVID-19 Pandemic as it relates to construction; • the order of the process when a report is presented to Council in the fall, in that the decision to proceed with the project, and approval of the project costs, would be necessary before awarding the contract to the general contractor and that each of these matters would be presented in separate staff reports; • approval of the ceiling budget costs and how this relates to the timing of the approval of the 2022 Budget; • a request that staff provide a detailed spreadsheet of the various timelines associated with the Project; and,and, - 5 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm • clarification between the roles and fees of the current development manager and the general contractor that will oversee the actual construction of the project. 7.2 Daren Crawford, Otter Energy Re: Solar Panel Grant Funding -Green Inclusive Community Building Program Daren Crawford, Otter Energy, withdrew their delegation request and did not connect to the electronic Council Meeting. 7.3 Seana Haley Re: Corr. 32-21 Jennifer O’Connell, Member of Parliament, Pickering-Uxbridge Re: Enabling Accessibility Fund Programs Seana Haley, 706 Lublin Avenue, joined the electronic meeting via audio connection to provide an overview of accessible playground options and the Enabling Accessibility Fund Program. She noted that her petition to create a fully accessible playground in the City had gathered more than 500 signatures from City residents, garnered attention and momentum across the Durham Region, had been featured on television, and shared through other media outlets. Ms. Haley outlined the importance of accessible playgrounds in providing Pickering's residents with countless physical, health, psychological, economic and environmental benefits, and the Ontario Human Rights Code and Integrated Accessibility Standards Regulation. She stated that there was a cost to building accessible playgrounds, however, there is a larger cost to society when children and parents with disabilities are excluded from playing. Through the aid of a PowerPoint presentation, Ms. Haley displayed two videos from Harper's Playground, a nonprofit organization dedicated to redesigning parks with accessible playground equipment that is giving people equal access to the playground experience across the United States. Ms. Haley encouraged the City to access the Enabling Accessibility Fund Program for City projects for a mid- sized project that could fund renovations to existing playgrounds, and build a new state of the art playground for children and adults with disabilities. She asked that the City become a leader in this regard and embrace inclusivity and diversity of all. A brief question and answer period ensued between Members of Council and Ms. Haley regarding working with the City’s Accessibility Advisory Committee to provide input into the design from a parent’s perspective with Ms. Haley confirming she would be happy to do so and that she was also affiliated with Grandview Children’s Centre and would be happy to engage them in the process as well. 7.4 Paul White, President - 6 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Fairport Beach Neighbourhood Association (Inc.1949) Re: Report CLK 03-21 Ward Boundary Review - Final Report – Watson & Associates Economists Ltd. Paul White, President, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection to speak to Report CLK 03-21, Ward Boundary Review - Final Report. He questioned the rationale for remaining status quo given the existing challenges of the current Ward system, and noted that if a study was commissioned it should be implemented. Mr. White stated that without adjustments, the current system provided inequitable representation, and further encouraged Council to proactively review the boundaries every three elections or when specific population targets were reached. Mr. White highlighted the 2018 Municipal Election results and percentage of votes received for each Member of Council, and urged Council to choose a Ward Boundary Option as outlined in Report CLK 03-21. 7.5 Jack Ammendolia, Managing Partner and Director, Education Watson & Associates Economists Ltd. Dr. Robert J. Williams, Public Affairs Consultant Re: Report CLK 03-21 Ward Boundary Review - Final Report – Watson & Associates Economists Ltd. Jack Ammendolia, Managing Partner and Director, Education, Watson & Associates Economists Ltd., and Dr. Robert J. Williams, Public Affairs Consultant, joined the electronic meeting via audio connection, as the Consultants for the Ward Boundary Review, and noted their availability to answer questions regarding the Report. A question and answer period ensued between Members of Council, Jack Ammendolia, and Dr. Williams, regarding: • the Councillor proposed Boundary Option that the Consultants had reviewed noting that this Option did not have an obvious rationale as it related to the guiding principles and that this Option may not be defensible at the Ontario Land Tribunal (OLT); • how the proposed boundaries in the Councillor proposed Option divided neighbourhoods with demographic similarities, and placed some non- adjacent neighbourhoods in the s ame ward separated by a similar neighbourhood that is an extension of a very different kind of ward; • Dr. Williams and Mr. Ammendolia confirmed that the Councillor Proposed Option would rank lower than the status quo noting that status quo was also not a defensible option; - 7 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm • the process of an OLT appeal, and that a decision on the part of Council to remain status quo could be appealed under the Municipal Act by a petition containing the signatures of 500 electors, and if submitted, Council had 90 days to act and could implement one of the 3 Final Ward Boundary Options at that time; • how a By-law approving a new Ward Boundary Option could be appealed by a single elector; however, there would be a strong case to it being a valid Option and improvement on the status quo as it is an Option provided by the consultant conducted in an independent manner through extensive consultation; • the inequalities in recommended Option 2, and how it does not become optimal until 2030, creating disparity that is well below the acceptable range for the 2022 Election; • how population parity and future growth were significant components of the entire Review, and how the Councillor Proposed Boundary Option proposal was intended to be a phased approach to reach Option 2 in the future; • the number of ward boundary reviews that Watson & Associates Economists Ltd. had completed; • how the consultants conducted a complete review of the Councillor Proposed Boundary Option through the same lens of case law and guiding principles that evaluated all of the Consultants’ Ward Boundary Options; • how Ward Boundary Reviews included an examination of case law, best practices, population data, taking into consideration communities of interest, geography, urban/rural characteristics, and other unique distinctions of the City that form the guiding principles; • the risk of not taking action, and how through the professional evaluation of the current wards, against the guiding principles, it was clear that there were deficiencies in the current system; • how there is significant population change coming, and how the recommended options bridge the gap to move forward and make the electoral system more equitable and achieve more effective representation in the future; and, • how the existing wards were drawn when the City was incorporated, noting there is not a single right way to establish new ward boundaries, and that the Options provided by the consultants were looking to bring the wards into alignment to accommodate for the future growth to ensure longevity in the new system and avoid making a change now and then again for the 2026 Municipal Election. 7.6 Mike Borie Re: Report CLK 03-21 Ward Boundary Review -Final Report – Watson & Associates Economists Ltd. - 8 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Mike Borie, 1044 Escott Court, joined the electronic meeting via audio connection to speak to Report CLK 03-21, Ward Boundary Review -Final Report and encouraged Council to make a decision on the matter. He stated inaction in dealing with the inadequacies of the current Ward system is unacceptable, and that leaving such an integral part of Pickering’s democratic system unaddressed for more than forty years and remaining status quo sends a message that the 1974 ward system still serves Pickering well. Mr. Borie highlighted the deficiencies of the current Ward system and urged Council to address the inadequacies by approving one of the Final Ward Boundary Options. 7.7 Bernie Douglas Re: Report CLK 03-21 Ward Boundary Review -Final Report – Watson & Associates Economists Ltd. Bernie Douglas, 363 Sparrow Circle, joined the electronic meeting via audio connection to speak to Report CLK 03-21, Ward Boundary Review -Final Report. He spoke to the growth of the City and that the stresses on infrastructure and other activities have expanded the need for equitable representation. He echoed the points of the previous delegates and urged Council to keep an open mind and take action on the existing lack of parity in the current Ward Boundary system. Mr. Douglas highlighted the challenges democracies are facing, including economic pressures that need to be addressed in a reasonable manner. He noted that residents should be satisfied with the integrity of the Ward Boundary Review, and Council should remedy the ward imbalance by choosing an Option as the present Ward Boundary system is not optimal. A brief discussion ensued between Mr. Douglas and Members of Council regarding the option for increasing the number of Members of Council as the population increases for the greater democratic good. 7.8 David Steele Re: Report CLK 03-21 Ward Boundary Review -Final Report – Watson & Associates Economists Ltd. David Steele, 966 Timmins Gardens, joined the electronic meeting via audio connection to speak to Report CLK 03-21, Ward Boundary Review -Final Report. He spoke in support of the report and noted that potential Councillors have the ability to run in any ward they choose. Mr. Steele urged Council to make a decision and support one of the recommended Ward Boundary Options provided by the Consultants. 7.9 Tarik El-Tyeb, Pickering Rouge Canoe Club Re: Report CS 24-21 - 9 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Relocation of Pickering Rouge Canoe Club Tarik El-Tyeb, Pickering Rouge Canoe Club, joined the electronic meeting via audio connection to speak to Report CS 24-21, Relocation of Pickering Rouge Canoe Club. He spoke to the history of the Pickering Rouge Canoe Club, and its operation on the South Shore since 1993. He spoke in support of the report, and asked Council to consider the operational impact of the high performance development program not being included in the recommendation. He spoke to the different programs available, such as the All-Abilities program and success stories of canoe club athletes. Mr. El-Tyeb addressed the parking and traffic concerns and the results of the community survey the Pickering Rouge Canoe Club had conducted, and how inclusion of the high performance development program would not negatively impact parking and traffic. A question and answer period ensued between Members of Council and Tarik El- Tyeb, regarding: • the timelines for the former site t o be cleaned up, with Mr. El-Tyeb confirming that the site would be decommissioned by end of August 2021; • whether the condition of Frenchman’s Bay with the milfoil weeds would negatively impact programming, with Mr. El-Tyeb stating that that although the weeds were inconvenient, they would not hinder programming and that programming would not be operational until fall of 2021 and full rollout for the 2022 season; • fundraising efforts to date by the Pickering Rouge Canoe Club, noting that the Club has a new Board of Directors who have a renewed commitment, and that the Board had been in contact with the Trillium Foundation regarding grants and opportunities to make the site fully accessible; • the number of members of the Club and the number of participants in each program noting that the programs have a high retention and attendance rate; • how the Special Olympics program had been modified due to limited, fully accessible beach front access; • how conversations regarding accessibility have occurred with the Toronto and Region Conservation Authority (TRCA) and Parks Canada; and, • an overview of the parking needs and requirements of each program. 7.10 Paul White, President Fairport Beach Neighbourhood Association (Inc.1949) Re: Report LEG 10-21 Parking Control Measures at the City’s Waterfront -Current and Proposed Actions Paul White, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection to speak to Report LEG 10-21, Parking Control - 10 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Measures at the City’s Waterfront -Current and Proposed Actions. He highlighted various parking issues on the weekends, and the need for legislation to provide the means of enforcement. Mr. White suggested creating a Part 1, Provincial Offenses Act fine structure to increase the fines. He noted that there were many issues that resulted from parking infractions including frustration of homeowners, and his experience calling the after-hours emergency line. Mr. White noted that the COVID-19 Pandemic had exasperated parking issues and that proactive parking enforcement was necessary. 7.11 Garry Winsor Re: Report LEG 10-21 Parking Control Measures at the City’s Waterfront -Current and Proposed Actions Gary Winsor, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection to speak to Report LEG 10-21, Parking Control Measures at the City’s Waterfront -Current and Proposed Actions. He noted that in 2017, the Neighbourhood Association compiled a report outlining a number of issues regarding road safety and possible solutions to Council and applicable staff. Mr. Winsor stated that pedestrians walking on the walkway was a major concern and expressed concerns of pedestrians being injured due to traffic. Mr. Winsor noted members of the Association have taken photos of illegal parking, vehicles that block emergency access, and vehicles parking on both sides of the street. He noted the liability risks outweigh the cost of implementation. A brief discussion ensued between Members of Council and Mr. Winsor regarding temporary measures for sidewalks, road improvements, and an effective paid parking scheme for non-residents of Pickering. Resolution # 617/21 Moved by Councillor McLean Seconded by Councillor Butt That Council take a short recess. Carried Council recessed at 9:30 p.m. and reconvened at 9:40 p.m. Upon reconvening, the City Clerk certified that all Members of Council were once again present and participating electronically in accordance with By-law 7771/20. 8. Correspondence - 11 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 8.1 Corr. 29-21 Cynthia Davis, President & CEO Lakeridge Health Re: Proposed Acute Care Hospital -City of Pickering’s Expression of Interest Resolution # 618/21 Moved by Councillor Pickles Seconded by Councillor Ashe That Corr. 29-21, from Cynthia Davis, President & CEO, Lakeridge Health, dated May 11, 2021, regarding a Proposed Acute Care Hospital -City of Pickering’s Expression of Interest, be received for information. Carried 8.2 Corr. 30-21 Cynthia Davis, President & CEO Sharon Cochran, Chair of the Board of Trustees Lakeridge Health Re: Independent Site Selection Process for a Potential Future New Hospital in Durham Region Mayor Ryan provided an overview on the endeavors of the City of Pickering formally expressing its interest in being the host of a potential location for a future new hospital in Durham Region. He spoke to the established Pickering Hospital Task Force, which is comprised of a broad and diverse array of community stakeholders who believe that northeast Pickering is the ideal location for Lakeridge Health’s new hospital. Mayor Ryan advised of the site selection process that will be clear and transparent, overseen by the Board of Trustees and implemented by an independent expert panel. Mayor Ryan spoke to next steps of the Taskforce, a potential land acquisition option, and keeping all Members of Council apprised. Resolution # 619/21 Moved by Councillor Pickles Seconded by Councillor Ashe 1. That Corr. 30-21, from Cynthia Davis, President & CEO, and Sharon Cochran, Board Chair, Lakeridge Health, dated May 26, 2021, regarding the Independent Site Selection Process for a Potential Future New Hospital in Durham Region, be received; and, - 12 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 2. That the Council for The Corporation of the City of Pickering supports the need for a new hospital to be built in Durham Region and re-affirms that the City of Pickering be considered as a potential location and welcome the opportunity to have input into the selection process. Carried Later in the Meeting (See Following Motion) Resolution # 620/21 Moved by Councillor Pickles Seconded by Councillor Cumming That the main motion be amended by adding the following as a new Item 3 and the recommendation renumbered accordingly: That up to $50,000 be available to support the City of Pickering site selection process. Carried The Main Motion, as amended, was then Carried. 8.3 Corr. 31-21 Elizabeth Martelluzzi, Planner II, Heritage City of Pickering Re: Heritage Pickering Advisory Committee -2020 Year End Report and 2021 Work Plan Resolution # 621/21 Moved by Councillor Brenner Seconded by Councillor McLean That Corr. 31-21, from Elizabeth Martelluzzi, Planner II, Heritage, City of Pickering, dated June 18, 2021, regarding the Heritage Pickering Advisory Committee -2020 Year End Report and 2021 Work Plan, be received for information. Carried 8.4 Corr. 32-21 Jennifer O’Connell, Member of Parliament, Pickering-Uxbridge Re: Enabling Accessibility Fund Programs Resolution # 622/21 - 13 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Moved by Councillor Brenner Seconded by Councillor McLean 1. That Corr. 32-21, from Jennifer O’Connell, Member of Parliament, Pickering-Uxbridge, dated June 18, 2021, regarding Enabling Accessibility Fund Programs, be received; and, 2. That Staff be directed, through the CAO, to submit an application for funds to be used to retrofit an existing playground to achieve accessibility for children with disabilities. Carried Unanimously on a Recorded Vote 9. Report EC 06-21 of the Executive Committee held on June 7, 2021 9.1 Director, Corporate Services and City Solicitor, Report AS 01-21 Dunmoore Park - Conversion of Small Baseball Diamond to Leash Free Area Council Decision: 1. That Report AS 01-21 regarding the conversion of the small baseball diamond in Dunmoore Park to a leash free area be received; 2. That Council endorse the creation of a leash free area in Dunmoore Park; and, 3. That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 9.3 (Acting) Director, Community Services, Report CS 09-21 Community Association Lease Agreement - Pickering Ajax Italian Social Club Council Decision: 1. That the Mayor and City Clerk be authorized to execute the Lease Agreement with the Pickering Ajax Italian Social Club as set out in Attachment 1 to this report, subject to minor revisions as may be required by the (Acting) Director, Community Services and the Director, Corporate Services & City Solicitor; and, 2. That the appropriate C ity officials be authorized to take the necessary actions as indicated in this report. - 14 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 9.4 (Acting) Director, Community Services, Report CS 23-21 Claremont Golden Age Seniors Club -Lease Agreement Council Decision: 1.That the Mayor and City Clerk be authorized to execute the Lease Agreement with Claremont Golden Age Seniors Club 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. 9.5 (Acting) Director, Community Services, Report CS 25-21 Community Safety and Well-Being Plan -Update Council Decision: 1.That Council receive Report CS 25-21 for information regarding the update on the City of Pickering’s Community Safety and Well-Being Plan; 2.That Council endorse the City of Pickering’s application for membership with the Canadian Municipal Network on Crime Prevention and that the Mayor be authorized to execute and submit the corresponding letter of support, as set out in Attachment 1; and, 3.That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. 9.6 Director, Engineering Services, Report ENG 14-21 Automated Speed Enforcement Implementation -Status Update Council Decision: 1.That Report ENG 14-21 regarding the status update of the implementation of the Automated Speed Enforcement program, as a follow-up to Report ENG 05-21 and in response to Resolution #543/21, be received for information; and, - 15 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 9.7 Director, Finance & Treasurer, Report FIN 10-21 Annual Indexing – Development Charges and Seaton Financial Impacts Agreement Council Decision: 1.That Report FIN 10-21 of the Director, Finance & Treasurer be received; 2.That effective July 1, 2021 as provided for in By-law No. 7595/17, as amended by By-laws No. 7727/19 and No. 7802/20, the Development Charges referred to in Schedule “C” of that By-law be increased by 3.1 per cent; 3.That effective July 1, 2021 the payments related to “10 per cent Soft Services” as provided for by the Seaton Financial Impacts Agreement dated November 26, 2015 be increased by 3.1 per cent; and, 4.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 9.8 Director, City Development & CBO, Report PLN 30-21 Local Enhancement and Appreciation of Forests (LEAF) Organization’s Tree Planting Program Update Council Decision: 1.That Report PLN 30-21 of the Director, City Development & CBO, on the update of the Local Enhancement and Appreciation of Forests (LEAF) Organization’s Tree Planting Program, be received; 2.That the Mayor and City Clerk be authorized to execute a 4-year joint agreement between the Region of Durham, the Local Enhancement and Appreciation of Forests (LEAF) organization and participating municipalities to deliver the tree planting program from July 1, 2021 to June 30, 2025, as set out in Attachment #1 of this report, subject to minor revisions with terms and conditions satisfactory to staff from a legal services and insurance perspective; 3.That the appropriate City staff be directed to take the necessary actions as indicated in this report; and, - 16 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 4.That staff be directed to report back with a summary of the results, and if successful, consider continuing the program in subsequent years pending budget approval. Resolution # 623/21 Moved by Councillor Brenner Seconded by Councillor Pickles That Report EC 06-21, save and except Item 9.2, CLK 03-21, of the Executive Committee Meeting held on June 7, 2021 be adopted. Carried 9.2 Director, Corporate Services & City Solicitor, Report CLK 03-21 Ward Boundary Review -Final Report – Watson & Associates Economists Ltd. Detailed discussion ensued regarding: • how the consultants had reiterated the inconsistencies with the existing ward boundaries, and provided 3 viable Final Options; • how predictions of the future are guesses and not certain, and that the 3 Final Options provided by the Consultants may potentially reach parity in 2030; • how the Options solve a potential future problem by creating a current problem today; • the work of the Consultants, the extensive public consultation, and how they had conducted the Review in accordance with what they had been asked to do; • the parity and equity issues surrounding Ward 3, such as geography and population, and that many important matters such as the Innovation Corridor, and the federal lands are in Ward 3; • how the Final 3 Ward Boundary Options are realistic, and that a population of 11,000 residents, outlined in Final Option 2 for Ward 3 is appropriate given the large geography and pressures facing Ward 3 requiring intensification of representation in the imminent future; • how status quo is not an option, and many residents outlined their concerns with remaining status quo; • how status quo can trigger a petition requiring 500 signatures, which would trigger a response from Council within 90 days and the appeal process to the Ontario Land Tribunal (OLT); • how the ward boundary review process is about equity and effective representation, noting that the status quo is not equitable; - 17 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm • how there is a chance for Ward 3 to connect and build with the constituents as the area grows; • the demographics of residents and voters in the City and the length of time the current ward system had been in place; • how Option 2 does not currently meet representation by population, noting that it is not in the acceptable range for a number of years and has several limitations in the short term; • how the Final Ward Options were long term solutions; • the impact to residents if an interim change is made for the 2022 Election and another change in the boundaries was made for the 2026 Election and the potential confusion this may create; • whether the proposed changes are accomplishing what is needed for the near future given the flip in the population disparity that is currently seen in Ward 3; • how rigorous debate occurred throughout the Ward Boundary Review process and moving the boundaries every few years negates a sense of stability and confuses residents; and, • how Council needs to examine ward boundaries holistically in the future, and build on the work the Consultants had completed. Resolution # 624/21 Moved by Councillor Cumming Seconded by Councillor Butt 1.That Report CLK 03-21, regarding the Ward Boundary Review Final Report, from Watson & Associates Economists Ltd., be received; and, 2.That the existing ward boundaries for the City of Pickering be maintained. Carried on a Recorded Vote as Follows: Yes No Councillor Butt Councillor Ashe Councillor Cumming Councillor Brenner Councillor Pickles Councillor McLean Mayor Ryan 10. Report PD 06-21 of the Planning & Development Committee held on June 7, 2021 10.1 Director, City Development & CBO, Report PLN 28-21 Pickering Housing Strategy Study -Status Update, Phase 2 - 18 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Council Decision: That Report PLN 28-21 of the Director, City Development & CBO, providing an update on the status of the City of Pickering Housing Strategy Study, be received for information. 10.2 Director, City Development & CBO, Report PLN 29-21 The Municipal Comprehensive Review of the Durham Regional Official Plan: Proposed Policy Directions Council Decision: 1.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions in support of a Prosperous Economy (Proposed Directions 1-4): a.That the City Centre, Kingston Road Corridor and Brock Mixed Node Intensification Areas, Employment Lands in Seaton and along Highway 407, and the planned employment hub surrounding the Federal Airport lands be prioritized for adequate servicing to support economic growth and diversification and to accommodate the 2051 growth forecasts; and, b.That the planned future Pickering Airport be recognized as a major catalyst for economic development and diversification; 2.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions in support of Healthy Communities (Proposed Directions 5-28): a.That the Goals for Healthy Communities be expanded to: i.align with the Canadian Institute of Planners’ Healthy Communities Policy Statement to ensure individuals have access to healthy built, social, economic, and natural environments that give them the opportunity to live to their fullest potential, regardless of their race, ethnicity, gender, income, age, abilities, or other circumstances; and, ii.align with objectives or outcomes from the Region’s Community Safety and Well-being Plan, Age-Friendly Durham Strategy; b.That the City supports the inclusion of policies regarding the implementation of a region-wide building retrofit program, and - 19 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm recommends that the Regional Official Plan (ROP) include broader policy direction around additional initiatives and incentives to encourage and enable energy efficient construction and green building design, including net-zero and net-zero ready development; c.That the City supports the inclusion of tree canopy targets for urban areas and rural areas in the ROP, following the identification of the current baseline, as well as the inclusion of policy direction in support of Regional tree planting initiatives along regional roads and on regionally-owned properties where appropriate; d.That in addition to recognizing and supporting historic downtowns, the Region include robust policies in the ROP related to cultural heritage that conform with, and implement, provincial policy direction and other regional interests related to heritage; e.That with regard to the proposed policy directions related to Housing: i.the City supports the Region undertaking a Regional Housing Assessment Report (Assessment Report) and developing policies that would enable area municipalities to implement Inclusionary Zoning within their respective jurisdictions; ii.the City recommends the establishment of affordable housing targets for Strategic Growth Areas in the ROP be based on the outcome of the Assessment Report, rather than assigning a 35 percent target prior to evaluation; iii.the City supports the policy direction to strengthen the rental to ownership housing conversion policies in the ROP and further recommends that when considering permission for conversion from a rental to ownership property, the Region: •consider increasing to greater than one year, the number of years required to maintain the minimum rental vacancy rate of 3 percent in both the region as a whole and the respective area municipality; and, •require a Regional Official Plan Amendment Application if the rental vacancy rate is below 3 percent; iv.the City supports the proposed policy direction to encourage area municipalities to protect existing rental housing from- 20 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm demolition by using tools, such as a demolition control by-law, and recommend this be expanded upon, particularly in locations such as Strategic Growth Areas or areas in proximity to transit, where existing rental housing may be older and therefore more susceptible to demolition and redevelopment; and, v.the City recommends policies be included in in the ROP to support “co-ownership housing” and that enable municipalities to address this type of housing in a local and context-specific manner. 3.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions regarding Supportive Infrastructure (Proposed Directions 29-33): a.That the City encourages the development of a Regional “Dig Once” policy as it would align with, and support, the City’s policy and interest in broadband deployment; and, b.That the City recommends policies be included in the ROP that encourage the Region to work with the provincial government to upgrade the existing infrastructure to support renewable and alternative energy projects; 4.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions in support of a Vibrant Urban System (Proposed Directions 34-53): a.That the City supports the direction that Waterfront Places (e.g., Frenchman’s Bay) not be identified as Strategic Growth Areas and recommends that any policies referring to minimum density targets for these areas be removed if this designation is retained in the ROP; b.That the City supports removal of the existing specific policy prohibition on Places of Worship within Employment Areas, and the proposed direction that area municipalities would regulate the location of these uses; c.That the City requests that the Employment Area Conversion submission for the Durham Live lands between Squires Beach Road and Church Street, which has been supported by City Council, be considered through the Land Needs Assessment; - 21 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm d.That the City requests that the Region have regard to Pickering Council Resolutions #140/19 and #173/19 (Attachments #2 and #3 to Report PLN 29-21) requesting, among other things, the inclusion of northeast Pickering in an urban area boundary expansion; and, e.That the City recommends the Land Needs Assessment consider a scenario reflecting a future airport and the potential implications it may have in terms of population and employment allocation and growth; 5.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions in support of a Thriving Rural System (Proposed Directions 54-65): a.That the City recommends the goals and directions with regard to the Thriving Rural System in Durham be expanded to also support the provision of reliable internet services to the rural area; and, b.That the City requests that the designation of High Potential Aggregate Resource Areas on lands within the limits of Settlement Areas (e.g., Barclay Estates) be removed; 6.That Council endorse the following recommendations regarding Envision Durham’s Proposed Policy Directions in support of a Protected Greenlands System (Proposed Directions 66-85): a.That the Region consider requesting the Province to make resources available to Indigenous Peoples to facilitate the sharing of Traditional Ecological Knowledge; and, b.That the City recommends the Region, through coordinated relationship-building and consultation with Indigenous communities, endeavour to provide guidance to local area municipalities in terms of establishing appropriate engagement processes to facilitate input on land use planning matters; 7.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report; and, 8.That a copy of Report PLN 29-21 and Council’s Resolution thereon be forwarded to the Regional Municipality of Durham and Durham Area Municipalities. 10.3 Director, City Development & CBO, Report PLN 31-21 Northeast Pickering Area - 22 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Request for Proposals Particulars for Preparation of a Community Plan for Northeast Pickering Funding Agreement for Consulting Assistance Funding Agreement for a Senior Project Manager Council Decision: 1.That Council approve the draft “Appendix D – Request for Proposals Particulars Northeast Pickering Community Plan”, which identifies the deliverables, including scope of work, project management, consultation and engagement, and timetable, for the consulting assignment for the preparation of an overall community plan for the Northeast Pickering Area for the consideration of Council, generally as set out in Appendix I to Report PLN 31-21; 2.That Council approve the funding agreement between the North East Pickering Landowners Group Inc. and the City of Pickering, for the hiring of a planning consulting team to prepare a Community Plan for the Northeast Pickering Area, generally as set out in Appendix II to Report PLN 31-21; 3.That Council approve the funding agreement between the North East Pickering Landowners Group Inc. and the City of Pickering, for the hiring of a Senior Project Manager (contract) dedicated to managing the preparation of the overall community plan for the Northeast Pickering Area, generally as set out in Appendix III to Report PLN 31-21; 4.That the Mayor and City Clerk be authorized to execute the funding agreements subject to any minor refinements acceptable to the Chief Administrative Officer, the Director, Corporate Services & City Solicitor and the Director, Finance & Treasurer; 5.That staff be authorized to issue Request for Proposals for the overall Northeast Pickering Community Plan, subject to any minor refinements to the project particulars acceptable to the Director, City Development & CBO and the Director, Economic Development & Strategic Projects, following the execution of the funding agreements and the hiring of the contract Senior Project Manager; 6.That staff report back to Council on the recommended planning consulting team; and, 7.That Council authorize the appropriate City officials to undertake the necessary actions required to implement the above recommendations. Resolution # 625/21 - 23 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Moved by Councillor Butt Seconded by Councillor Pickles That Report PD 06-21 of the Planning & Development Committee Meeting held on June 7, 2021 be adopted. Carried 11. Reports – New and Unfinished Business 11.1 (Acting) Director, Community Services, Report CS 19-21 Request for Additional Funding for Consulting Services -Tillings Operations Yard Remediation (Phase 2) A brief question and answer period ensued between Members of Council and Brian Duffield, (Acting) Director, Community Services, regarding: • how undertaking the testing and investigations required to determine the location, type and quantity of soil contamination of the subject lands with the Phase 2 Environmental Site Assessment (ESA) had identified a variety of contaminants throughout the site that are consistent with its prior use; • whether the site could be remediated to allow the School Board’s acceptance of the site to construct a school. Mr. Duffield noted that this is Phase 2 which will complete the actual physical work of eliminating the underground obstructions and contamination noting that not all of the salt could be removed; • how to determine whether the School Board could accept and acquire the site, based on the soil condition. Mr. Duffield noted that staff are in contact with the School Board and will be providing them with the full report; and, • the next steps in the supplemental Phase 2 ESA preparation of a Risk Assessment, and future Record of Site Condition necessary to prepare the property for sale. Resolution # 626/21 Moved by Councillor Pickles Seconded by Councillor Cumming 1.That the additional fee proposal and project costs as submitted by Cambium Inc. in the gross amount of $346,235.00 (HST included), and the net amount of $311,795.00 (net HST rebate) for Phase 2 to increase the scope of work to allow for the remediation of the Tillings Operations Yard, in accordance with Purchasing Policy, Item No. 10.03 (c) be accepted; - 24 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 2.That the total estimated consulting costs including the additional costs of Phase 2 amount referenced in Recommendation 1 in the amount of $482,856.00 (net HST rebate) be approved; 3.That the Director, Finance & Treasurer be authorized to finance the additional fee referenced in Recommendation 1 in the amount of $311,795.00 by a transfer from the Operations Centre Reserve Fund; and, 4.That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. Carried 11.2 (Acting) Director, Community Services, Report CS 24-21 Relocation of Pickering Rouge Canoe Club A brief question and answer period ensued between Members of Council and Brian Duffield, (Acting) Director, Community Services, regarding: • how past practice exemplifies no money was raised by the Pickering Rouge Canoe Club for accessibility projects; • how the removal, clean-up and restoration of the former site had not yet occurred; • how the preference may be to support the relocation in principle, with a caveat that it is subject to conditional funding to support an accessible program, and restoration of the site on the west side; • how a Special Olympics pad is needed and would not be a burden o n residents or parking in the area; • parking and traffic impacts from other programs with Mr. Duffield advising that a traffic assessment had been conducted by staff that outlined the two programs, which run on opposing nights, and that the traffic could be accommodated; and, • ensuring the details of the funding model, parking, traffic, clean-up of the subject lands on the west side, and accessible programming are addressed and included in the future lease agreement for Council consideration. Resolution # 627/21 Moved by Councillor Ashe Seconded by Councillor Cumming 1.That Council endorse staff’s recommendation to approve the relocation of Pickering Rouge Canoe Club (“PRCC”) to Progress Frenchman’s Bay East - 25 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Park for the operation of only their Special Olympics (PaddleAll) and Masters programs, as outlined in Report CS 24-21; 2.That City staff be directed to prepare a lease agreement with PRCC, subject to further Council approval, that sets out the terms and conditions of their use at Progress Frenchman’s Bay East Park; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried Later in the Meeting (See Following Motion) Resolution # 628/21 Moved by Councillor McLean Seconded by Councillor Cumming That Item 1 of the main motion be amended by deleting the words “Masters programs”. Lost on a Recorded Vote as Follows: Yes No Councillor Brenner Councillor Ashe Councillor Cumming Councillor Butt Councillor McLean Councillor Pickles Mayor Ryan The Main Motion, was then Carried on a Recorded Vote as Follows: Yes No Councillor Ashe Councillor McLean Councillor Brenner Councillor Butt Councillor Cumming Councillor Pickles Mayor Ryan 11.3 (Acting) Director, Community Services, Report CS 28-21 Reallocation of Funds and Grant Endorsement -Green and Inclusive Community Buildings Grant Application for the Restoration of the Redman House Program Centre at the Pickering Museum Village Resolution # 629/21 - 26 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Moved by Councillor Pickles Seconded by Councillor McLean 1.That staff be directed, through the Chief Administrative Officer, to submit an application under the Government of Canada’s Green and Inclusive Community Buildings (GICB) program for the restoration of the Redman House Program Centre at the Pickering Museum Village; 2.That Pickering Council supports the Redman House application for the Government of Canada’s GICB grant program; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. Carried 11.4 Director, Engineering Services, Report ENG 16-21 School Crossing Guard Program -Quotation No. Q2021-7 Resolution # 630/21 Moved by Councillor Cumming Seconded by Councillor Butt 1.That Quotation No. Q2021-7 submitted by Neptune Security Services Inc. in the total amount of $1,423,800.00 (HST included) with a net project cost of $1,282,176.00 (net of HST rebate) be approved for the 3 year period from September 2021 to June 2024; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 11.5 Director, Engineering Services, Report ENG 17-21 Road Servicing Agreement with Seaton TFPM Inc. -Fifth Concession Road Resolution # 631/21 Moved by Councillor Pickles Seconded by Councillor Butt - 27 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 1.That the City of Pickering enter into a Road Servicing Agreement with Seaton TFPM Inc. to facilitate the reconstruction of Fifth Concession Road between Brock Road and Sideline 16 as contemplated in the Seaton Financial Impacts Agreement; 2.That the Mayor and City Clerk are hereby authorized to execute the Road Servicing Agreement between the City of Pickering and Seaton TFPM Inc. in substantially the same form as attached to this report, subject to minor revisions acceptable to the Director, Corporate Services and City Solicitor; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 11.6 Director, Engineering Services, Report ENG 18-21 Proposed Skate Spot -West Shore Community Centre Resolution # 632/21 Moved by Councillor Ashe Seconded by Councillor Brenner 1.That Report ENG 18-21 regarding the creation of a skate spot at the West Shore Community Centre be received; 2.That Council endorse the creation of a skate spot at the West Shore Community Centre; and, 3.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried 11.7 Director, Engineering Services, Report ENG 19-21 Consulting Services -Design and Contract Administration for the Brock Road Clean Water Collector Pipe Resolution # 633/21 Moved by Councillor Pickles Seconded by Councillor Butt - 28 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 1.That Council approve the hiring of Stantec Consulting Ltd. for consulting and professional services for the preparation of detailed design drawings, tender specifications, and contract administration services for the construction of a clean water collector pipe on Brock Road in Duffin Heights, in accordance with Purchasing Policy Item 10.03 (c), as the assignment is above $50,000.00; 2.That the fee proposal submitted by Stantec Consulting Ltd. for consulting and professional services for the preparation of detailed design drawings, tender specifications and contract administration services for the construction of a clean water collector pipe on Brock Road in Duffin Heights, in the amount of $88,479.00 (HST included) be accepted; 3.That the total gross project cost of $111,260.00 (HST included), including the fee amount and other associated costs, and the total net project cost of $100,193.00 (net of HST rebate) be approved; 4.That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $100,193.00 as follows: a)the sum of $2,505.00 to be funded by a transfer from Development Charges – City’s Share Reserve; and, b)the sum of $97,688.00 to be funded by a transfer from the Development Charges Reserve Fund – Protection Services ; 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 11.8 Director, Finance & Treasurer, Report FIN 11-21 Annual Treasurer’s Statement Report – Summary of Activity for the Year Ended December 31, 2020 A question and answer period ensued between Members of Council, and Stan Karwowski, Director, Finance & Treasurer, regarding: • an overview of Development Charges (DC) which are collected by the City for the purpose of funding necessary infrastructure for new residents and businesses; • the opening bal ance and overall position of the Development Charges Reserve Fund from 2015-2020, not inclusive of the City Centre project, and that with its inclusion, it creates a deficit of approximately $56 million dollars and what the debt limit capacity was for the City; - 29 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm • how the City is transitioning from a moderate growth scenario to a high growth area, and the associated increased demands for services and infrastructure and impacts to the financial situation as it relates to DC’s; • how the DC fees have continued to grow, however major projects have impacted the balance of the future commitments such as the 401 bridge; • how the primary funding sources are taxes and growth, and that the debt load is approximately $50 million dollars based on the 2019 Financial Information Return Statements; and, • how the 25% Annual Repayment Limit (ARL) has not been reached by the City. Resolution # 634/21 Moved by Councillor Pickles Seconded by Councillor Butt 1.That Report FIN 11-21 of the Director, Finance & Treasurer entitled “Annual Treasurer’s Statement Report: Summary of Activity for the Year Ended December 31, 2020” as required by the Development Charges Act and Planning Act be received for information; and, 2.That the City of Pickering’s “Annual Treasurer’s Statement Report” be made available to the public on the City of Pickering’s website. Carried 11.9 Director, Finance & Treasurer, Report FIN 12-21 2021 Final Property Tax Due Date for Commercial, Industrial, and Multi- Residential Realty Tax Classes Resolution # 635/21 Moved by Councillor Pickles Seconded by Councillor Butt 1.That Report FIN 12-21 of the Director, Finance & Treasurer be received; 2.That the Director, Finance & Treasurer be authorized to issue the final 2021 Property Tax Bills for Commercial, Industrial, and Multi-Residential properties with a due date of September 28, 2021; 3.That the Director, Finance & Treasurer be authorized to make any changes or undertake any actions necessary, including altering the due date, in - 30 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm order to ensure that the tax billing process is completed and in order to comply with Provincial Regulations; 4.That the draft By-law attached to this report be enacted; and, 5.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 11.10 Director, Corporate Services & City Solicitor, Report LEG 10-21 Parking Control Measures at the City’s Waterfront -Current and Proposed Actions A question and answer period ensued between Members of Council and Paul Bigioni, Director, Corporate Services & City Solicitor, regarding: •concerns with enforcement around the waterfront area, particularly parking, and how the subsequent report regarding fines will focus on the City holistically including the waterfront; •challenges pertaining to the after-hours number and enforcement concerns, with Mr. Bigioni noting that the after-hours call protocol was to immediately contact the enforcement officer on patrol to address enforcement issues; •there being an adequate level of service for enforcement, with a need for more resources to enhance service delivery due to additional workload and priorities; and, •how addressing community needs includes the need for additional staff resources. Resolution # 636/21 Moved by Councillor Brenner Seconded by Councillor Ashe 1.That Report LEG 10-21 regarding parking control measures at the City’s waterfront be received; 2.That staff be directed to conduct a review of City parking fine amounts and report back to Council on July 26, 2021, at a Special Meeting of Council to be called by the Mayor, regarding any fine increases required to provide effective deterrence to illegal parking; 3.That staff be directed to proceed with a public consultation prior to September, 2021 to obtain feedback from residents regarding: (i) the adequacy of the City’s current parking measures and (ii) the proposal to - 31 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm implement paid permit parking, both on-street and at City waterfront parking lots; 4.That staff be directed to report back to Council in September, 2021 with the results of the public consultation and recommended options for additional parking enforcement, including paid permit parking, and, if so directed by Council, that staff include such additional enforcement measures in the 2022 budget report; and, 5.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried Later in the Meeting (See Following Motion): Resolution # 637/21 Moved by Councillor Brenner Seconded by Councillor Ashe That the main motion be amended by adding the following as a new Item 4 and the recommendation renumbered accordingly: That staff be directed to review resource options pertaining to enhanced parking enforcement and provide such information in the staff report to Council at the July 26, 2021 Special Meeting of Council. Carried Members of Council sought an update on the temporary sidewalk review, with Marisa Carpino, Chief Administrative Officer, advising that additional ‘no parking’ signage was installed on West Shore Boulevard, and the request to introduce a safe path of travel on the Boulevard is being investigated by staff, including short and long term solutions. The Main Motion, as amended, was then Carried Unanimously on a Recorded Vote. 11.11 Director, Corporate Services & City Solicitor, Report LEG 11-21 TRCA – Waterfront Trail MOU Members of Council briefly discussed how this is a positive move forward, with the Minister of the Environment and MPP exemplifying support for the MOU. Resolution # 638/21 - 32 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Moved by Councillor Brenner Seconded by Councillor Ashe 1.That the Memorandum of Understanding (“MOU”) between the City of Pickering and the Toronto and Region Conservation Authority (“TRCA”) (Attachment No. 1) be approved, subject to: (i) obtaining the necessary approvals of the Ministry of the Environment, Conservation and Parks; and (ii)minor revisions satisfactory to the Director, Corporate Services & City Solicitor, the Director, Engineering Services and the Chief Administrative Officer; 2.That the Chief Administrative Officer be authorized to execute the MOU; 3.That, as contemplated by the MOU, City staff be directed to negotiate agreements of purchase and sale for the acquisition of: (i) the lands municipally known as 501 Marksbury Road from Zoltan and Barbara Szinessy and (ii) the lands municipally known as 520 West Shore Boulevard from Marshall Homes (Copperfield) Ltd., and that those agreements of purchase and sale be subject to further Council approval; 4.That, as contemplated by the MOU, City staff be directed to: (i) determine, in collaboration with TRCA, the dimensions of the lands not required for the waterfront trail and (ii) negotiate an agreement, subject to further Council approval, to sell those lands for an amount equal to their fair market value; 5.That the Director, Finance & Treasurer be authorized to finance the total net project costs of $2,728,011.00 by a transfer from the Parkland Reserve Fund; and, 6.That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried Unanimously on a Recorded Vote 11.12 Director, City Development & CBO, Report PLN 32-21 Lease Agreement – Mr. Delicious Cakes and Pastries Inc. -Temporary Patio Program – use of City owned lands Members of Council briefly discussed the hours of operation of the establishment, including last call being at 9:00 p.m. in accordance with the AGCO rules, and how By-law Services staff will address noise complaints. Resolution # 639/21 Moved by Councillor Brenner - 33 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Seconded by Councillor Ashe 1.That Council approve the Draft Lease Agreement for the Temporary Use of City Property adjacent to 1295 Wharf Street, Unit 44A, between the City of Pickering and Mr. Delicious Cakes and Pastries Inc. for the period July 1, 2021 to November 30, 2021, as set out in Attachment #2 to Report PLN 32- 21; 2.That the Mayor and City Clerk be authorized to execute the Lease Agreement between the City of Pickering and Mr. Delicious Cakes and Pastries Inc. in the form as attached to this report subject to revisions as may be acceptable to the Chief Administrative Officer, the City Solicitor, and the Director, City Development & CBO; and, 3.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried Unanimously on a Recorded Vote Resolution # 640/21 Moved by Councillor Butt Seconded by Councillor Brenner That the rules of procedure be suspended in order to allow the introduction of a motion regarding Systemic Racism and Religious Discrimination of Islamophobia. Carried on a Two-Thirds Vote 11.13 Systemic Racism and Religious Discrimination of Islamophobia Discussion ensued regarding the need for the City to stand against hate, raise awareness, and take action against Islamophobia and that the motion attempts to address the increasing public climate of hate and fear in all forms and to strengthen Canada as a great place to live that welcomes all immigrants, and eliminates racism in the City and beyond. Resolution # 641/21 Moved by Councillor Butt Seconded by Councillor Brenner - 34 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Whereas, the lethal and violent attacks on the Canadian Muslim community are an ongoing reality, as demonstrated by the recent hate-motivated killing of a Muslim family in London and the Quebec City Mosque shooting in 2017; And Whereas the public has demanded and continues to call for strong action on Islamophobia; And Whereas motion M-103, the Systemic Racism and Religious Discrimination of Islamophobia motion passed by the House of Commons in March, 2017 called on the Government of Canada to condemn and address Islamophobia and systemic; And Whereas, putting an end to Islamophobia requires concrete action among all levels of Government with federal, provincial and municipal governments each having an important role to play; Now Therefore be it Resolved, that the Council of The Corporation of the City of Pickering: 1.Supports the call of the National Council of Canadian Muslims for the Government of Canada to hold an urgent National Action Summit on Islamophobia, convening leaders from all levels of government to chart an actionable path forward to end violence against Muslims; 2.Calls on the Province of Ontario to provide funding to municipalities and community organizations to develop “street level” anti-racism programs to quell all forms of hate, including Islamophobia; 3.Calls on the Province of Ontario and all school boards to embed anti-racist concepts in the school curriculum, making them a fundamental and core element of our education system; 4.Directs City staff to continue their work with the Region of Durham and Durham Regional Police Service to develop concrete actions through the Region’s and Pickering Community Safety and Wellness Plan to address local reports of racial and hate-based violence and to set a zero tolerance approach to racism in Pickering and throughout Durham Region; 5.Directs the City's Diversity and Inclusion Coordinator to work with partners and relevant committees such as the Pickering Anti-Black Racism Task Force and the Durham Region Anti-Racism Task Force, to collaborate and address the increasing public climate of hate and fear and develop anti- racism and anti-Islamophobia resources; and, 6.That this motion be circulated to The Rt. Hon. Justin Trudeau, Ontario Premier Doug Ford, and all Durham Region MPs and MPPs. - 35 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Carried Unanimously on a Recorded Vote 12. Motions and Notice of Motions 12.1 Three-digit Suicide and Crisis Hotline Discussion ensued regarding the need to create a national three-digit suicide crisis hot line number as there are several series of 10 digit numbers in different jurisdictions which does not make it readily accessible to call, noting that the three-digit suicide and crisis hotline number will support mental health and assist people at times of crisis. Resolution # 642/21 Moved by Councillor Pickles Seconded by Councillor Ashe Whereas, the Federal government has passed a motion to adopt 988, a National three-digit suicide and crisis hotline; And Whereas, on December 11th, 2020, the House of Commons passed a motion introduced by MP Todd Doherty, through unanimous consent, to bring a national 3-digit suicide prevention hotline line to Canada: That, given that the alarming rate of suicide in Canada constitutes a national health crisis, the House call on the government to take immediate action, in collaboration with our provinces, to establish a national suicide prevention hotline that consolidates all suicide crisis numbers into one easy to remember three-digit (988) hot-line that is accessible to all Canadians. And Whereas, the ongoing COVID-19 pandemic has increased the demand for suicide prevention services by 200%; And Whereas, existing suicide prevention hotlines require the user to remember a 10-digit number and go through directories or be placed on hold; And Whereas, in 2022 the United States will have in place a national 988 crisis hotline; And Whereas, the City of Pickering recognized that it is a significant and important initiative to ensure critical barriers are removed to those in a crisis and seeking help; - 36 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Now therefore be it resolved that the Council of The Corporation of the City of Pickering declares: 1.That the City of Pickering endorse this 988 crisis line initiative; and, 2.That a letter demonstrating Pickering’s support be sent to Todd Doherty, MP, Caribou-Prince George, Jennifer O’Connell, MP, Uxbridge-Pickering, the Honourable Peter Bethlenfalvy, MPP, Uxbridge-Pickering, the Honourable Patty Hajdu, Federal Minister of Health, and the Canadian Radio-television and Telecommunications (CRTC). Carried Unanimously on a Recorded Vote Mayor Ryan relinquished the Chair to Deputy Mayor Pickles so that he could move a motion regarding investigation of missing children at residential schools. Deputy Mayor Pickles assumed the Chair. 12.2 Investigation of Missing Children at Residential Schools Discussion ensued regarding the stain that the Residential Schools have left on the Country, noting that this is a matter that needs to be acknowledged and addressed. Further discussion ensued regarding the vital need for the Federal Government to step up and take the lead and implement the Truth and Reconciliation Commission calls to action, lean on organizations to find and return the remains of all the lost children from all residential school sites, and release the documents they hold to allow this work to begin expeditiously and comprehensively. Resolution # 643/21 Moved by Mayor Ryan Seconded by Councillor Ashe Whereas, the Truth and Reconciliation Commission identified the need for further investigation of missing children at Residential Schools; And Whereas the discovery of a mass grave containing the remains of 215 children at the Kamloops residential school underscores this need; Now therefore be it resolved that the Council of The Corporation of the City of Pickering supports the demands on the Federal Government to respond to the calls to action of the Truth and Reconciliation Commission by providing the needed supports to find and return the remains of all the lost children from all - 37 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm residential school sites and to secure the release of information held by the various religious groups involved in the operation of the residential schools; and, That this resolution be forwarded to The Rt. Hon. Justin Trudeau, Prime Minister of Canada, Hon. Doug Ford, Premier of Ontario, and all Durham Region Members of Parliament (MP) and Members of Provincial Parliament (MPP). Carried Unanimously on a Recorded Vote Mayor Ryan resumed the Chair. 13. By-laws 13.1 By-law 7855/21 Being a By-law to Establish the 2021 Final Property Tax Due Date for the Commercial, Industrial, and Multi-Residential Realty Tax Classes. 13.2 By-law 7856/21 Being a By-law to amend Schedule A of By-law 7362/14 appointing Inspectors. 13.3 By-law 7857/21 Being a by-law to amend Restricted Area (Zoning) By-law 7364/14, as amended, to implement the Official Plan of the City of Pickering, Region of Durham. (A 04/21). 13.4 By-law 7858/21 Being a By-law to amend Restricted Area (Zoning) By-law 3037, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, being Part of Lot 18, Concession 3, Part 2, 40R-6962, City of Pickering. (A 14/18) 13.5 By-law 7859/21 Being a By-law to amend Restricted Area (Zoning) By-law 3037, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, Part Lot 6, Plan 585, Now Pt 11, Plan 40R-2633, City of Pickering. (A 02/19) 13.6 By-law 7860/21 Being a By-law to amend Restricted Area (Zoning) By-law 3036, as amended, to implement the Official Plan of the City of Pickering, Region of Durham, being Lots - 38 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm 1, 2, 43 and 46, Plan 316 and Part of Lot 20, Concession 1, City of Pickering. (A 11/18) 13.7 By-law 7861/21 Being a by-law to exempt Blocks 116, 117, 177 and 178, Plan 40M-2632, from the part lot control provisions of the Planning Act. 13.8 By-law 7862/21 Being a by-law to establish Part Block 43, Plan 40M-2089, being Part 20, 40R- 30118 as public highway (Valley Farm Road). 13.9 By-law 7863/21 Being a by-law to establish Block 29, Plan 40M-2470 as public highway (Maitland Drive). 13.10 By-law 7864/21 Being a by-law to stop-up and close Block 31, 40M-2014 as a public highway. Resolution # 644/21 Moved by Councillor Butt Seconded by Councillor Cumming That By-law Numbers 7855/21 through 7864/21 be approved. Carried 14. Confidential Council – Public Report Mayor Ryan stated that prior to the Regular Council Meeting, an In-camera session was held at 5:30 p.m. in accordance with the provisions of the Municipal Act and Procedure By-law 7665/18 to receive verbal updates from staff pertaining to proposed or pending acquisition or disposition of lands, litigation or potential litigation, and to receive advice subject to solicitor-client privilege. 15. Other Business 15.1 Councillor McLean enquired about the community cameras at Liverpool Road and whether they were in operation and sought clarification on the ability to livestream the camera feeds. Marisa Carpino, Chief Administrative Officer, advised the cameras were in operation and that the camera live feed is accessible to the security services specialist. - 39 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Brian Duffield, (Acting) Director, Community Services, advised that there are many facets to consider prior to enabling livestream on community cameras, including bandwidth and privacy matters. 15.2 Councillor Pickles raised the matter of pest clearance on construction sites and requested City Development staff look into municipal best practices regarding pest clearance on vacant lands and construction sites and provide a report back to Council at a later date. 15.3 Councillor Brenner raised the matter of the milfoil weeds in Frenchman’s Bay, and the status of the removal as it poses concerns for boaters, commercial, and recreational users. Richard Holborn, Director Engineering Services, advised an application had been submitted to the Federal Government outlining the urgency of the situation for all users to remove the vegetation. He confirmed email exchanges had taken place regarding the status of the application and next steps, and that a biologist would be assigned to the project in due course. Councillor Brenner advised of different options to strengthen the urgency of the application, such as reaching out to the Federal Government representative. Councillor Brenner sought clarification on the contracted services with Ontario Power Generation Dive team regarding the matter, with Brian Duffield noting that the Dive team is prepared to help with the exercise of weed removal. 15.4 Councillor Butt raised the matter of the invasive European Gypsy Moths that have impacted trees and inquired about what action is being taken to protect the trees. Mr. Holborn spoke to mitigation efforts, such as wrapping tree trunks in burlap to contain the pests and spraying in the West area of Pickering. He further noted that staff have created a data base to indicate where boulevard trees will be affected and have allocated funds to formulate a comprehensive approach to manage infestation. Mr. Holborn stated staff at the Toronto and Region Conservation Authority and Rouge National Urban Park are aware of the issue, and that staff continue to help residents who call the City about this matter. 16. Confirmation By-law By-law Number 7865/21 Councillor McLean, seconded by Councillor Pickles moved for leave to introduce a By- law of the City of Pickering to confirm the proceedings of June 28, 2021. Carried 17. Adjournment - 40 - Council Meeting Minutes June 28, 2021 Electronic Meeting 7:00 pm Moved by Councillor Cumming Seconded by Councillor Butt That the meeting be adjourned. The meeting adjourned at 12:03 a.m. Dated this 28th of June, 2021. Carried David Ryan, Mayor Susan Cassel, City Clerk - 41 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming – arrived at 7:23 p.m. B. McLean D. Pickles Also Present: M. Carpino - Chief Administrative Officer K.Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor S.Douglas-Murray - Director, Community Services B. Duffield - Director, Operations J. Hagg - Fire Chief R. Holborn - Director, Engineering Services F. Jadoon - Director, Economic Development & Strategic Projects S. Cassel - City Clerk J. Halsall - Division Head, Finance C. Rose - Chief Planner N. Surti - Manager, Development Review & Urban Design J. Litoborski - Supervisor, Licensing & Enforcement C. Blumenberg - Deputy Clerk C. Celebre - Principal Planner, Strategic Initiatives M. Joblin - Partner, Loopstra Nixon LLP (present for Item 5.1) 1. Roll Call The City Clerk certified that all Members of Council were present, save and except Councillor Cumming, and that all Members present were participating electronically in accordance with By-law 7771/20. Councillor Cumming joined the meeting at 7:23 p.m. 2. Disclosure of Interest No disclosures of interest were noted. Resolution # 645/21 - 42 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm Moved by Councillor Pickles Seconded by Councillor Brenner That the order of the agenda be changed to move Section 6 ‘Matters for Consideration’ in advance of Section 5 ‘In Camera Matters’. Carried 3. Delegations 3.1 Paul White, President Fairport Beach Neighbourhood Association (Inc.1949) Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Paul White, President, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. He stated that the Fairport Beach Neighbourhood Association has been monitoring the situation for the past two years with regards to on-street parking, overflow challenges on side streets, and signage. Mr. White stated that the lack of parking restrictions have caused several issues and suggested that the temporary ‘no parking’ signs be made permanent. He stated that the City’s signage indicating that parks are open until midnight encourage people to partake in after-hour activities such as consuming alcohol, setting off fireworks, and littering. He noted that in his research, no other municipalities allow their parks to remain open that late, and suggested changing the hours of operation at City parks to alleviate some of these activities. Mr. White commented that there needs to be clear direction on who to call after-hours, as the after-hours dedicated phone line can have an array of different responses when it comes to enforcement and responding to resident concerns. Mr. White proposed that a permit system for parking, utilizing a private firm for enforcement, and ensuring the fine structure fees are comparable to other municipalities and are expediently approved by the Province would help to address existing parking enforcement challenges. 3.2 Lillian Chan Voss and Richard Voss Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Lillian Chan Voss and Richard Voss, Pickering Residents, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. They noted that they are new residents, and expressed concern for pedestrian safety and traffic congestion due to the influx of parked cars on the weekend. Ms. Voss noted that the ‘no - 43 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm parking’ signs are helpful, with Mr. Voss adding that a large number of parked vehicles on one side of the road reduces visibility and causes other traffic concerns. Ms. Voss noted the influx of parking equates to more people utilizing the Waterfront Trail, and many people are not respecting the trail and suggested limiting the hours of operation and permitted parking. 3.3 Garry Winsor Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Garry Winsor, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. Mr. Winsor sought clarification on the criteria of limiting parking to protect the sensitive sand dune area, and expressed support for increasing parking fines. Mr. Winsor suggested adopting a parking fee program, and referenced that in 2017, the Fairport Beach Neighbourhood Association compiled a report outlining a number of issues regarding road safety including installing a walkway on the east side of West Shore Boulevard between Sunrise Avenue and Beachpoint Promenade to minimize unsafe conditions for pedestrians, and sought an update on such efforts. 3.4 Llewellyn Pereira Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Llewellyn Pereira, 709 Victory Drive, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. Mr. Pereira expressed support for the need to reduce parking at the waterfront beach area. He noted that weekend parties and fireworks can continue into the early morning, and the aftereffects are borne by the area residents. Mr. Pereira noted that people are not respecting the area, and echoed the need to reduce the permitted parking and hours of operation at City parks. Mr. Pereira encouraged the use of more robust measures, such as paid parking up-front, and towing illegally parked vehicles. 3.5 Debra Guneyler Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Debra Guneyler, 508 Park Crescent, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. Ms. Guneyler noted that the issues are not new and that she had meetings with the City, Durham Regional Police (DRPS) and the Toronto and Region Conservation Authority (TRCA) in 2013 on the matter. As a result, enforcement was ramped up with bicycle, 4 wheeler and - 44 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm helicopter patrols resulting in over 140 tickets issued in one month. Ms. Guneyler stated that the COVID-19 Pandemic has amplified the issues on the waterfront, and the City’s beach area has become a destination. She spoke to contamination in the water and need for signage on the matter, noting that there are several issues surrounding the City’s waterfront area that need to be addressed in a comprehensive manner in collaboration with DRPS and TRCA. Ms. Gruneyler asked that these concerns be brought to the forefront prior to decisions being made on signage and parking. 3.6 Elio Antunes Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Elio Antunes, 506 Park Crescent, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. Mr. Antunes stated that there was constant traffic congestion, vehicles using private driveways to turn around, and illegal parking in front of fire hydrants and on both sides of the streets. He expressed concerns regarding late night visitors at the waterfront, parking after the 9:00 pm timeline of the Parking By-Law, and the noise and littering that they cause. He thanked the City for increased By-Law enforcement efforts and waste management pick-up but noted more was needed. He stated that visitors coming to the waterfront are there for the day and use on-street parking to avoid the entrance charges to Petticoat Creek. Mr. Antunes asked whether there was parking data to delineate between residents and non-resident users and questioned whether increased parking fines would help to address these issues. He further inquired whether there was any information on the number of unpaid parking fines noting if fines are not being paid, increasing the fines would not be beneficial. Mr. Antunes suggested increasing enforcement after 9:00 pm, eliminating parking on side streets, monitoring the pedestrian entrance to Petticoat Creek to ensure daily use patrons are paying the same daily rate to reduce parking issues on streets, and re-introducing DRPS bicycle patrols. 3.7 Carol McGuffie Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Carol McGuffie, Pickering West Shore Community Association, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. She expressed concerns regarding the lack of well-displayed swimming signs along the waterfront and entrance, implementing the same City park hours of operation for all seasons, and the need for increased safety measures that would allow the public to assist those in distress while waiting for the emergency services to arrive. Ms. McGuffie asked about the temporary and permanent sidewalk and walkway installation on - 45 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm the east side of the West Shore Boulevard, that had been requested back in 2016, and sought clarification on when it would be installed, what materials would be utilized, associated costs, and location details. She further inquired about the widening of West Shore Boulevard for bicycle lane installation and when the construction and repairs would begin and how this would tie into the installation of the sidewalk. 3.8 Danielle Zvezdonkin Re: Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement Danielle Zvezdonkin, Pickering Resident, joined the electronic meeting via audio connection to speak to Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement. She stated that there has been a significant increase in parking and traffic concerns in the area. She stated that the removal or lack of temporary parking signage and current traffic detours have caused a significant increase in traffic congestion and that although some issues have been resolved, not all had been. She expressed appreciation for increased By-Law Services enforcement, and suggested a more proactive ticketing approach. She referenced the number of tickets issued over the last month, as indicated in Report BYL 01-21, and stated that the issuance of only 4 tickets was in no way representative to the issues being experienced and that she had several safety concerns. Ms. Zvezdonkin stated the City needs to provide permanent and descriptive signage and markings, and that there are multiple sections of roads at the waterfront that are not appropriate for parking. She encouraged the City to work with the residents and make it clear where parking is permitted. A question and answer period ensued between Members of Council, Richard Holborn, Director, Engineering, and Paul Bigioni, Director, Corporate Services & City Solicitor, regarding: • the road widening of West Shore Boulevard from Bayly Street down to Oklahoma Drive, noting that south of Sunrise Avenue there are no sidewalks, and the road is narrower; • examination of options for a pedestrian walkway including demarking an area for pedestrians on the east side of West Shore Boulevard, as a temporary measure that includes barricades, flexible bollards, and s ignage at an approximate costs of $75,000, with an anticipated installation date of in August 2021; • a recommendation for the 2022 Budget to include a provision for a temporary asphalt sidewalk, on the east side of West Shore Boulevard, to meet the existing grade, at an approximate cost of $200,000, with a future plan to widen the road and incorporate bike lanes at which time a permanent concrete sidewalk would be installed; - 46 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm • the hours of operation for parks, with staff advising that the public consultation on parking en forcement could include information on City park hours of operation as the issue pertains to parking and traffic volumes; • clarity with Petticoat Creek users being prohibited from parking on City streets and the need to us e the parking facilities at Petticoat Creek; • whether the ‘no parking signs’ could include a picture of a tow truck with messaging about tow-away zones; • confirmation that staff have explored municipal parking programs, such as the program at the Town of Ajax, and that the research will form part of the subsequent report to Council in September on t he matter; • whether non-residents could be fined more than residents or whether non- residents could be denied the reduced fine rate for paying early; and, • the comments surrounding after-hours call in procedures for By-Law Enforcement Services, the increase in expanded s ervice levels, and the need to follow up with the delegate to address any recent issues with the service. 4. Correspondence 4.1 Corr. 33-21 Alexander Harras, Manager of Legislative Services/Deputy Clerk Town of Ajax Re: Support for Autistic Adults Resolution # 646/21 Moved by Councillor McLean Seconded by Councillor Brenner That Corr. 33-21, from Alexander Harras, Manager of Legislative Services/Deputy Clerk, Town of Ajax, dated June 24, 2021, regarding the Support for Autistic Adults, be endorsed. Carried 4.2 Corr. 34-21 Alexander Harras, Manager of Legislative Services/Deputy Clerk Town of Ajax Re: Vehicle Noisemaker Muffler Systems A brief discussion ensued regarding the timeliness of this matter due to the excessive noise being experienced across the City due to modified vehicles and the request to the Province for legislation to allow for enforcement of these issues under the Highway Traffic Act. - 47 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm Resolution # 647/21 Moved by Councillor Pickles Seconded by Councillor Brenner That Corr. 34-21, from Alexander Harras, Manager of Legislative Services/Deputy Clerk, Town of Ajax, dated June 24, 2021, regarding the Vehicle Noisemaker Muffler Systems, be endorsed. Carried Unanimously on a Recorded Vote 4.3 Corr. 35-21 Nicole Gibson, Executive Director Ajax-Pickering Board of Trade Re: Requests from the Business Community During the Ongoing Pandemic Resolution # 648/21 Moved by Councillor Brenner Seconded by Councillor McLean 1.That Corr. 35-21, from Nicole Gibson, Executive Director, Ajax-Pickering Board of Trade, dated July 12, 2021, regarding the Requests from the Business Community During the Ongoing Pandemic, be received; 2.That Pickering City Council supports the concerns raised by the Ajax- Pickering Board of Trade and asks that the Government of Ontario conduct a review of ways to assist struggling small businesses in an effort to save them from bankruptcy; and, 3.That a copy of this Resolution be forwarded to The Honourable Doug Ford, Premier of Ontario and The Honourable Peter Bethlenfalvy, the Minister of Finance. Carried 4.4 Corr. 36-21 Nicole Gibson, Executive Director Ajax-Pickering Board of Trade Re: Dealing with the impact of the pandemic on SMEs Resolution # 649/21 Moved by Councillor Brenner - 48 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm Seconded by Councillor McLean 1.That Corr. 36-21, from Nicole Gibson, Executive Director, Ajax-Pickering Board of Trade, dated July 12, 2021, regarding the Dealing with the impact of the pandemic on SMEs, be endorsed; and, 2.That a copy of this Resolution be forwarded to The Honourable Chrystia Freeland, The Honourable Mark Holland, MP, Ajax, Jennifer O’Connell, MP, Pickering-Uxbridge, John Henry, Chair and CEO, Regional Municipality of Durham, Shaun Collier, Mayor, Town of Ajax, Perrin Beatty, President, Canadian Chamber of Commerce, Analiese St. Aubin, President, Ajax-Pickering Board of Trade, Nicole Gibson, Executive Director, Ajax-Pickering Board of Trade, and Joan Wideman, Chair, Ajax- Pickering Board of Trade Government Relations Committee. Carried 6. Matters for Consideration 6.1 Director, Corporate Services & City Solicitor, Report BYL 01-21 Proposed Increases to Parking Fines and Enhanced Parking Enforcement A brief question and answer period ensued between Members of Council and Paul Bigioni, Director, Corporate Services & City Solicitor, regarding: •whether the City could legally have a different fine schedule for residents and non-residents; and, •the number of outstanding parking fines and mechanisms in place to recoup outstanding fines. Resolution # 650/21 Moved by Councillor Brenner Seconded by Councillor Cumming 1.That Report BYL 01-21 regarding proposed increases to City of Pickering parking fines recommended in this report be received; 2.That Council approve the parking fine increases recommended in this report, and that staff be directed to seek approval from the Ministry of the Attorney General to these fine increases; and, 3.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. - 49 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm Carried 6.2 Director, Engineering Services, Report ENG 15-21 Transfer of Whitevale Road – Road Allowance -Brock Road to West of the Sideline 22 Road Allowance A brief discussion ensued between Members of Council and Richard Holborn, Director, Engineering Services, regarding: •Whites Road and Whitevale Road being Regional Roads, and whether Burkholder Drive and Peter Matthews Drive would become Regional Roads when they cross Taunton Road to the north; •whether Peter Matthews Drive would be signalized at Taunton Road and remain a Regional Road once extended to Highway 7 in the future; and, •confirmation that Burkholder Drive will be signalized and would remain a local City Road. Resolution # 651/21 Moved by Councillor Pickles Seconded by Councillor Butt 1. That the section of road allowance being Part of the Road Allowance between Concessions 4 and 5, designated as Part 1, Plan 40M-31418, Part 1, Plan 40M-31419, Part 1, Plan 40M-31420, Part 1, Plan 40M-31421, and Part 1, Plan 40M-31422, known as Whitevale Road, between Brock Road and a point approximately 230m west of the Sideline 22 road allowance, be declared surplus to the needs of the City of Pickering and be transferred to the Regional Municipality of Durham for nominal consideration; 2. That the section of road allowance being Part of the Road Allowance between Lots 22 and 2 3, Concession 5, designated as Part 2, Plan 40M- 31421, known as the Sideline 22 road allowance, between Whitevale Road and a point approximately 27m north of Whitevale Road, be declared surplus to the needs of the City of Pickering and be transferred to the Regional Municipality of Durham for nominal consideration; 3. That the section of road allowance being Part of the Road Allowance between Lots 20 and 21, Concession 5, designated as Part 3, Plan 40M- 31419, known as Sideline 20, between Whitevale Road and a point approximately 22m north of Whitevale Road be declared surplus to the needs of the City of Pickering and be transferred to the Regional Municipality of Durham for nominal consideration; - 50 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm 4. That the section of road allowance being Part of the Road Allowance between Lots 20 and 2 1, Concession 4, designated as Part 2, Plan 40M- 31419, known as Mulberry Lane, between Whitevale Road and a point approximately 25m south of Whitevale Road, be declared surplus to the needs of the City of Pickering and be transferred to the Regional Municipality of Durham for nominal consideration; and, 5. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 6.3 Director, Engineering Services, Report ENG 20-21 Enabling Accessibility Fund Grant Application - Accessible Upgrades to Playground Equipment Brief discussion ensued regarding the timeliness of this matter coming before Council given all the public feedback that had been provided on the need for greater accessibility in parks. Resolution # 652/21 Moved by Councillor McLean Seconded by Councillor Pickles 1.That Council support an application for the Enabling Accessibility Fund Grant program to upgrade four existing City playgrounds to meet Accessibility for Ontarians with Disabilities Act, 2005 (AODA) standards; 2. That Council provide pre-2022 Capital Budget approval in the amount of $1,451,264.00 as a total net project cost, to upgrade four existing City playgrounds such that they meet compliance with the AODA standards, and in support of the Enabling Accessibility Fund Grant requirements; 3. That Council authorize the Director, Finance & Treasurer to finance the total net project cost of $1,451,264.00 as follows: a) The sum of $507,942.00 to be funded by a transfer from the Parkland Reserve Fund; and, b) The sum of $943,322.00 to be funded from the Enabling Accessibility Fund, federal contribution; - 51 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm 4.That Council authorize the Mayor and City Clerk to execute the funding agreement for the Enabling Accessibility Fund Grant, should the City of Pickering be successful in obtaining this grant; and, 5.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried Unanimously on a Recorded Vote 5.In Camera Matters Resolution # 653/21 Moved by Councillor Butt Seconded by Councillor Cumming That Council move into closed session in accordance with the provisions of Section 239 (2) of the Municipal Act and Procedural By-law 7665/18, in that the matters to be discussed relate to: c)a proposed or pending acquisition or disposition of land by the municipality or local board (Item 5.2); e)litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (Item 5.1); and, f)advice that is subject to solicitor-client privilege, including communications necessary for that purpose (Items 5.1 and 5.2). Carried Council took a brief pause to allow the livestream of the Meeting to be severed. 5.1 Verbal Update from the Director, City Development & CBO and Director, Corporate Services & City Solicitor Re: Pickering Harbour Company Ltd. -Appeals to the Ontario Land Tribunal (OLT) Case No. PL200388 -Files: Official Plan Amendment OPA 19-001/P and Zoning By-law Amendment A 05/19 This portion of the meeting was closed to the public. Refer to the In Camera meeting minutes for further information. [City Clerk has custody and control of the In Camera minutes.] - 52 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm 5.2 Director, Corporate Services & City Solicitor, Confidential Report LEG 05-21 City of Pickering proposed sale to Brock Zents Developments 2680 Inc. -Parts 3 and 4, Plan 40R-27229, Pickering, being part of PIN 26383-0742 This portion of the meeting was closed to the public. Refer to the In Camera meeting minutes for further information. [City Clerk has custody and control of the In Camera minutes.] Resolution # 654/21 Moved by Councillor Cumming Seconded by Councillor Butt That Council rise to the open session of the Special Meeting of Council and ratify the confidential direction provided to staff for Item 5.1. Carried Unanimously on a Recorded Vote Council took a brief pause to allow the livestream of the Meeting to be resumed. Mayor Ryan stated that during the closed portion of the meeting, Council discussed matters related to a verbal update pertaining to litigation or potential litigation, including matters before tribunals, and received advice subject to solicitor-client privilege. Council also discussed a confidential report pertaining to a proposed disposition of land. 5.2 Director, Corporate Services & City Solicitor, Confidential Report LEG 05-21 City of Pickering proposed sale to Brock Zents Developments 2680 Inc. -Parts 3 and 4, Plan 40R-27229, Pickering, being part of PIN 26383-0742 Resolution # 655/21 Moved by Councillor Brenner Seconded by Councillor Pickles 1.That Confidential Report LEG 05-21 of the Director, Corporate Services & City Solicitor be received; 2.That the lands described as Parts 3 and 4, Plan 40R-27229, Pickering, being part of PIN 26383-0742, be declared surplus to the needs of the City; 3.That the Agreement of Purchase and Sale between The Corporation of the City of Pickering as Vendor and Brock Zents Developments 2680 Inc. as Purchaser, included as Attachment No. 1 hereto, be approved; - 53 - Special Council Meeting Minutes July 26, 2021 Electronic Meeting 7:00 pm 4.That the Mayor and City Clerk be authorized to execute the said Agreement of Purchase and Sale subject to revisions acceptable to the Chief Administrative Officer and the Director, Corporate Services & City Solicitor; and, 5.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried 7. Confirmation By-law By-law Number 7866/21 Councillor Cumming, seconded by Councillor Pickles moved for leave to introduce a by- law of the City of Pickering to confirm the proceedings of July 26, 2021. Carried 8. Adjournment Moved by Councillor Ashe Seconded by Councillor McLean That the meeting be adjourned. Carried The meeting adjourned at 8:45 pm. Dated this 26th of July, 2021. David Ryan, Mayor Susan Cassel, City Clerk - 54 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 6:00 pm Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: M. Carpino - Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor S. Douglas-Murray - Director, Community Services B. Duffield - Director, Operations J. Eddy - Director, Human Resources J. Flowers - CEO & Director of Public Libraries, Pickering Public Library F. Jadoon - Director, Economic Development & Strategic Projects S. Karwowski - Director, Finance & Treasurer S. Cassel - City Clerk J. Halsall - Division Head, Finance P. Helgesen - Acting, Division Head, Water Resources & Development Services C. Blumenberg - Deputy Clerk J. Roberts - Director, Business Development, Sponsorship Canada 1.Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2.Disclosure of Interest No disclosures of interest were noted. 3.In Camera Matters Resolution # 656/21 Moved by Councillor Brenner Seconded by Councillor Cumming - 55 - That Council move into closed session in accordance with the provisions of Section 239 (2) of the Municipal Act and Procedural By-law 7665/18, in that the matters to be discussed relate to: i)a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; j)a trade secret or scientific, technical, commercial or financial information that belongs to the municipality or local board and has monetary value or potential monetary value; and, k)a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. Carried 3.1 Verbal Update from Director, Economic Development & Strategic Projects and a Presentation from Sponsorship Canada Re: Potential Revenue Information for City Facilities through Naming Rights and Sponsorship Opportunities This portion of the meeting was closed to the public. Refer to the In Camera meeting minutes for further information. [City Clerk has custody and control of the In Camera minutes.] Resolution # 657/21 Moved by Councillor Cumming Seconded by Councillor Butt That Council rise from the closed session. Carried Mayor Ryan stated that during the closed portion of the meeting, Council received a verbal update from the Director, Economic Development & Strategic Projects and a presentation from Sponsorship Canada, as it pertains to potential revenue information through naming rights and sponsorships for City Facilities. Special Council Meeting Minutes August 30, 2021 Electronic Meeting 6:00 pm - 56 - 4.Confirmation By-law By-law Number 7867/21 Councillor Cumming, seconded by Councillor Pickles moved for leave to introduce a by- law of the City of Pickering to confirm the proceedings of August 30, 2021. Carried 4.Adjournment Moved by Councillor Cumming Seconded by Councillor Ashe That the meeting be adjourned. Carried The meeting adjourned at 6:52 p.m. Dated this 30th of August, 2021. David Ryan, Mayor Susan Cassel, City Clerk Special Council Meeting Minutes August 30, 2021 Electronic Meeting 6:00 pm - 57 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: M. Carpino -Chief Administrative Officer K. Bentley -Director, City Development & CBO P. Bigioni -Director, Corporate Services & City Solicitor S.Douglas-Murray - Director, Community Services B. Duffield -Director, Operations J. Eddy -Director, Human Resources J. Hagg -Fire Chief J. Flowers -CEO & Director of Public Libraries, Pickering Public Library F. Jadoon -Director, Economic Development & Strategic Projects S. Karwowski -Director, Finance & Treasurer S. Cassel -City Clerk J. Halsall -Division Head, Finance P. Helgesen -Acting, Division Head, Water Resources & Development Services V.Plouffe -Manager, Facilities Capital Projects C. Blumenberg -Deputy Clerk 1.Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2.Disclosure of Interest No disclosures of interest were noted. 3.Delegations 3.1 Matt Bentley Re: Ward Boundary Petition - 58 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Matt Bentley, 4870 Old Brock Road, joined the electronic meeting via audio connection to speak to the Ward Boundary Petition. Mr. Bentley advised that he was representing over a thousand residents who had signed a petition requesting Council to pass a by-law to amend the existing ward boundaries in accordance with one of the three recommended options proposed by the Consultants. Mr. Bentley stated the petition brought together urban and rural residents and highlighted the deficiencies of the current ward system, and encouraged Council to reject the status quo and act on a matter that no longer serves the current and future residents of the City. Mr. Bentley spoke to the Ward Boundary Review process, including the comprehensive public engagement opportunities, and noted the review was based on best practices and case law. He advised the public is looking for effective representation that responds to current and future population trends and needs of the City. Mr. Brentley spoke to the specifics of the Final Consultant Report and highlighted the inequities of the current ward boundary structure, noting that failure to make a change would undermine democracy. He stated that effective representation also equates to ensuring communities of interest have a voice, such as the rural and agricultural communities of the City. Mr. Bentley noted electoral wards should be seen as temporary, not permanent, and that other levels of government routinely review their boundaries. Mr. Bentley noted each of the final ward boundary review options would improve the current flawed system, and thanked organizers for energetically assisting in the petition process, and residents for signing the petition during the COVID-19 pandemic. Mr. Bentley encouraged Council to make a ward boundary review decision on one of the proposed final ward options and to do what is right for the future of the City to support a ward boundary change that will ensure Council represents all residents. A brief question and answer period ensued regarding the protection of the rural components of the City, and how in the long term, the rural communities will equate to a small amount of the population. Mr. Bentley stated that as decisions are made, many major issues are directly impacting residents who live in rural communities such as a future Federal airport and hospital lands. Mr. Bentley noted that there is shared interest within rural hamlets and that shared interest will become less visible with the existing ward boundaries. 3.2 Mike Borie Re: Report CAO 05-21 Lakeridge Health – New Hospital Opportunity Mike Borie, 1044 Escott Court, joined the electronic meeting via audio connection to speak to Report CAO 05-21, Lakeridge Health – New Hospital Opportunity. He noted that the opportunity to build a hospital within the confines of the City of Pickering would be beneficial on many levels, however it should not be built on environmentally sensitive lands. He noted that the proposed 70-acre site may not compete with Whitby's proposed site on Ministry of Transportation land between Lakeridge Road and Hwy 412 at Hwy 407, which has more rapid connections to - 59 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Lakeridge Road, Highways 7, 407 and 412. Mr. Borie noted that the City’s site lacked access to the 400-series highways which could add to the cost of the hospital to tax payers should new highway interchanges be implemented. He stated that other City sites would be more suitable, such as the Seaton Employment Lands. He further added that the Salem Road site is not only on Carruthers Creek headwaters, but is also a Prime Agricultural Area according to the Durham Region Official Plan, and noted that all of northeast Pickering fails at least one of the site criteria posed by Lakeridge Health. Mr. Borie highlighted that consultation with Indigenous Peoples in all plans that concern Indigenous Peoples Treaties and lands is pivotal, and asked if consultations with the appropriate Indigenous People concerning the site selection had occurred. He noted that building on the proposed land would have devastating effects on local wildlife and would expose communities to greater flood risks. Mr. Borie read out the list of the Lakeridge Health criteria for site selection, and stated that the proposed site does not meet 9 of the 11 stated criteria to be properly selected as the site for the new hospital, and encouraged Council to select an environmentally friendly location. 3.3 Mike Borie Re: Report FIN 13-21 2022 Preliminary Capital Budget and Four Year Forecast Mike Borie, 1044 Escott Court, joined the electronic meeting via audio connection to speak to Report FIN 13-21, 2022 Preliminary Capital Budget and Four Year Forecast. He sought clarification on the justification of the 2022 Preliminary Capital Budget projecting for only a 4 year period, and noted that the norm in other Durham Region municipalities was capital budget forecasts for a 10-year period. Mr. Borie outlined a list of well-known City projects, which included the millennium square to the Pickering Nuclear Plant for the raised boardwalk, the full-sized skateboard park, and the Highway 401 Bridge, and stated that to his knowledge, these projects had not been included in the 2022 Preliminary Budget. Mr. Borie concluded his delegation by stating that the financial picture is incomplete and does not show an honest financial status for a 4-year period. 3.4 Darshan Sritharan Re: Report CAO 05-21 Lakeridge Health – New Hospital Opportunity Darshan Sritharan, Pickering Resident, withdrew their delegation request and did not connect to the electronic Special Council Meeting. 3.5 Edward Tait Re: Report CAO 05-21 Lakeridge Health – New Hospital Opportunity - 60 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Edward Tait, 2550 Concession 6, joined the electronic meeting via audio connection to speak to Report CAO 05-21, Lakeridge Health – New Hospital Opportunity. Mr. Tait stated that although he applauds the idea of a new hospital, he expressed concerns with the Salem Road site location. He commented that there were other more suitable sites in the City, and that with the projected population growth in Seaton, north Pickering seemed an odd choice. He noted that the location is in an environmentally sensitive area at the Carruthers Creek headwaters, further commenting that this area is integral as it contains plant and wildlife that are rare and threatened. Mr. Tait spoke to the obliteration of mating ground for fireflies, noting that fireflies are becoming rare due their habitat being destroyed, and stated there was a need to respect the importance of all living things. He stated that groundwater has to be protected and much has been done in contravention of this wisdom in the name of progress. Mr. Tait stated that these environmental transgressions and not treating the environment correctly, is felt by all, and urged Council to reconsider the Salem Road site and locate the hospital in a site that will not damage the environment. 3.6 Phil Pothen Environmental Defence Re: Report CAO 05-21 Lakeridge Health – New Hospital Opportunity Phil Pothen, Environmental Defence, 33 Cecil Street, Toronto, joined the electronic meeting via audio connection to speak to Report CAO 05-21, Lakeridge Health – New Hospital Opportunity. He stated that Environmental Defence is a leading Canadian environmental advocacy organization that works with government, industry and individuals to defend clean water, a safe climate and healthy communities. He noted that the location of the proposed site is an environmental blunder and that many other environmental not-for-profits have expressed opposition to the proposal. Mr. Pothen asked Council to reject the proposal and stated it seems to be transparently veiled as an attempt to build on lands that should not be developed. He stated that the proposed lands are a poor location as they are situated on the headwaters of the Carruthers Creek which is one of the few GTA rivers that retains healthy conditions because it has not crossed a threshold beyond by which development does not impact the Creek, and species can still survive there. Mr. Pothen stated the proposed development of the lands would further threaten endangered species, minimize flooding and erosion controls, and negatively impact water quality. He spoke to the adverse impacts of a hospital on the proposed site, and that the proposal contravenes the Toronto and Region Conservation Authority (TRCA), Watershed Plan for Carruthers Creek, and does not meet most of the mandatory selection criteria set out by Lakeridge Health. He questioned the purpose of the 70 acre donation by the Northeast Pickering Landowners Group, and stated that the City should not extend settlement area boundaries and asked Council to reject the Salem site location. - 61 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm A brief question and answer period ensued regarding the report completed by the TRCA on the Carruthers Creek Watershed Plan, and development of white belt lands. Mr. Pothen stated that the TRCA examines these matters with a narrow scope, resulting in a more narrow analysis on a small part of the environmental risks, as per its mandate. Mr. Pothen further commented that Durham Region should not be extending settlement area boundaries into the white belt and should focus its efforts on tackling automobile dependency and gently expanding existing settlement areas, to provide the sustainable lifestyle homeowners want. He reiterated that the Carruthers Creek watershed area should not be developed. 3.7 Judith Mann Re: Report CAO 05-21 Lakeridge Health – New Hospital Opportunity Judith Mann, 485 Whitevale Road, joined the electronic meeting via audio connection to speak to Report CAO 05-21, Lakeridge Health – New Hospital Opportunity. She expressed her agreement with the previous delegates and noted the importance of the Carruthers Creek headwaters. She further added that the proposed lands are not adequate for a hospital, and that the same mistakes, made with the lower Duffin Creek wetlands, should not be repeated. 4.Matters for Consideration 4.1 Director, Economic Development & Strategic Projects, Report CAO 05-21 Lakeridge Health – New Hospital Opportunity Discussion and a question and answer period ensued between Members of Council, Fiaz Jadoon, Director, Economic Development & Strategic Projects, and Kyle Bentley, Director, City Development & CBO regarding: •support for the new hospital amongst residents, and how the location is ideal and viable, based on future population growth in the City; •the Durham Region ‘Envision Durham’ process which determines where urban boundaries will be expanded, including the need for mixed housing options; •how a City the size of Pickering deserves a hospital and the urgent need for one; •the process of the working group and donation of land resulting in a win-win for Lakeridge Health and taxpayers of Durham Region and Ontario; •comments regarding the prime farmland in the area and the impacts of chemical fertilizers and chemical insecticides used by the agricultural sector on the lands; - 62 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm •how there is a need to bring technology and innovation in medicine to Canada, and the opportunities the new hospital could afford in this regard; •how the COVID-19 Pandemic has exasperated ICU beds and the need for more; •the need for more trauma centres in Durham Region to address severe life threatening injuries to residents, eliminating the need to be transferred to Toronto hospitals which can result in catastrophic loss of valuable time in saving a life; •the timelines of the release of the RFP and hospital build out; •the eleven Lakeridge Health site selection criteria being considered when evaluating potential sites for the proposed future hospital, and how the City meets such criteria; •confirmation that the lands are not located in an environmentally sensitive area as designated by the Durham Region Official Plan, and not characterized as part of the Greenbelt Natural Heritage System or designated as Prime Agricultural Area as defined by the Durham Region Official Plan; •clarification that the white belt discussion corresponds with Seaton becoming substantially developed by 2030 which coincides with the establishment of the hospital, should the City be successful in being awarded the site; •how the new hospital will serve the needs of residents in Pickering, Uxbridge, and parts of York Region; •how from a Planning perspective, there have been a series of reports regarding ‘Envision Durham’, and that a comprehensive report would be forthcoming to the Planning & Development Committee this fall regarding urban boundary expansions; •confirmation that North-East Pickering has been identified as white belt lands by the Region and Province, and excluded from the greenbelt and optimal for the urban area expansion; •how the Lakeridge Health Panel will be making a decision on the new site in Durham Region before the end of the year, with the new hospital being opened in 2027/2028; and, •how the proposed site is taking advantage of a growth plan that the Province has already made available. Resolution # 658/21 Moved by Councillor Ashe Seconded by Councillor Cumming 1. That in accordance with Purchasing Policy Item 10.03 (c), the proposal submitted by HOK in the amount of $195,000.00, dated July 27, 2021 and Deloitte LLP in the amount of $85,425.00, dated August 11, 2021, - 63 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm respectively, to develop a compelling and comprehensive response to the anticipated RFP release for a new hospital in Durham Region in the amount of $316,880.25 (HST included), and the net project cost of $285,360.00 (net of HST rebate) be accepted; 2. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $285,360.00 as follows: a. The sum of $142,680.00 to be charged to the General Government Consulting account (2126.2392.0000); and, b. The sum of $142,680.00 to be funded from the North East Pickering Landowners Group; 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report; and, 4.That the City Clerk forward a copy of Report Number CAO 05-21 to the North East Pickering’s Landowner’s Group. Carried Unanimously on a Recorded Vote 4.2 Memorandum from the City Clerk Re: Ward Boundary Petition A brief discussion ensued between Members of Council regarding: •the timing of the ward boundary review and proposed changes, and the strong voice of the residents who had signed the petition; •how the community came together during a pandemic across the City to advocate for a change to one of the options as recommended by the Consultants; and, •how effective representation rests with the community, and the achievement of this through a ward boundary change. Resolution # 659/21 Moved by Councillor Cumming Seconded by Councillor Pickles That Resolution #624/21, adopted at the June 28, 2021 Meeting of Council, pertaining to Report CLK 03-21, and maintaining the existing ward boundaries for the City of Pickering be rescinded. Carried on a Two-Thirds Vote - 64 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Resolution # 660/21 Moved by Councillor Cumming Seconded by Councillor Pickles 1.That the Ward Boundary Petition, submitted on July 22, 2021, requesting Council pass a by-law to amend its Ward Boundaries, consistent with one of the three recommendations set out in the 2020/2021 Ward Boundary Review Final Report, submitted by Watson & Associates Economists Ltd., in association with Dr. Robert J. Williams, be received; 2.That Final Option 2, as outlined in the 2020/2021 Ward Boundary Review Final Report, be approved; and, 3.That the Clerk be directed to bring forward the applicable By-law to change the ward boundaries at the September 27, 2021 Council Meeting for enactment. Carried Unanimously on a Recorded Vote 4.3 Director, Finance & Treasurer, Report FIN 13-21 2022 Preliminary Capital Budget and Four Year Forecast A question and answer period ensued between Members of Council, Stan Karwowski, Director, Finance & Treasurer, and City Staff regarding: •the timing and budget of several capital work projects such as the Highway 401 Notion Road Bridge, and Beachfront Park Master Plan -Phase 1, and the Finch Avenue South Side multi-use path; •the timing and construction of Sandy Beach Road reconstruction and storm sewer installation multi-year project; •the drainage study in Claremont, and confirmation that when the results of the drainage study are complete, there is flexibility in the capital budget plan to include said work; •the plans to review the debt load, and processes in place to reduce debt through the use of grant funding, Development Charges (DC) study, and revenue from the now open Casino; •update on the new proposed animal shelter and process to secure a site with Transport Canada; •growth related debt financing and the difference between City share and reserves; •confirmation the casino revenue fund projections have not been incorporated into the 2022 Preliminary Capital Budget and Four Year Forecast; - 65 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm •how the City needs to be prudent and have plans to overcome unforeseen events, while striking a balance of affordability and continuing to invest in infrastructure; •the Highway 401 Notion Road Bridge, and the status of the cost sharing agreements. Marisa Carpino, Chief Administrative Officer, confirmed the draft agreement had been shared with the third party, and the details of the agreement would be brought forward to Council in the future; •the resurfacing of the Kinsmen Park tennis courts, and the status of discussions with the community group to install a dome on the tennis courts for use in the winter; and, •the inclusion of the City Centre and its impact on borrowing and tax payers in the future report to Council in October, including the operational costs of the various facilities associated with the project. Resolution # 661/21 Moved by Councillor Pickles Seconded by Councillor Butt 1.That the 2022 Preliminary Draft Capital Budget and Four Year Forecast, set out in Attachment 1 to this report, be received for information; 2.That Council endorse, in principle, the use of the 2022 Preliminary Draft Capital Budget and Four Year Forecast for financial planning purposes as it relates to the development of the Five Year financial plan; and 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried Later in the Meeting (See Following Motion) Resolution # 662/21 Moved by Councillor McLean Seconded by Councillor Brenner That Report FIN 13-21, 2022 Preliminary Capital Budget and Four Year Forecast, be referred to the October Meeting of Council where the City Centre Report would be presented. Lost on a Recorded Vote as Follows: Yes Councillor Brenner Councillor McLean No Councillor Ashe Councillor Butt Councillor Cumming - 66 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm Councillor Pickles Mayor Ryan The Main Motion, was then Carried 5.By-laws 5.1 By-law 7868/21 Being a by-law to amend By-law 7591/17, which regulates election signs in the City of Pickering. Resolution # 663/21 Moved by Councillor Butt Seconded by Councillor Pickles That By-law Number 7868/21 be approved. Carried 6.Confirmation By-law By-law Number 7869/21 Councillor Brenner, seconded by Councillor Cumming moved for leave to introduce a by- law of the City of Pickering to confirm the proceedings of August 30, 2021. Carried 7.Adjournment Moved by Councillor McLean Seconded by Councillor Cumming That the meeting be adjourned. Carried The meeting adjourned at 9:04 pm. Dated this 30th of August, 2021. - 67 - Special Council Meeting Minutes August 30, 2021 Electronic Meeting 7:00 pm David Ryan, Mayor Susan Cassel, City Clerk - 68 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: M. Carpino -Chief Administrative Officer K. Bentley -Director, City Development & CBO P. Bigioni -Director, Corporate Services & City Solicitor S.Douglas-Murray - Director, Community Services B. Duffield -Director, Operations J. Eddy -Director, Human Resources J. Hagg -Fire Chief R. Holborn -Director, Engineering Services F. Jadoon -Director, Economic Development & Strategic Projects S. Karwowski -Director, Finance & Treasurer S. Cassel -City Clerk A.Mostert -Manager, Landscape & Parks Development C. Blumenberg -Deputy Clerk N. Emery -Coordinator, Traffic Operations 1.Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2.Disclosure of Interest No disclosures of interest were noted. 3.Delegations There were no delegations. 1 - 69 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner 4.Matters for Consideration 4.1 Director, Corporate Services and City Solicitor, Report CLK 04-21 2022 Committee and Council Meeting Schedule Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles A brief question and answer period ensued between Members of the Committee, and Stan Karwowski, Director Finance & Treasurer, regarding: •the different strategy approaches to the budget cycle, and the rationale of moving the budget meeting dates from February to March. Mr. Karwowski, noted that the shift is due to the new SAP financial system, the continued uncertainty surrounding the COVID-19 Pandemic, as well as the opportunity to consider any additional funding announcements for grants before the approval of the budget; •ensuring that staff are prepared to issue budgetary contracts, such as sidewalk works, as soon as the budget is finalized; and, •the ability to take advantage of unexpected grants, with Marisa Carpino, CAO, confirming that for the 2022 budget cycle, staff would be taking the unique approach to include all projects that have grant funding possibilities to permit Council to endorse such projects, without having to delay the application process. Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1.That the 2022 Committee and Council Meeting Schedule appended as Attachment No. 1 to Report CLK 04-21 be approved; and, 2.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Carried 4.2 Director, Community Services, Report CS 30-21 COVID-19 Testing and Assessment Centre 2 - 70 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner Fee waiver request for the O’Brien Room at Chestnut Hill Developments Recreation Complex Brief discussion ensued regarding the loss of lease revenue and whether the clinic was billing to OHIP for the testing and assessments. Further discussion ensued regarding the possibility of recovering the lost revenue through the Province’s COVID-19 Relief Funding. Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1. That the O’Brien Rooms and associated support spaces (as outlined in Attachment 1), located at the Chestnut Hill Developments Recreation Complex, be provided at no charge for the period of October 1, 2021 through March 31, 2022 to Shayaa Clinics Inc. (as outlined in Attachment 2) for the operation of a COVID-19 Testing and Assessment Centre on behalf of Lakeridge Health; and, 2. That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. Carried 4.3 Director, Engineering Services, Report ENG 21-21 Beachfront Park Rehabilitation & Needs Assessment Public Engagement Process Status Update A question and answer period ensued between Members of the Committee, and Richard Holborn, Director, Engineering Services, regarding: •timeline of completion, with Mr. Holborn noting that round 2 of public consultation would conclude near the end of September, and the plan would be refined, vetted through the Toronto and Region Conservation Authority (TRCA), and expected to be presented to Committee at the December 6, 2021 meeting; •estimates of costing for the project and the desire to complete the project expeditiously; •the relocation of the washroom, with Mr. Holborn advising that the public had expressed concern with the re-location of the public washroom to the parking lot given its proximity away from the beach and the reduction in parking spaces that would result and noted that staff were looking into 3 - 71 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner renovating the existing washrooms until the waterfront parking strategy has been implemented; •the importance of separating bicycle and pedestrian lanes; •the proposed play area and the operational challenges with the existing splash pad; •the proposed removal of the splash pad, the public feedback received in this regard, and the intent to implement a play area instead of a splash pad; •whether staff had looked into other jurisdictions as it relates to incorporating splash pads along the waterfront to accommodate for those who do not want to use the lake; •the number of splash pads currently in the City; and, •the importance of including aquatic options for youth, given that there are no outdoor swimming options in the City. Staff were requested to look at best practices in other municipalities as part of the consideration of removing the splash pad to see what options might be available to have a water feature that would be harmonized with the waterfront area. Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1.That Report ENG 21-21 regarding the Public Engagement Process Status Update for Beachfront Park, as a follow-up to Report ENG 04-21 and in response to Resolution #543/21, be received for information; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 4.4 Director, Engineering Services, Report ENG 22-21 Amendments to Traffic and Parking By-law 6604/05 Stopping and Parking Restrictions on Various Streets Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1.That the attached draft by-law be enacted to amend Schedule “1”, No Stopping, and Schedule “2”, No Parking, to By-law 6604/05 to provide for 4 - 72 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner the regulation of stopping and parking on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering. The amendments specifically provide for the inclusion of stopping restrictions on Glengrove Road by Glengrove Public School, and parking restrictions on Frisco Road, Forestream Trail, Pine Heights Trail, Old Whites Trail; William Jackson Drive, and The Esplanade North; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 4.5 Director, Human Resources, Report HUR 03-21 Terms & Conditions of Employment – Non-union Employees Policy Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1.That Report HUR 03-21, regarding a proposed new Policy for the Terms & Conditions of Employment – Non-union Employees, be received; 2.That the draft Policy, outlining the Terms & Conditions of Employment – Non-union Employees appended as Attachment #1 to HUR 03-21, be approved; and, 3.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 4.6 Director, Operations, Report OPS 03-21 Quotation No. Q2021-12 Supply & Delivery of Sidewalk Tractors with Attachments Recommendation: Moved by Councillor McLean Seconded by Councillor Pickles 1. That Quotation No. Q2021-12 submitted by Amaco Construction Equipment Inc., in the amount of $514,374.87 (HST included) be accepted; 5 - 73 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner 2. That the total gross quotation cost of $561,367.00 (HST included) and the total net project cost of $505,528.00 (net of HST rebate) be approved; 3. That Council authorize the Director, Finance & Treasurer to finance the net project cost of $505,528.00 as follows: a) The sum of $168,510.00 as approved in the 2020 Property Maintenance Capital Budget by a transfer from the Development Charges Reserve Funds – Other Services Related to a Highway; b) The sum of $337,018.00 as approved funds in the 2021 Property Maintenance Capital Budget by a transfer from the Major Equipment Reserve; and, 4.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 5.Other Business 5.1 Councillor Butt advised of the high COVID-19 positivity rate in Claremont, and inquired if a mobile vaccination clinic could be arranged for residents in the area. John Hagg, Fire Chief, stated that he would reach out to Durham Region regarding mobile vaccination clinic options for Claremont. 5.2 Councillor Brenner requested a status update on the harvesting and cutting of the milfoil weeds in Frenchman’s Bay. Brian Duffield, Director, Operations, noted that the pilot project with Pickering Harbour had been stalled due to equipment breakdowns, and the need to order parts for repair from overseas. Questions were raised regarding the amount of work left to be done and it was noted that due to the approaching cold weather, the weeds and algae would eventually disappear. Staff were requested to ensure the fees paid are for services rendered, with Mr. Duffield advising that funds had not been released for the pilot project, and would be held back should the project not be completed. Discussion ensued regrinding the importance of keeping Council and members of the public apprised of the project status and ensuring that appropriate funding was included in the 2022 Budget to address the weeds next year. 5.3 Councillor Pickles gave notice that he would be bringing forward a Notice of Motion at the September 27, 2021, Meeting of Council, regarding the Municipal Recognition of September 30th as National Day for Truth and Reconciliation 6 - 74 - Executive Committee Meeting Minutes September 13, 2021 Electronic Meeting – 2:00 pm Chair: Councillor Brenner 6.Adjournment Moved by Councillor McLean Seconded by Councillor Ashe That the meeting be adjourned. Carried The meeting adjourned at 2:39 pm. 7 - 75 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Present: Mayor David Ryan Councillors: K. Ashe M. Brenner S. Butt I. Cumming B. McLean D. Pickles Also Present: M. Carpino - Chief Administrative Officer K. Bentley - Director, City Development & CBO P. Bigioni - Director, Corporate Services & City Solicitor F. Jadoon - Director, Economic Development & Strategic Projects S. Cassel - City Clerk C. Rose - Chief Planner N. Surti - Manager, Development Review & Urban Design D. Jacobs - Manager, Policy & Geomatics M. Kish - Principal Planner, Policy C. Morrison - Principal Planner, Development Review C. Blumenberg - Deputy Clerk F. Chau - Planner ll I. Lima - Acting, Planner ll 1.Roll Call The City Clerk certified that all Members of Council were present and participating electronically in accordance with By-law 7771/20. 2.Disclosure of Interest No disclosures of interest were noted. Moved by Councillor Ashe Seconded by Councillor McLean That the rules of procedure be suspended to allow one additional delegation , with a presentation, under Section 3 of the agenda regarding Information Report No. 13 -21, and one additional delegation, under Section 4 of the agenda regarding Report PLN 33-21. 1 - 76 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Carried on a Two-Thirds Vote 3.Statutory Public Meetings Councillor Butt, Chair, gave an outline of the requirements for a Statutory Public Meeting under the Planning Act. He outlined the notification process procedures and also noted that if a person or public body does not make oral or written submissions to the City before the By-law is passed, that person or public body are not entitled to appeal the decision of City Council to the Local Planning Appeal Tribunal (LPAT), and may not be entitled to be added as a party to the hearing unless, in the opinion of LPAT, there are reasonable grounds to do so. Catherine Rose, Chief Planner, appeared before the Committee to act as facilitator for the Statutory Public Meeting portion of the meeting, explaining the process for discussion purposes as well as the order of speakers. 3.1 Information Report No. 12-21 Zoning By-law Amendment Application A 06/21 Unique AT Holding Corporation 1470 Bayly Street A statutory public meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Isabel Lima, Acting, Planner II, provided the Committee with an overview and outlined the preliminary information of the application for a Zoning By-law Amendment, submitted by Unique AT Holding Corporation, to facilitate the construction of a high-density, mixed-use development consisting of two residential towers. Through the aid of a PowerPoint presentation, Ms. Lima discussed the location of the subject lands, the Universal City Master Plan phases and proposal specifics including the height of the proposed towers and the 164 residential units with commercial and retail uses. Ms. Lima highlighted the site plan, public piazza plan, mixed use area “City Centre” designation, and proposed amendments, including an increase in the maximum permitted building height, setbacks and reduction in parking ratio. Ms. Lima summarized the City staff, public, and agency comments received, and next steps in the application. Michael Vani, Senior Planner, Weston Consulting, joined the electronic meeting via audio connection and concurred with staff’s overview of the application. He noted excitement for the application, and using a conceptual rendering, he outlined the design and uniqueness of the proposed towers. Mr. Vani spoke to the elements of the application, such as the public space options, public art 2 - 77 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt components, commercial elements, and aim to create a vibrant pedestrian experience. He noted he was available for questions from the Committee. Brief discussion ensued regarding assurance from the applicant that all noted issues would be addressed to the mutual satisfaction of all parties. 3.2 Information Report No. 13-21 Official Plan Amendment Application OPA 21-001/P Zoning By-law Amendment Application A 05/21 (Regional Official Plan Amendment Application ROPA 021-002) Sunrise International Investments Inc. 3695 Sideline 4 A statutory public meeting was held under the Planning Act, for the purpose of informing the public with respect to the above-noted application. Felix Chau, Planner ll provided the Committee with an overview of Official Plan Amendment and Zoning By-law Amendment, submitted by Sunrise International Investments Inc., to facilitate the redevelopment of an existing golf club. Through the aid of a PowerPoint presentation, Mr. Chau outlined the purpose of the application, and provided an overview of the subject lands, and the proposal for a new year-round golf course facility that would include an outdoor 9-hole golf course with putting green, golf cart routes, and a 6,087 square metre indoor golf dome with a driving range, virtual golf simulators and amenity spaces. Mr. Chau advised that to support the proposed mixture of uses, the applicant is proposing 235 surface parking spaces, conceptual elevation, , and studies necessary as per the requirements of the application, including a hydrogeological study. He further outlined the storm water management features and summarized the City staff, public, and agency comments received and next steps in the application. Adrian Litavski, Principal, Johnston Livatski Inc., joined the electronic meeting via audio connection and concurred with staff’s overview of the application. Through the aid of a PowerPoint presentation, he highlighted the design of the new club house, including the expanded restaurant services and parking. He noted the amendments would renew and improve the existing golf facility to expand services and spoke to the re-designation from prime agriculture to major open space at the Regional level.. Mr. Litavski noted he was available for questions from the Committee. A brief question and answer period ensued between Members of the Committee and Adrian Litavski, Principal, Johnston Livatski Inc. regarding: 3 - 78 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt how the subject land has not been used for agricultural purposes for a long time; exploring an alternative route to use a private driveway for fire and emergency services access; and, the existing uses of the current club house facility, and how the renovation of the facility would permit enhanced use of the facility. 4.Delegations 4.1 Anthony Caruso, Senior Planner Gregory Pereira, Manager, Transportation Planning Danielle Culp, Planning Analyst, Transportation Planning Regional Municipality of Durham Re: Draft Regional Cycling Plan 2021 Anthony Caruso, Senior Planner, Gregory Pereira, Manager, Transportation Planning, and Danielle Culp, Planning Analyst, Transportation, Regional Municipality of Durham, joined the electronic meeting via audio connection to provide an overview of the Draft Regional Cycling Plan (RCP) 2021. Through the aid of the PowerPoint presentation, they outlined the RCP timeline, 217 km of new cycling routes, and vision to support the planning, design, implementation and promotion of a connected, safe, and accessible Regional wide primary cycling network. Mr. Caruso spoke of the 20 year timeline, the proposed cycling facility types for the City, and financing options and considerations. Ms. Culp advised that the success of the RCP relies on an adequate provision of human resources, provided both through strategic partnerships with the City, and Regional and Municipal staff and highlighted next steps in the process. A brief question and answer period ensued between Members of the Committee and Anthony Caruso, Gregory Pereira, and Danielle Culp regarding: whether cross-rides are included in the RPC, regulated, and marked as “cross-rides”. Ms. Culp noted that cross-rides are proposed to facilitate safe bicycle crossing, and what is required for identification is a mix of pavement markings and signage that will be confirmed at the detail design stage. She further added that the current plan identifies proposed locations in collaboration with other Regional Plans, such as the ‘Vision Zero’ study; the number of cross-ride locations proposed in the City of Pickering and Regional and City staff working together to identify potential locations; and, parking areas for bicycles, and whether there are coordinated systems for bicycle rentals as part of the RCP. 4 - 79 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt 4.2 TJ Cieciura President, Design Plan Services Inc. Re: Report PLN 35-21 Zoning By-law Amendment Application A 11/19 Amberlea Creek Development Inc. 760 and 770 Kingston Road TJ Cieciura, President, Design Plan Services Inc., joined the electronic meeting via audio connection to speak in support of Report PLN 35-21. He thanked members of the Committee and the public for their support, and noted he was available for questions from the Committee. A brief question and answer period ensued between Members of the Committee and TJ Cieciura regarding: the waste system, impacts to adjacent property owners, and what measures would be taken to mitigate issues. Mr. Cieciura replied that the proposal includes a molok underground waste management system, located far south, away from the existing residences to the north of the subject lands; the benefits of the underground waste management molok system; and, incorporating molok waste management system solutions in future applications to reduce waste management impacts to abutting property owners. 4.3 Paul White, President Fairport Beach Neighbourhood Association (Inc.1949) Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Paul White, President, Fairport Beach Neighbourhood Association, joined the electronic meeting via audio connection and spoke to Report PLN 33-21. He stated that the Fairport Beach area had been impacted by the construction of an increasing number of houses, either as the result of a demolition and rebuild, or larger lots being severed and new homes built, that are significantly larger than existing adjacent houses. Mr. White spoke to the need of the updates to the Official Plan, and Zoning By-law as a starting point to impose necessary 5 - 80 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt requirements for builders. He referenced the points of the study, such as the dwelling height, roof pitch, dwelling length, separation distance between dwellings and front yard landscaping, and noted that the process included meaningful community involvement. Mr. White stated that the recommendations in the study with regards to driveway width, yard landscaping, and trees were not as robust, and spoke to the importance of tree preservation, and strengthening the City’s tree preservation By-law. 4.4 Elizabeth Italiano Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Elizabeth Italiano, 645 Annland Street, joined the electronic meeting via audio connection and spoke in opposition to Report PLN 33-21. She expressed concern for the restrictive nature of the bylaws, and timing of the study being conducted pre-COVID-19. She stated the Pandemic has changed the way people work and live, and asked that a new study be conducted that takes into consideration the new realities. Ms. Italiano spoke to her personal experience of presenting at the Committee of Adjustment with regards to her property to build to a height of 10 meters, and that different standards had been applied for different people as other similar applications had been approved. She referenced specific examples of inequities in the proposed by-laws, such as Section (f)(ii) of the Draft Official Plan Amendment and Section 5(f) of the Draft By-Law Amendment regarding the minimum front yard setbacks. She further stated that a significant amount of development had already taken place in certain neighbourhoods, prior to the guidelines and that as such, the Study would continue to create inequities between property owners. Ms. Italiano stated that the lot coverage calculations and benchmarking in the Study was flawed, as it calculates lot coverage for applications for both new developments and infill lots using older data and urged the Committee to oppose the recommendations in Report PLN 33 -21. A brief question and answer period ensued between Members of the Committee and Elizabeth Italiano regarding: what a sufficient height restriction would entail, with Ms. Italiano responding that a height restriction of 10.5 metres should be the standard; 6 - 81 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt how the side yard setbacks and separation distances result in similar limitations that were there with the lot coverage, and how it translates into the real world; and, clarification on the petition from January 2021, its subject matter, and the number of individuals who had signed the petition. 4.5 Elena Walmsley Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Elena Walmsley, 784 Oliva Street, joined the electronic meeting via audio connection and spoke to Report PLN 33-21. She stated that if the City Initiated Official Plan and Zoning By-Law Amendments: Infill and Replacement Housing in Established Neighborhoods Study, was currently in place, she would not have to be attending an Ontario Land Tribunal Hearing with regards to a Committee of Adjustment matter. Ms. Walmsley noted the Study is too restrictive, and urged the Committee to extend the boundary of the Study to include all of the boundary of the W est Shore area south of the 401and west of Frenchman’s Bay. 4.6 Lori Matorcevic Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Lori Matorcevic, 782 Oliva Street, joined the electronic meeting via audio connection and spoke to Report PLN 33-21. She stated that the Infill and Replacement Housing in Established Neighborhoods Study has been a growing document since 2016, and that the document cannot evolve as quickly as the infill and replacement housing in established neighbourhoods is occurring. She spoke to her experience in opposing a Committee of Adjustment decision that was favourable to the builder, and noted she is not in opposition to development and 7 - 82 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt modernization, however development should occur adhering to the existing setback and height requirements. Ms. Matorcevic asked that the Committee include the West Shore established neighbourhoods as part of the Study. 4.7 Adam Layton Evans Planning Inc. Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Adam Layton, Partner, Evans Planning Inc., joined the electronic meeting via audio connection and spoke to Report PLN 33-21. He stated that submissions on the topic have been made several times on behalf of his client, Centreville Homes (Pickering) Inc., the owner of lands municipally described as 313 Toynevale Road, a current active application. He noted further refinements are required in the Study, such as the definition of ‘Infill Dwelling(s)’ and ‘Replacement Dwelling, and clarity on whether it impacts current active planning applications. He further added that the proposed amendments to the City of Pickering Official Plan envisioned within OPA 40, particularly those within Policy 3.9(f) are overly restrictive, and m ay have negative impacts with regard to potential infill su ch as that contemplated by the owner, and lack clear language within the definitions of ‘Infill’ and ‘Replacement Dwellings’. Mr. Layton asked the Committee to defer the decision on the matter and noted availability to answer questions. A brief discussion ensued regarding clarification on the enclave of the active application on the subject lands, and building a project that blended in with the character of the area. Mr. Layton noted that adhering to the existing characteristics of a neighbourhood is important, however it has to be balanced against the broader provincial policy statement of intensification and diversification of housing opportunities. 4.8 David Steele Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments 8 - 83 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 David Steele, Pickering West Shore Community Association, joined the electronic meeting via audio connection to delegate on Report PLN 33-21. He spoke to his experience of being a resident of the City for over 20 years, and prior professional experience in construction. He stated that the inclusion of Fairport only, and not the West Shore community as part of the boundaries of the Study is insufficient. He noted many of his neighbours and friends are talking about the exclusion of such and asked that all of West Shore and Bay Ridges communities be added to the Study area, and to keep established neighbourhood characteristics. 4.9 Dana Saccoccio Re: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 Dana Saccoccio, 417 Woodgrange Avenue, joined the electronic meeting via audio connection and spoke in opposition to Report PLN 33-21. She noted the Study is inequitable and discriminatory as it impacts the character of neighbourhoods, and explained there is a difference between complying with By- laws and applying for variances. Ms. Saccoccio stated that the Study describes an approval process that is subjective, with no way for an individual development applicant to measure requirements for certain, but allows subjective decision making on the part of City staff during the application process. She inquired how “complement” and “compatible” could be measured or decided upon and who would be deciding. Ms. Saccoccio further added that this important matter affecting so many Pickering property owners should not be decided on until an in- person Committee meeting can be conducted where more residents and ratepayers can attend in person and interact, and that the proposed criteria of dwelling depth, front yard setback, and side yard setback are not adequate. She asked that the Committee ensure the criteria for building permit applications is consistent and objective, no matter what the adjacent property’s existing conditions are. Moved by Councillor Pickles Seconded by Councillor Cumming 9 - 84 - That Louisville Homes Limited be released from the provisions of the Subdivision Agreement and any amendments thereto relating to Plan 40M- 2399; and, Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt That the Committee take a short recess. Carried The Committee recessed at 9:15 pm and reconvened at 9:25 pm. Upon reconvening, the City Clerk conducted a roll call and certified that all Members of the Committee were once again present, and participating electronically in accordance with By-law 7771/20. 5.Planning & Development Reports 5.1 Director, Corporate Services & City Solicitor, Report LEG 13-21 Louisville Homes Limited – Plan of Subdivision 40M-2399 -Final Assumption of Plan of Subdivision -Lots 1 to 23 and Blocks 24 to 34, Plan 40M-2399 -File: 40M-2399 Recommendation: Moved by Councillor Ashe Seconded by Councillor Cumming 1.That works and services required by the Subdivision Agreement within Plan 40M-2399, which are constructed, installed or located on lands dedicated to, or owned by the City, or on lands lying immediately adjacent thereto, including lands that are subject to easements transferred to the City, be accepted and assumed for maintenance; 2. 3.That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried 5.2 Director, Corporate Services & City Solicitor, Report LEG 14-21 2047729 Ontario Inc. – Plan of Subdivision 40M-2328 -Final Assumption of Plan of Subdivision -Municipal works on Altona Road adjacent to Block 1, Plan 40M-2328 -File: 40M-2328 10 - 85 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Recommendation: Moved by Councillor Ashe Seconded by Councillor Cumming 1.That works and services required by the Subdivision Agreement within Altona Road, adjacent to or outside Plan 40M-2328, which are constructed, installed or located on lands dedicated to, or owned by the City, or on lands lying immediately adjacent thereto, including lands that are subject to easements transferred to the City, be accepted and assumed for maintenance; 2.That 2047729 Ontario Inc. be released from the provisions of the Subdivision Agreement and any amendments thereto relating to the works on Altona Road outside of Plan 40M-2328; and, 3.That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Carried 5.3 Director, City Development & CBO, Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 A question and answer period ensued between Members of the Committee and City Staff regarding: concerns regarding the rules, applicability, equity and if this is the right time for the Study, and if there should be a phasing in period; how the Report and By-laws protect community character, however at the same time, take away the rights of private property owners to develop their properties; how there were no standards before, which has resulted in small cottages with monster homes built beside them, and that if the Study is stalled, this issue would continue and would not be remediated on its own; 11 - 86 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt how extensive public consultation and public meetings took place to arrive at the recommendations in the Study, and subsequent amendments to the Official Plan and Zoning By-law; and, how the Study needs to be a living document, with a built-in process of when and how it will be reviewed by Council; how the Committee has dealt with many important planning applications and City business during COVID-19, albeit in a virtual manner; how the proposed boundaries of the Study need to be examined, and that the City is undergoing a transformation and rapid changes, and how community character has many definitions; the lack of clarity that staff are applying, and the need to look at neighbourhhood precincts and use plain language that helps people understand what the Study entails; how the checklist is critical, and many communities have utilized it as a measure and criteria of how to define community character and established neighbourhoods; ensuring any memorandum from staff, for clarification on the Study, is made public, including the clarification on tree preservation, protecting vegetation on private property and how the Study can be proactive before communities reach a point of no return; how the City can build transitions in community character, and learn from best practices and land tribunal decisions; confirmation that the Study was circulated and promoted, with Kyle Bentley, Director, City Development & CBO advising that since 2017, focus groups, electronic open house meetings, an interested parties list, and dedicated website page were utilized to engage the public on the Study; confirmation that all subject lands impacted by the proposed By-laws received a Notice of the Study, as with any other planning application, as well as an advertisement in the local newspaper for two weeks; how current active planning applications may be impacted, and that there is wording about phasing in and when the amendments take effect; how staff have tried to strike a balance between opposing viewpoints; the cost of the study, with Catherine Rose, Chief Planner advising that the Study cost $148,000, with 55% covered by tax payers, and the rest of the funds coming from Development Charges; and, the rationale for the 9 metre maximum dwelling height, with Mr. Bentley advising that there was a public engagement effort, including municipal best practices through stakeholder comments and a public engagement meeting where Council endorsed the 9 metre height. Recommendation: 12 - 87 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Moved by Councillor Cumming Seconded by Councillor Ashe 1.a) That Official Plan Amendment Application OPA 20-006/P, initiated by the City of Pickering, to add new policies to the Pickering Official Plan with regard to Infill and Replacement Housing in Established Neighbourhood Precinct areas, as set out in Appendix I to Report PLN 33-21, be approved; b)That the Draft By-law to adopt Official Plan Amendment 40 to the Pickering Official Plan, to add new policies to the Pickering Official Plan with regard to Infill and Replacement Housing in Established Neighbourhood Precinct areas, as set out in Appendix I to Report PLN 33-21, be finalized and forwarded to Council for enactment; 2.That Council adopt Informational Revision 28 to the Pickering Official Plan, to add a layer identifying the boundaries of Established Neighbourhood Precincts to the informational neighbourhood maps contained within Chapter 12 – Urban Neighbourhoods, of the Pickering Official Plan, as set out in Appendix Il to Report PLN 33-21; 3.That Zoning By-law Amendment Application A 11/20, initiated by the City of Pickering, to implement Official Plan Amendment 40, be approved, and that the Recommended Draft Zoning By-law Amendments as set out in Appendices lll, lV, and V to Report PLN 33-21 be finalized and forwarded to Council for enactment; and, 4.That Council adopt the Revised Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2021, as set out in Appendix Vl to Report PLN 33-21, which replaces the Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts dated August 2020, adopted by Council on September 28, 2020 through Resolution #428/20. Carried Later in the Meeting (See Following Motion): Moved by Councillor McLean Seconded by Councillor Ashe That Report PLN 33-21, be referred back to staff to report back at the October 25, 2021 Council Meeting, to address the questions and comments raised during the Meeting. Motion Lost 13 - 88 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt The Main Motion, was then Carried on a Recorded Vote as Follows: Yes No Councillor Butt Councillor Ashe Councillor Brenner Councillor Cumming Councillor McLean Councillor Pickles Mayor Ryan 5.4 Director, City Development & CBO, Report PLN 34-21 The Municipal Comprehensive Review of the Durham Regional Official Plan: Proposed Regional Official Plan Amendment 2021-003 Policies and Delineations for Protected Major Transit Station Areas -File: A-2100-020 Brief discussion ensued regarding the comprehensive review of the Official Plan as it relates to major transit areas, and the rationale as to why the Report did not include mention of the Havelock high-speed line. Clarification was provided that this exercise was dealing with existing or planned centres, not those that had been requested which was outside the parameters of what was being discussed in Report PLN 34-21. Recommendation: Moved by Councillor Pickles Seconded by Councillor Brenner 1.That Council support in principle the Proposed Regional Official Plan Amendment: Policies and Delineations for Protected Major Transit Station Areas (ROPA 2021-003); and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Carried 5.5 Director, City Development & CBO, Report PLN 35-21 Zoning By-law Amendment Application A 11/19 Amberlea Creek Development Inc. 760 and 770 Kingston Road 14 - 89 - Planning & Development Committee Meeting Minutes September 13, 2021 Electronic Meeting – 7:00 pm Chair: Councillor Butt Recommendation: Moved by Councillor Brenner Seconded by Mayor Ryan That Zoning By-law Amendment Application A 11/19, submitted by Amberlea Creek Developments Inc., to facilitate a residential condominium development consisting of 88 stacked townhouse units, be approved subject to the zoning provisions contained in Appendix I to Report PLN 35 -21, and that staff be authorized to finalize and forward an implementing Zoning By-law Amendment to Council for enactment. Carried 6.Other Business Carried 6.1 Councillor Brenner inquired about the Intensification Study on Kingston Road, and the process moving forward regarding resident concerns on height and size.. Kyle Bentley, Director, City Development & CBO advised that staff are aware of the concerns expressed by the community with regards to some of the applications and examining what would be optimal. He added that staff are intending to bring a report forward with regards to intensification policies in the fall of 2021, and that developers have been advised that Council has endorsed the guidelines in principle. Dean Jacobs, Manager, Policy & Geomatics, added that the concerns expressed by residents on building height are known, and that staff have been transparent with potential developers of such community concerns. 6.2 Councillor Pickles enquired about Glen Cedars Golf Course, and their intent to extend their lease with the Federal Government, and requested that staff follow-up with the applicable Federal department to inquire whether any consideration was being made in this regard. 7.Adjournment Moved by Councillor Ashe Seconded by Councillor Cumming That the meeting be adjourned. Carried The meeting adjourned at 10:47 pm. 15 - 90 - July 26, 2021 City of Pickering Clerks Depart Councillor Maurice Brenner and All members of Council City of Pickering One The Esplanade Pickering, Ontario LlV 6K7 Dear Councillor Brenner: Subject: Changes to the Building Permit Processes We would like to bring to your attention a situation that occurred in our neighbourhood on Oliva Street as it related to asbestos and the building permit process. We would ask that you copy this letter to all members of City Council. We believe that there is a need to advance changes to the building permit process for construction, renovation and demolition. We have seen first-hand obvious holes in the system that can no longer be ignored. The following changes must be made to the building permit process: Recommended Changes: 1. Revisit the demolition permit as it stands now to include hazardous materials (i.e. asbestos), contractor credentials (WSIB, WAH, WHMIS etc.), safety protocols, and contractor scope of work. It is clear that the current requirements found on the Demolition Application are not sufficient. Demolition Approvals form attached. 2. Building Inspectors should be physically visiting locations instead of utilizing Google Maps for purposes of seeing potential hazards and safety issues. They should also be inspecting at various stages throughout the project with a check list to determine that all safety requirements are met including a designated substance report; 3. Environmental and/or hazardous material assessments should be done PRIOR to issuing a building and/or demolition permit. Incorporate into the permit conditions the need for approval with the onus on the applicant to prove compliance; 4. Building Inspectors need to be trained in all aspects of hazardous materials as it relates to demolition and rebuilds; 5. Introduce a City of Pickering hotline that allows concerned residents to call when there is a safety concern or violation in order to protect the residents of Pickering (much like the MOL who protects workers). The reason we are advocating for these changes is as a result of a house at 786 Oliva Street that contained Johns Mansville asbestos siding, as well as asbestos within the home. A building permit was issued to build a 2-storey home, but we question whether a demolition permit was issued as it was not Corr. 37-21 - 91 - posted. Our concern was to the removal process and disposal of the asbestos. The City advised that they did not have authority to deal with the asbestos issue. After dozens of calls to the Ministry of Labour, Ministry of Environment, Region of Durham and various asbestos abatement companies, they all informed us that this issue should be dealt with at the City of Pickering level. Both the MOL and the MOE felt that the City of Pickering should have been the key player in this process as they were the ones who issued the permit. It was clear that the City of Pickering Inspectors lacked the knowledge and therefore training to assist us with this situation. So, taking matters into our own hands, we were persistent and finally able to seek the assistance of the MOL and the MOE who shut down the demolition of 786 Oliva Street twice. Once as it related to demolition and once as it related to disposal of the asbestos. It is unfor tunate and unaccept able that we have become the wat chdogs of this demolition when it clearly should be the responsibility of the City. For the sake of being proact ive instead of reac tive, we are asking for your urgent review of this matter as there is a noticeable shift in our community. Yours truly, �d/41; Elena Walmsley - 92 - 7/26/2021 Demolition Approvals --CtrJr/-Demolition Approvals p](KERlNG Building By-law Schedule C Part A * Required field Print form Street Address* Unit City/ Town* Province* Postal Code* Pickering ._IO _N _I I___ _.. A1A 1A1 Proposed Demolition Date* Does the building exceed 3 storeys in building height or 600 meters squared (6460 ft squared) in building area?* O Yes O No Does the building structure contain pre-tensioned or post-tensioned members?* 0 Yes O No Will the demolition extend to an area below the level of the footings or an immediately adjacent building?* 0 Yes O No Are explosives or lasers being used in the demolition?* 0 Yes O No Will any occupants/tenants remain in any building on site during demolition?* 0 Yes O No Will any demolished materials remain on site?* 0 Yes O No Is the building designated or undergoing designation under the Heritage Act, in a heritage conservation district, or listed on the municipal Heritage register?* 0 Yes O No https://forms .pickering .ca/Forms/CDD0909 1/5 - 93 - 7/26/2021 Demolition Approvals Building Services Disconnection Approval (to be completed by Utilities) Enbridge Gas Distribution Telephone 1.877 .362. 7 434 1350 Thornton Road, S., Oshawa, ON ( speak to customer service representative) L 1J 8C4 Facsimile 1.855.580.6866 Signature Name* Date* Elexicon Energy Telephone 905.427.9870 55 Taunton Road, Ajax, ON L 1 T 3V3 Facsimile 905.619.0210 Signature Name* Date* Bell Canada, Engineering Department Email oshawa.engineering@bell.ca 15 Victoria St., 2nd Floor, Oshawa, ON L 1 H 8W9 Signature Name* Date* https://forms.pickering.ca/Forms/CDD0909 2/5 - 94 - 7/26/2021 Demolition Approvals Region of Durham Demolition Permits Telephone 905.655.3344 825 Conlin Road, Whitby, ON L 1 R 3K3 Facsimile 905.655.8707 Signature Name* Date* Declaration of Applicant By signing below you certify that: 1. The information contained in this application, attached plans and specifications, and other attached documentation is true to the best of my knowledge. 2. If the owner is a corporation or partnership, I have authority to bind the corporation or partnership. Date* Applicant Signature Office Use Only Application # Heritage Permit # Heritage Register Yes No Date Signature For further information about this request, please contact the City Development Department at 905.420.4631. https ://forms .pickering .ca/Forms/CDD0909 4/5 - 95 - 7/26/2021 Demolition Approvals Personal information contained on this form is collected pursuant to Municipal Freedom of Information and Protection of Privacy Act. This information is collected in conjunction with your Demolition Approvals Form. Any questions about this collection should be directed to the City Clerk, One The Esplanade, Pickering, ON L 1V 6K7, T. 905.420.4611. Alternate formats available upon request at 905.683.7575. COD 0909-11 /06 (P) Revised 20/06/16 https://forms.pickering.ca/Forms/CDD0909 5/5 - 96 - The Regional Municipality of Durham Office of the Regional Chair 605 Rossland Rd. E. Level 5 PO Box 623 Whitby, ON L1N 6A3 Canada 905-668-7711 1-800-372-1102 john.henry@durham.ca durham.ca John Henry Regional Chair and CEO Sent Via Email August 16, 2021 The Right Honourable Justin Trudeau Prime Minister of Canada House of Commons Ottawa, Ontario K1A 0A6 Justin.Trudeau@parl.gc.ca The Honourable Erin O’Toole Leader of the Conservative Party of Canada Leader of Official Opposition House of Commons Ottawa, Ontario K1A 0A6 Erin.OToole@parl.gc.ca Jagmeet Singh Leader of the New Democratic Party House of Commons Ottawa, Ontario K1A 0A6 Jagmeet.Singh@parl.gc.ca Dear Prime Minister and Party Leaders: RE: Support for communities to address homelessness and illegal activity On behalf of the Region of Durham and in partnership with the City of Oshawa, I am writing to request your immediate support for challenges facing our communities. Since the start of the pandemic, across the region we have struggled to address a growing unsheltered population, increased opioid misuse resulting in death, and increased criminal behaviour. Specifically, in the downtown Oshawa core, businesses are relocating because employees and customers are afraid to visit their locations. Municipal funds are being diverted to pay to clean up excrement and garbage, discarded needles and drug paraphernalia on a daily basis. Police presence has been increased to respond to property damage, drug distribution and gun crime. In short, it’s devastating. If you require this information in an accessible format, please contact 1-800-372-1102 extension 2001. Corr. 38-21 - 97 - Rt. Hon. J. Trudeau Hon. E. O’Toole J. Singh Support for communities to address homelessness and illegal activity Page | 2 In Durham, we’ve convened a task force to build and deliver on an action plan to address the immediate issues. We are coordinating social services, investing in supportive housing with wrap around services, running a regionally-funded primary care outreach program for the unsheltered and working with the healthcare sector to provide addictions treatment. But the problems continue to grow. Municipalities are not equipped to deal with these issues on our own. We know these problems are not specific to Durham Region and that national coordination and increased support is needed for housing, mental health and addictions, as well as tougher sentences for repeat criminals. We ask you to visit our communities to see first-hand the destructive effects that drugs, crime and homelessness are having on our residents and downtown business owners. To support Durham communities, where these challenges are escalating, we recommend the following immediate actions: 1) Toughen penalties and sentencing for gun and drug-related offences. Over 30% of arrests made by Durham Regional Police Service are repeat offenders who need to be incarcerated longer to keep our streets safe. 2) Declare the opioid crisis a national health crisis and significantly increase funding and supports to effectively manage the crisis. In 2019, the number of opioid related deaths was four times the number in 2013. In 2020, it was even higher and we’re on track for a new record again in 2021. 3) Support municipalities with a post-pandemic community building fund that would allow communities to invest in projects to help address their specific housing, mental health and addictions or law enforcement needs. Our community resources are being overwhelmed by hundreds of unsheltered residents experiencing long-term, chronic issues. We need you to see the severity of these issues for yourself so we can work with the federal government on constructive solutions. We look forward to co-oordinating a meeting with you in September. Yours truly, John Henry Regional Chair and CEO c: Durham Regional Council Durham Region MPs - 98 - If you require this information in an accessible format, please contact 1-800-372-1102 extension 2001. The Regional Municipality of Durham Office of the Regional Chair 605 Rossland Rd. E. Level 5 PO Box 623 Whitby, ON L1N 6A3 Canada 905-668-7711 1-800-372-1102 john.henry@durham.ca durham.ca John Henry Regional Chair and CEO Sent Via Email August 20, 2021 The Honourable Doug Ford Premier of Ontario Legislative Building, Queen’s Park Toronto, Ontario M7A 1A1 Premier@ontario.ca The Honourable Christine Elliott Minister of Health College Park, 5th floor 777 Bay St. Toronto, ON M7A 2J3 Christine.Elliott@ontario.ca The Honourable Steve Clark Minister of Municipal Affairs and Housing College Park, 17th floor 777 Bay St. Toronto, ON M7A 2J3 Minister.mah@ontario.ca The Honourable Doug Downey Attorney General McMurtry-Scott Building, 11th floor 720 Bay St, Toronto, ON M7A 2S9 Attorneygeneral@ontario.ca Dear Premier and Ministers RE: Support for communities to address homelessness and illegal activity On behalf of the Region of Durham and in partnership with the City of Oshawa, I am writing to request your immediate support for challenges facing our communities. Since the start of the pandemic, across the region we have struggled to address a growing unsheltered population, increased opioid misuse resulting in death, and increased criminal behaviour. Specifically, in the downtown Oshawa core, businesses are advocating for change because employees and customers are Corr. 39-21 - 99 - If you require this information in an accessible format, please contact the Accessibility Coordinator at 1- 800-372-1102 ext. 2009. afraid to visit their locations. Municipal funds are being diverted to pay to clean up excrement and garbage, discarded needles and drug paraphernalia on a daily basis. Police presence has been increased to respond to property damage, drug distribution and gun crime. In short, it’s devastating. In Durham, we’ve convened a task force to build and deliver on an action plan to address the immediate issues. We are coordinating social services, investing in supportive housing with wrap around services, running a regionally-funded primary care outreach program for the unsheltered and working with the healthcare sector to provide addictions treatment. But the problems continue to grow. Municipalities are not equipped to deal with these issues on our own. We ask you to visit our communities to see first-hand the damaging effects that drugs, crime, and homelessness are having on our residents and downtown business owners. We know these problems are not specific to Durham, but they are escalating here. To support our communities, we recommend the following immediate actions: 1. Consider alternatives for repeat offenders who are not deterred by fines and cause property damage, use illegal drugs, trespass, and are aggressive towards residents and business owners. 2. Allocate funding and supports to Durham to address root causes of homelessness and address the opioid crisis including supportive housing with wraparound services, mental health, and addictions services, and community paramedicine programs. Our community resources are being overwhelmed by hundreds of unsheltered residents experiencing long-term, chronic issues. We need you to see the severity of these issues for yourself so we can work with the Province on constructive solutions. We look forward to co-ordinating a meeting with you in September. Yours truly, John Henry Regional Chair and CEO c: Durham Regional Council Durham Region MPPs Dan Carter Mayor, City of Oshawa - 100 - Town of Whitby 575 Rossland Road East, Whitby, ON L1N 2M8 905.430.4300 whitby.ca August 25, 2021 Via email: The Honourable Doug Ford Premier of Ontario premier@ontario.ca Re: OHIP Covered Eye Care Fees Please be advised that at a meeting held on August 23, 2021, the Council of the Town of Whitby adopted the following as Resolution # 222-21: Whereas routine eye care is critical to overall health, quality of life, and early detection of eye disease, such as glaucoma, cataracts, and macular degeneration; and, Whereas OHIP payments for eye care have increased by 9% over the last 30 years, which is severely outpaced by inflationary costs to provide eye exams such as rent, staff, utilities, equipment, taxes, supplies, and investment in modern technology to allow for earlier detection of eye disease; and, Whereas the Provincial government’s refusal to formally negotiate with Optometrists for more than 30 years has forced Optometrists to absorb approximately $17 3 million annually in the cost to deliver eye care to Ontarians; and, Whereas Ontario Optometrists took action after the 2021 Ontario Budget did not address OHIP-insured eye care, and voted to withdraw OHIP services beginning September 1, 2021, unless the government agrees to legally-binding negotiations to provide cost recovery for these services; and, Whereas this job action will jeopardize the provision of eye care and will have the greatest impact on vulnerable groups, including children and the elderly. Now therefore, be it resolved: 1.That Council requests that the Provincial government address OHIP-insured eye care immediately and enter into legally-binding negotiations with Ontario Optometrists to fund eye care services by providing cost recovery, prior to any job action taking place; and, Corr. 40-21 - 101 - 2. That the Clerk forward a copy of this resolution to Premier Doug Ford, the Honourable Christine Elliott -Minister of Health, Durham Region MPs and MPPs, the Ontario Association of Optometrists, the Region of Durham, and Durham Region municipalities. Should you require further information, please do not hesitate to contact the Office of the Town Clerk at 905.430.4315. Kathryn Douglas Legislative Specialist Copy: Ontario Association of Optometrists -oaoinfo@optom.on.ca Honourable Christine Elliott, Minister of Health -christine.elliott@pc.ola.org Lorne Coe, MPP, Whitby -lorne.coe@pc.ola.org Lindsey Park, MPP -Durham -lindsey.park@pc.ola.org Honourable Peter Bethlenfalvy, MPP, Pickering-Uxbridge - peter.bethlenfalvy@pc.ola.org Jennifer French, MPP, Oshawa -jfrench-co@ndp.on.ca Honourable Rod Phillips, MPP, Ajax -rod.phillips@pc.ola.org Honourable Mark Holland, MP, Ajax – mark.holland@parl.gc.ca Colin Carrie, MP, Oshawa -colin.carrie@parl.gc.ca Erin O’Toole, MP, Durham -erin.otoole@parl.gc.ca Ryan Turnbull, MP, Whitby -turnbullwhitby@parl.gc.ca Jennifer O’Connell, MP, Pickering-Uxbridge - Jennifer.oconnell@parl.g.ca B. Jamieson, Clerk, Township of Scugog - bjamieson@scugog.ca F. Lamanna, Clerk, Township of Brock -fernando.lamanna@brock.ca J. Gallagher, Clerk, Municipality of Clarington -clerks@clarington.net M. Medeiros, Clerk, City of Oshawa -clerks@oshawa.ca S. Cassel, Clerk, City of Pickering -clerks@pickering.ca D. Leroux, Clerk, Township of Uxbridge -dleroux@town.uxbridge.on.ca C. Harris, Town Clerk -harrisc@whitby.ca Page 2 of 2 - 102 - Memo To: Marisa Carpino September 2, 2021 Chief Administrative Officer From: Kyle Bentley Director, City Development & CBO Copy: City Clerk Chief Planner Manager, Policy & Geomatics Principal Planner, Policy Subject: Envision Durham – Region-wide Growth Analysis Technical Report File: A-2100-020 This memo is intended to provide a short overview of the Region of Durham’s Growth Analysis Technical Report, and highlight the key concerns City staff conveyed to the Region. On July 2, 2021, the Region released the Region-Wide Growth Analysis Technical Report (GA Report), the first of four technical reports the Region will be releasing over the summer, as part of their Land Needs Assessment exercise. The other three technical reports will be dealing with Housing Intensification, an Employment Strategy, and Community Area Urban Land Needs respectively. The GA Report can be accessed through the following hyperlink: https://www.durham.ca/en/regional-government/resources/Documents/Council/CIP-Reports/CIP- Reports-2021/2021-INFO-71.pdf Given the short comment period (30 days) associated with this and the other technical reports, staff intend to provide staff-to-staff comments to the Region, and provide Council with regular updates through CAO correspondence, highlighting any key concerns and comments conveyed to the Region. Regional staff will be preparing a Land Needs Assessment Recommendations (Summary) Report, compiling the key outcomes, technical analysis, and related recommendations contained in the four technical reports. The Summary Report will be presented to Regional Planning and Economic Development Committee in the Fall of 2021. City staff will, at that time, bring forward a recommendation report to Pickering’s Planning & Development Committee, providing the City’s formal comments on the Region’s Land Needs Assessment Recommendations (Summary) Report. The Growth Analysis Report (GA Report) The purpose of the GA Report is to present the analysis of the region’s long-term population and housing growth potential, based on current data. The GA Report provides: a comprehensive overview of the population, employment and housing trends in Durham; insight into shifts in housing supply and affordability and changing demographics; a high-level summary of the long- term employment forecast to 2051; and a long-term growth forecast by density type from 2021 to 2051. CAO 59-21 Corr. 41-21 - 103 - September 2, 2021 Page 2 of 3 Region-Wide Growth Analysis Technical Report Some of the key findings of the GA Report are the following: • By 2051, Durham Region’s population is forecast by the Province to grow to approximately. 1,300,000 persons, representing an annual population growth rate of 1.9%; • Population growth in Durham will primarily be attributed to continued immigration and intra-provincial migration from other areas in Ontario; • Strong population growth in the 75+ age group is anticipated to increase the demand for medium-and high-density housing forms, including senior’s housing and affordable housing options; • The number of persons per household is steadily declining (from 3.07 in 2001 to 2.92 in 2016) and forecast to drop to 2.77 persons between 2016 and 2051. This is mainly the result of the aging of population during this time; • Durham is anticipated to accommodate a growing share of young adults and new families seeking attainable home ownership and rental housing opportunities. Housing preferences from this demographic are anticipated to drive future housing demand across the Region in urban areas, which offer higher-order transit, and in suburban locations which provide options for growing families; • Demand for single and semi-detached dwellings will remain, but there will be a continued shift to medium and high density housing forms; • To accommodate the forecast total population, Durham Region will require approximately 240,900 new dwelling units between 2016 and 2051, equating to approximately 6,900 new dwelling units annually; and • Durham’s total employment is forecast to grow to approximately 460,000 jobs by 2051, representing an increase of approximately 236,400 jobs between 2016 and 2051. Staff Comments Staff is generally in agreement with many of the findings of the GA Report. However, a number of key concerns have been identified, that are elaborated on below. • Although an incremental approach to releasing the four technical papers is more manageable for staff to produce, the GA Report contains numerous references to the Housing Intensification Study Report and numbers related to Designated Greenfield Areas (that form part of the Community Area Urban Land Needs Technical Report), even though these reports have not yet been released for comments. Without having reviewed these other reports, staff were left to review the GA Report in a vacuum. - 104 - September 2, 2021 Page 3 of 3 Region-Wide Growth Analysis Technical Report • Staff have fundamental concerns with the significant change in the relative percentages of low, medium and high density households between what currently exists (using 2016 data) and what is forecast in the Report (Figure 5-B). In 2016, low density housing accounted for 72% of housing development, whereas in Figure B-5, low density housing accounts for only 21.8% of the housing development forecast between 2021 and 2051. High density housing accounted for 13% in 2016, but is forecast to be 48% of the housing stock between 2021 and 2051. The Report does not provide sufficient evidence to support this dramatic change, and appears to rely in part on other reports and studies that have not been released. • The Land Needs Assessment Methodology for the Greater Golden Horseshoe stipulates that lower projections for population, dwelling by type, or employment are not permitted, as they would lead to housing affordability issues and land shortages. Although recent development trends reflect a shift towards medium and high density housing, there is still a demonstrated strong consumer preference for low density housing types. If the Region is only planning for low density housing types at the forecasted rate of 21.8%, the supply of singles and semi-detached units will continue to be constrained, which will push house prices higher, deepening the housing affordability crisis. • The GA Report states on page 86 that the Growth Plan’s 2051 growth forecast for Durham is aspirational and will require a significant increase in absolute growth levels if this forecast is to be realized. If the forecast is admittedly aspirational, it suggests that the Region will likely not attain the long-term forecast of 47.6% high density, 30.6% medium density and 21.8% low density housing type. The result is that the percentage of low density housing type will likely continue to represent a significant, or possibly the highest, share of housing type by proportion in Durham. Accordingly, staff recommend that the Long Term Growth Forecast be revised, to give greater recognition of the current and on-going market preference for low density housing. • Staff recommend that the Region, prior to releasing other components of the Region’s Land Needs Assessment Recommendations (Summary) Report, circulate a Revised Long Term Growth Forecast for comment to area municipalities and other stakeholders. The above concerns and other minor related comments have been forwarded to Regional staff on August 11, 2021. Staff will continue to provide updates on each of the subsequent technical papers. At this point in time, no further action or comments are required. Should you have any questions or wish to discuss further, please contact Catherine Rose at extension 2038 or Déan Jacobs at extension 2953. DJ:jc J:\Documents\Administration\A-2100\A-2100-020 \Growth Mng Technical Papers\Memo to Council (final).docx - 105 - 234-2021-4132 September 9, 2021 Dear Head of Council: Our government believes everyone deserves a safe and affordable place to call home. Inadequate supply and high housing costs have made housing unattainable for too many people in Ontario. We want to reduce red tape and streamline development approvals so that we can help to put affordable home ownership in reach of more Ontario families, and provide more people with the opportunity to live closer to where they work. That is why I am pleased to provide you with this Site Plan Control Guide. This guide provides an overview of site plan control and shares best practices from some communities across Ontario which municipalities may consider implementing to make the site plan process more efficient. The Site Plan Control Guide also works to support The Provincial Policy Statement, 2020 and other recent changes to the land use planning system – including changes to the Planning Act through Bill 108, the More Homes, More Choice Act, 2019 and to A Place to Grow: Growth Plan for the Greater Golden Horseshoe. Collectively, these changes support key government priorities of increasing housing supply, supporting job creation and reducing red tape – while continuing to protect Ontarians’ health and safety and the environment, including the Greenbelt. If you have any questions about the Site Plan Control Guide, please email the Ministry at provincialplanning@ontario.ca. Sincerely, Steve Clark Minister c:Chief Administrative Officer Ministry of Ministère des Municipal Affairs Affaires municipales and Housing et du Logement Office of the Minister Bureau du ministre 777 Bay Street, 17th Floor 777, rue Bay, 17e étage Toronto ON M7A 2J3 Toronto ON M7A 2J3 Tel.: 416 585-7000 Tél. : 416 585-7000 Corr. 42-21 - 106 - Memo To: Susan Cassel City Clerk September 17, 2021 From: Jaclyn San Antonio Senior Advisor, Equity, Diversity & Inclusion Clara Addo-Bekoe Manager, People & Culture Copy: Chief Administrative Officer Division Head, Public Affairs & Corporate Communications Pickering Anti-Black Racism Taskforce Members Subject: Pickering Anti-Black Racism Taskforce (PABRT) 2021 Quarterly Update and Work Plan File: A-1410-010 The Pickering Anti-Black Racism Taskforce (PABRT) is pleased to submit, for Council’s information, the 2021 quarterly report and Work Plan as follows: Struck in early 2021, the PABRT has so far completed the following: At our April 8th meeting, the taskforce appointed our executive team, appointing the positions of chair, vice-chair, treasurer, and two secretaries Our Terms of Reference was formally adopted by the taskforce on April 26 th At the May 6th meeting, our 7 sub-committees were struck: Youth Development Education Health and Wellness Services Employment Opportunities and Financial Supports Community and Civic Engagement Inclusive Governance and Leadership Policing and the Justice System The taskforce voted to provide a letter of support for the Community Piano Project (Music and Wellness Safe Space for City of Pickering) at June 3rd meeting Various communication tools (PABRT.ca, Microsoft Teams site) and a regular meeting cadence (for executive and sub-committee meetings) have been established Joined with the Pickering Library Anti-Black Racism Working Group in sending a letter of concern to the City of Pickering regarding the hiring of Goss Gilroy as the selected vendor to support the City in forming its strategy and achieving its Equity, Diversity, and Inclusion Corr. 43-21 - 107 - September 17, 2021 Page 2 of 6 Pickering Anti-Black Racism Taskforce 2021 Quarterly Report objectives. Key concerns of both the PABRT and the ABRWG is that Goss Gilroy’s public image and information does not demonstrate expertise in EDI, nor do they represent racialized communities/reflect City of Pickering residents A Code of Ethics was created specifically for the PABRT by vice-chair Catherine Mosca – accepted by vote on June 3, 2021, individual taskforce member adherence forms signed and submitted in July/August 2021. Initial meetings with key partners: Durham Regional Police Service, Durham District School Board, Andrea Horwath Terms of Reference revised to provide greater clarity on the autonomy and accountability of sub-committee co-chairs to streamline communications and more efficiently complete taskforce work July 9 PABRT.ca was launched August 12 Media Advisory released for the Call for Subcommittees 2021 Work Plan The following activities are planned for the remainder of the year in accordance with the mandate, goals, objectives and responsibilities of the PABRT. Activities are organized acco rding to the subcommittees of the PABRT. Refer to Chart 1 for further details on how the work of each subcommittee aligns with the goals, objectives and responsibilities of the PABRT . For more information on PABRT and its subcommittees, please visit pabrt.ca Subcommittee Activity Budget Community & Civic Engagement (CCE) Promote existence of Pickering Anti-Black Racism Taskforce via the Pickering Community Piano event featuring artist Aiysha Chiguichon and a facilitated community conversation (September 2021) Participate in Reimagine Culture Days with City of Pickering (September/October 2021) Purchase Banner for PABRT to be used at events and to advertise Host a virtual Open House event for residents to highlight PABRT subcommittees and related City of Pickering services (November/December 2021) Promote Bang the Table / Let’s Talk Pickering to enhance community engagement with the taskforce Leverage PABRT website, social media: Facebook, Twitter, YouTube, TikTok to encourage Black community residents to register and access the Let’s Talk Pickering community engagement platform. $15,000 - 108 - September 17, 2021 Page 3 of 6 Pickering Anti-Black Racism Taskforce 2021 Quarterly Report Education (EDU) Facilitate workshops for parents/caregivers on navigating the school system in Durham Region and provide training and resources for parents/caregivers to work towards Black student success. October/November 2021 In preparation for the workshops, members of the Education Subcommittee will receive training using the African Canadian Christian Network (ACCN) framework on navigating the school system. Host a panel discussion featuring Durham District School Board’s Compendium for Black Student Success, which highlights the goals, mission, actions and achievements of the Compendium. $4,000 Employment (EMP) Prep work for 2022. See long term plans below. Host a workshop on financial literacy featuring Samantha Brookes, which focuses on the importance of investing early and consistently building on generational wealth. The workshop will further explore financial components such as budgeting, borrowing, estate planning, life insurance and real estate properties. January 2022. Facilitate a coding workshop for Black youth in collaboration with a technical service provider (e.g., Girls Who Code, Black Boys Code, Tech Spark). This workshop aims to enhance skill-building around creativity, teamwork, presentation, and problem-solving in the digital age. February 2022. n/a Health & Wellness (HLT) Host a virtual event to engage the black health and wellness organizations and service providers in Durham. The event will feature semi-structured questions created by our sub-committee to guide a discussion to help determine the gaps in service and steps needed to improve the health of the Pickering black community. Proposed date of event November 2021 n/a Inclusive Governance & Leadership (INC) Prep work for 2022. See long term plans below: Develop an inclusion lens policy to inform the City’s procurement processes. Retaining expertise in diversity & inclusion, and procurement policies. Recommend fair standards for hiring persons identified as black in leadership positions n/a - 109 - September 17, 2021 Page 4 of 6 Pickering Anti-Black Racism Taskforce 2021 Quarterly Report Research studies on effective policies on diversity hiring in municipalities. Hiring of facilitator/trainer on anti-black racism training Retaining expertise to assist with conducting surveys and statistical analysis of data Policing & Justice System (POL) Host a panel discussion on building trust between the Black community and police. The panel discussion will include a moderator and experts from law enforcement, the Black community and DRPS representative(s). November 2021 Create a virtual database for the Black community on resources available for addressing police misconduct. The sub-committee will compile a comprehensive listing of organizations, field professionals and government agencies that provide support in addressing police misconduct. This information will be housed on the PABRT.ca/Help your Neighbours n/a Youth Development (YTH) Partner with CCE subcommittee to assist with community engagement events that will promote the PABRT and attract youth members to join the task force. n/a Chart 1. Fulfillment of Goals, Objectives, and Responsibilities Goals, Objectives, and Responsibilities CCE EDU EMP HLT INC POL YTH 1. Be inclusive of all community residents at all levels and abilities; and, 2. Build partnerships and share resources with like-minded organizations to maximize benefit, be aware of global best practice, to reduce potential for overlap of services and initiatives. - 110 - September 17, 2021 Page 5 of 6 Pickering Anti-Black Racism Taskforce 2021 Quarterly Report Goals, Objectives, and Responsibilities CCE EDU EMP HLT INC POL YTH 3. Celebrate and support success within the Black community. 4. Conserve and promote Black history and heritage. 5. Engage stakeholders, businesses, and cultural organizations as partners in the delivery of initiatives. 6. Ongoing communication with the residents of Pickering to identify existing systemic barriers for Black residents and develop/provide opportunities to address these barriers, provide education, and effect change. 7. Produce an annual action plan and report to Council within the first three months of operation, which identifies primary goals, measurement tools, implementation plans, timelines, and budget. 8. Provide advocacy and leadership on behalf of the Black community to the City, as well as organizations and businesses serving the City of Pickering. 9. Provide educational resources to build allies within and for the Black community. 10. Provide opportunities for the creation, education, and enjoyment of Black culture. 11. Strengthen and support Black-led economic development and Black employment initiatives. - 111 - September 17, 2021 Page 6 of 6 Pickering Anti-Black Racism Taskforce 2021 Quarterly Report Goals, Objectives, and Responsibilities CCE EDU EMP HLT INC POL YTH 12. Support the creation and success of Black community and cultural organizations. 13. Work towards the reduction/elimination of anti-Black racism. - 112 - Memo CAO 63-21 To: Marisa Carpino September 22, 2021 Chief Administrative Officer From: Kyle Bentley Director, City Development & CBO Copy: City Clerk Chief Planner Manager, Policy & Geomatics Principal Planner, Policy Subject: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 This memo relates to Item 5.3, Recommendation Report PLN 33-21, of the Planning & Development Committee Agenda of September 13, 2021. During the Planning & Development Committee meeting, a number of questions were raised, and points of clarification were requested by Committee members, related to the applications. The following are staff’s responses to the questions and points of clarification: 1. Is there some way to make these amendments a “living document”, so that as more houses are demolished and replaced that are outside of the currently recommended Established Neighbourhood Boundaries, consideration can be given to modifying the boundaries? The recommended Established Neighbourhood Precincts and their associated boundaries were determined based on a combination of age of dwellings, existing lot coverage, areas within neighbourhoods with comparatively larger lots, and the prevalence of new construction. Staff will undertake to establish an annual monitoring program of infill and replacement dwellings within the eight Focus Neighbourhoods as identified through the Infill and Replacement Housing in Established Neighbourhoods Study (Infill Study), namely: Bay Ridges, Dunbarton, Highbush, Liverpool, Rosebank, Rougemount, West Shore, and Woodlands. - 113 - The Infill Housing Monitoring Program will report on the number and type of Building Permit and Minor Variance applications for infill and replacement dwellings as they relate to zoning by-law provisions such as: dwelling depth, dwelling height, driveway width, height of the front entrance, front yard setback, interior garage size, and lot coverage, subject to available information. In addition, staff will collect data on infill housing, replacement housing and additions in the areas of West Shore and Bay Ridges that were built in the 1960’s and 1970’s and that are not currently included in an Established Neighbourhood Precinct. Staff will provide an analysis of the data collected and an opinion on the effectiveness of the infill and replacement by-laws and checklist, and what, if any, amendments should be made to the recommended Established Neighbourhood Precinct boundaries. Any future proposed changes to Established Neighbourhood Precinct boundaries will be subject to a zoning by-law amendment process and community engagement process as required by the Planning Act. 2. Provide clarity on how the Urban Design Guideline Checklist is to be applied The Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2020, (Guidelines), and the associated Checklist, are not an evaluation tool for a Building Permit application. The Guidelines (and zoning by-law) should be adhered to in designing a new dwelling. However, it is recognized that there will be circumstances where relief from a zoning provision is sought through the Committee of Adjustment. The purpose and intent of the Urban Design Guideline Checklist is to summarize the key intentions of the Guidelines, and to act as a quick review for planning staff, Committee of Adjustment Members, and designers when reviewing or preparing Minor Variance applications. The Urban Design Guideline Checklist cannot be read in isolation and must be read in conjunction with the Guidelines and the relevant Guidelines are to be applied to each situation. The Urban Design Guidelines establish guidelines to encourage the construction of new houses that support and enhance the character of the identified neighbourhood precincts rather than freezing neighbourhoods in time. The Guidelines address the compatibility of scale and massing of new construction compared to adjacent houses and the character of the streetscape. The Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2020, were developed and prepared by SGL Planning and Design Inc. (SGL) as part of the recommendations from the Infill Study, and adopted by Council on September 28, 2020. The Guidelines have been amended through the Official Plan and Zoning By-law Amendment (OPA and ZBA) application process in response to feedback received through the consultation process and to be consistent with the recommended Infill Housing amendments. Similarly, the Urban Design Guideline Checklist has been updated to reflect these changes. September 22, 2021 Page 2 of 6 Response to Planning & Development Committee - 114 - Appendix Vl of Report PLN 33-21 contains the staff recommended Revised Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, August 2021. 3. How is “community/neighbourhood character” determined? From a planning standpoint, community/neighbourhood character is made up of elements of the natural environment and built resources within a defined area. Community/neighbourhood character may vary from neighbourhood to neighbourhood, as well as within a neighbourhood, and is the sum of all of the attributes and assets that contribute to the area. The unique combination of all of these elements is what establishes a distinctive sense of place or “community/neighbourhood character” for the people who live, work, play or learn there. In the Spring of 2017, following direction from Council (November 21, 2016 Resolution #236/16), staff facilitated a public engagement process to gather the thoughts and opinions from the community on how they would define their community/neighbourhood character. This was in response to concerns expressed by local residents that new homes being built were not compatible with the existing character of their neighbourhoods. The resulting direction from Council was for staff to retain consultants to undertake a study to address infill and replacement housing in established neighbourhoods in the South Pickering Urban Area. One of the key objectives of the Infill Study was to identify and evaluate the unique qualities and characteristics of the City’s established neighbourhoods, or parts thereof, and the key issues regarding infill and replacement housing that are of concern to residents. In the Phase 1 Report of the Infill Study, SGL reported on key physical features identified through observation of the subject neighbourhoods in order to determine the appropriate tools that could be used to manage new construction so that it is compatible with the existing community/neighbourhood character. The City’s consultants that undertook the Infill and Replacement Housing in Established Neighbourhoods Study categorized the key elements that define community/neighbourhood character under the three themes of Built Form, Streetscape, and Neighbourhood Composition as follows: • Built Form (examined elements such as Building Height, Height of Front Entrance, and Lot Coverage); • Streetscape (examined the relationship between buildings, between buildings and the street, between buildings and other defining landscape features such as Front Yard Setback and Driveway W idth); • Neighbourhood Composition (examined elements that contribute to neighbourhood character on a broader scale such as street trees). The key physical features or elements have been examined in detail, discussed in consultation, and sought and received feedback on, throughout the Infill Study and the resulting OPA and ZBA application process. September 22, 2021 Page 3 of 6 Response to Planning & Development Committee - 115 - 4. Clarification regarding Committee of Adjustment decisions At the September 13, 2021 Planning & Development Committee meeting, comments were made that there is a lack of clarity around what is community/neighbourhood character, the need for plain language, and the need for clarity on “interpretations” so that conclusions reached by planning staff would not differ from a conclusions reached on the same issue by the Committee of Adjustment. The zoning by-law is quantifiable. In contrast, official plan policies and design guidelines identify goals, objectives and design intent. The degree to which someone can deviate from a zoning standard or guideline requires independent evaluation of the proposal, its fit within the site-specific context, impacts on abutting properties, community input, and the overall evaluation of the commenting bodies and decision makers. To quantify the extent of deviations that would be permissible given the range of possible circumstances would undermine the independent judgement of those persons retained to provide recommendations and decisions. 5. Clarify “protecting cottages” During the September 13, 2021 Planning & Development Committee meeting, there were comments made suggesting that the recommended Infill Housing amendments are intended to “protect the original cottages” that remain in some of the neighbourhoods. Based upon the investigations of the Infill Study, it is clear that few of the original cottages built around Frenchman’s Bay continue to exist today. A review of Building Permit data provides evidence that the majority of homes in the West Shore and Bay Ridges Neighbourhoods (which surround Frenchman’s Bay) were built between 1935 and 1975. One of the important goals of the Infill Study, which was clearly established in the scope of work for the project, was to enable neighbourhoods to continue to evolve while respecting the character of the area. The Council endorsed recommendations of the Infill Study, and the recommended Infill Housing amendments contained in Report PLN 33-21, do not limit new construction to what currently exists in the neighbourhood, or what previously existed in the form of “cottages”, but rather, seeks to strike a balance between permitting new construction of infill and replacement housing and maintaining compatibility with the character of the neighbourhood. 6. How do the Infill policies and zoning provisions apply to site specific development applications in process on lands within an Established Neighbourhood Precinct? A question was raised about applications already in process and how the Infill Housing recommendations affect those applications. Transition provisions in the recommended zoning by-laws allow an individual who has submitted a building permit application to the City, for which the proposal complies with the current zoning by law, or can achieve compliance with a Committee of Adjustment decision, to proceed under those zoning controls. September 22, 2021 Page 4 of 6 Response to Planning & Development Committee - 116 - Similarly, an individual who has submitted an application to the Committee of Adjustment, to vary the current zoning by-law, may continue under those rules and the decision of the Committee, including proceeding with a building permit under those rules as varied by the Committee. Planning applications for official plan amendment, subdivision, and rezoning for lands within an Established Neighbourhood Precinct proceed with a recommendation report to Committee and Council in due course. The Planning Act requires these applications go through a thorough review, including a public consultation process. The applications will be reviewed in the context of the Infill Housing recommendations, but may be able to demonstrate that some deviations from the Infill Housing recommendations are warranted. 7. Can the zoning by-law be phased in? At the September 13, 2021 Planning & Development Committee meeting, a comment was made about “phasing in” the zoning by-law. Staff raised the matter with the City Solicitor and external counsel. The concept raised a number of immediate concerns. Unlike provincial legislation, which can be passed with “a date to be proclaimed in the future”, zoning by-laws come into force on the date of Council passing, subject to any appeal. 8. Was COVID-19 taken into consideration? A comment/question was raised about whether the constraints imposed by the COVID-19 pandemic was a consideration in undertaking the analysis of community/neighbourhood character and establishing appropriate official plan policies, zoning provisions, and guidelines. Assuming the inference was that larger homes may be required due to the provincially-issued stay-at-home orders, it was not. Direction of Council for this project was to effectively control the height, bulk and massing of new development that was being built in established neighbourhoods. There was no broader investigation or analysis into the impacts of the current COVID-19 pandemic on consumer demand relative to house or lot size and whether or not dwellings permitted by the proposed zoning by-law provisions would be appropriate. 9. Clarification regarding a petition about property values A comment was made about the reference on Page 172 of the Planning & Development Committee Agenda to a petition regarding property values. As noted at the meeting, the City did not receive this petition. By contrast, the petition referencing protecting trees was received by the City and acknowledged by the Clerk. 10. Clarification regarding a Tree Preservation on Private Property By-law Staff are planning to bring a report on the Tree Preservation on Private Property By-law to Planning & Development Committee in May 2022. September 22, 2021 Page 5 of 6 Response to Planning & Development Committee - 117 - 11. Staff recommendation Staff was requested to respond to comments heard at the meeting and provide an opinion on the recommendations presented in Report PLN 33-21. Based on what was heard, staff recommends Council proceed with passing the recommendations of Report PLN 33-21. Staff believes the recommended documents achieve a balance between those community members who wish that no provisions be put in place by the municipality to control infill and replacement housing, and those that wish that stronger provisions be put in place and that the Established Neighbourhood Precincts be expanded. If you have any questions, please contact Margaret Kish at extension 2196, or myself at extension 2070. MK:so September 22, 2021 Page 6 of 6 Response to Planning & Development Committee - 118 - Memo To: Marisa Carpino September 22, 2021 Chief Administrative Officer From: Kyle Bentley Director, City Development & CBO Copy: City Clerk Chief Planner Manager, Policy & Geomatics Principal Planner, Policy Subject: Report PLN 33-21 City Initiated: Official Plan and Zoning By-law Amendment Infill and Replacement Housing in Established Neighbourhoods Recommended Amendment 40 to the Pickering Official Plan Recommended Informational Revision 28 to the Pickering Official Plan Recommended Draft Zoning By-law Amendments Revised Urban Design Guidelines Files: OPA 20-006/P and A 11/20 This memo relates to Item 5.3, Recommendation Report PLN 33-21, of the Planning & Development Committee Agenda of September 13, 2021. For additional clarity, staff is recommending a change to the wording of 5.(2) Transition Provisions of the Recommended Draft Zoning By-laws. These changes clarify that an “Existing” Building Permit or Minor Variance application is an application that is submitted to the City prior to the effective date of the new Infill By-law. Secondly, these changes clarify that an applicant of an existing building permit application may submit an application to the Committee of Adjustment to achieve zoning compliance, and that the Committee of Adjustment application will be reviewed against the provision(s) of the applicable zoning by-law as it read on the day before the effective date of the Infill By-law. MK:so J:\Documents\Development\D-3100\2020\OPA 20-006, A11-20\Memos\Sept 27-2021 Memo to Council\By-law Changes Memo.docx CAO 64-21 - 119 - Report to Council Report Number: CLK 05-21 Date: September 27, 2021 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: 2022 Pre-Budget Approval and Award of RFP2021-6 for Integrated Voting Solution -File: A-1440 Recommendation: 1. That Report CLK 05-21, regarding a Request for Proposal for an Integrated Voting Solution for the 2022 Municipal and School Board Elections, be received; 2. That the proposal submitted by Dominion Voting S ystems Corporation, in the amount of $246,667.70 (HST included), and a net project cost of $222,132.00 (net of HST rebate), to provide an integrated internet and paper ballot election voting method for the Municipal and School Board Elections for a period of 5 years, be accepted; 3. That Council authorize the Director, Finance & Treasurer, to finance the net project cost of $222,132.00 by a transfer from the Election Reserve; and 4. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: On Friday, July 9, 2021, the City of Pickering issued a Request for Proposals (RFP) for an integrated internet and paper ballot election voting method, including the use of vote tabulating equipment for paper ballots, for the 2022 City of Pickering Municipal and School Board Elections. The RFP requested the delivery of an integrated solution that demonstrates a seamless and full integration between the two voting methods for calculating final results that include both the ballots cast over the internet, and ballots cast at in-person voting locations. Request for Proposal No. RFP2021-6 was posted on the City's website on July 9, 2021 and three proposals were received by the closing date and time. Dominion Voting Systems is the highest ranked Proponent. - 120 - CLK 05-21 September 27, 2021 Subject: 2022 Pre-Budget Approval and Award of RFP2021-6 Page 2 Financial Implications: Project Costing Summary RFP2021-6 $218,290.00 HST (13%) 28,378.00 Total Gross Project Cost $246,668.00 HST Rebate (11.24%) (24,536.00) Total Net Project Cost to City $222,132.00 The financial payments for the internet and paper ballot voting solution will be due in 2022. Election costs are financed by a transfer from the Election Reserve and the 2022 Budget for the elections cost centre will include this expenditure. As of December 31, 2021, the projected balance in the Election Reserve (Account 408003) is $554,389.00. The residual funds will be applied to fund other operating costs associated with the administration of the 2022 Municipal Election. Discussion: At the Executive Committee Meeting of May 3, 2021, Report CLK 02- 21, regarding the 2022 Municipal Election, Approval of Voting Method and Changes to the Municipal Elections Act, was approved by the Committee. The Report was subsequently approved by Council at the May 25, 2021 Council Meeting, giving authority for an integrated internet and paper ballot voting method through Resolution #600/21. As outlined in Report CLK 02-21, Internet Voting will be conducted throughout the entire voting period for eight consecutive days beginning Monday, October 17, 2022 and ending at the close of the polls at 8:00 pm on Election Day, Monday, October 24, 2022. In-person, paper ballot voting will only be offered on Election Day, Monday, October 24, 2022, at approximately 6 “vote anywhere” voting locations throughout the City. Proponents submitted proposals for an integrated solution that needed to clearly demonstrate a seamless and full integration of the internet and paper ballot voting systems, in conjunction with the City’s Voters’ List management provider (DataFix), and for calculating final results that include both the ballots cast over the internet and by paper, at in-person voting locations. On July 9, 2021, RFP2021-6 was issued, and three proposals were received. An Evaluation Committee consisting of staff from Corporate Services convened on August 26, 2021. The three proposals were independently scored and evaluated based on the rated criteria. A combined average score for each proposal was determined as part of the evaluation process and the top ranked proponent is Dominion Voting Systems. Dominion Voting Systems is a well-known vendor for election voting services and has been supporting elections since 2003. For the 2018 Municipal Election, the City of Pickering used - 121 - CLK 05-21 September 27, 2021 Subject: 2022 Pre-Budget Approval and Award of RFP2021-6 Page 3 Dominion Voting Systems for an internet and telephone voting solution. The election voting systems were secure and reliable with the exception of a bandwidth issue in the final hours of voting on Election Day. On October 22, 2018, several municipalities using Dominion Voting experienced a slowdown in the traffic to the internet voting system. The slowdown was caused by an unauthorized limit on incoming voting traffic by a third party internet colocation provider. Since that time, Dominion has taken extensive measures to ensure that its infrastructure is capable of providing sufficient bandwidth for future elections and has changed its entire platform, resulting in more control and the ability to make real-time bandwidth adjustments as needed. Dominion Voting Systems is confident that these infrastructure changes will eliminate any bandwidth concerns in future elections. As part of the evaluation process, pointed questions were asked regarding the security aspects of the voting solution and in particular, bandwidth specifications and any improvements made since the 2018 Election. All other aspects of the services provided by Dominion in 2018 were successful, and with the changes made to correct the bandwidth issues experienced in 2018, the Evaluation Team feels confident in the voting solution being proposed by Dominion for the 2022 Municipal Election. References provided by Dominion Voting Systems have been checked and are deemed acceptable. The signed Health & Safety Regulation Form and a current WSIB Clearance Certificate issued by Workplace Safety and Insurance Board has been submitted by Dominion Voting Systems and the Certificate of Insurance has been reviewed by the Division Head, Finance, and is deemed acceptable. Upon careful examination of all proposals and relevant documents submitted, staff recommend the acceptance of Proposal RFP2021-6 submitted by Dominion Voting Systems in the amount of $246,667.70 (HST included). Attachment: 1. Supply and Services Memorandum dated September 21, 2021 Prepared By: Prepared/Approved/Endorsed By: Original Signed By: Original Signed By: Catalina Blumenberg Deputy Clerk Susan Cassel City Clerk - 122 - CLK 05-21 September 27, 2021 Subject: 2022 Pre-Budget Approval and Award of RFP2021-6 Page 4 Approved/Endorsed By: Approved/Endorsed By: Original Signed By: Original Signed By: Ray Rodrigues CPPB Manager, Supply & Services Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer Approved/Endorsed By: Original Signed By: Paul Bigioni Director, Corporate Services & City Solicitor Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 123 - Memo To: Paul Bigioni Director, Corporate Services Sept 21, 2021 From: Ray Rodrigues Manager, Supply & Services Copy: Administrative Assistant, Corporate Services City Clerk Deputy Clerk Subject: Proposal No. RFP2021-6 Integrated Voting Solution Closing Date: August 5, 2021 - File: F-5300-001 Further to memo dated August 16, 2021, 3 proposals proceeded to Stage II evaluation. The Evaluation Committee, consisting of City Staff from Corporate Services conducted independent evaluations of the proposals. A summary of average scores is completed and a copy is attached. In accordance with Item 2.6 Stage V – Ranking of Proponents, all scores from Stage II and Stage III have been added together, the propon ents have been ranked based on their total scores, and 1 proponents was selected to attend an interview in Stage IV. Dominion Voting Systems Corporation is the highest ranking proponent in the amount of $218,290 plus HST. A budget of $554,389 is available for this procurement. If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item 11 for additional instructions. In accordance with Part B. Material Disclosures, Item 1, as a pre-condition of award, the selected proponent, Dominion Voting Systems Corporation will be required to provide the following documents for review: (a)A copy of the City’s Health and Safety Policy form currently dated and signed; (b)a certificate of insurance completed by the Company’s agent, broker or insurer; and (c)a complete set of Operating Manuals, Maintenance Manuals, and all tools necessary for basic operations and maintenance of the integrated solution, prior to the deployment of the voting system. Please advise if Supply & Services is to proceed with this task. - 124 - Attachment #1 to Report #CLK 05-21 In accordance with Purchasing Policy Item 10.04, where written proposals are obtained by the Manager in accordance with procedures set out in Section 06 and funds are a vailable in the approved budget: (c) An award over $50,000 is subject to the additional approval of Council. Please include the following items in your Report to Council: 1. if Items (a) is acceptable to the Co-ordinator, Health & Safety or designate, if required; 2. if Item (c) is acceptable to the Division Head, Finance; 3. any past work experience with the highest ranking proponent Dominion Voting Systems including work location; 4. the appropriate account number(s) to which this work is to be charged; 5. the budget amount(s) assigned thereto; 6. Treasurer’s confirmation of funding; 7. related departmental approvals; and 8. related comments specific to the project. Upon receiving Council’s approval, an approved requisition will be required to proceed. Do not disclose any information to enquiries during this time. The Proponents will be advised of the outcome in due course. If you require further information, please feel free to contact me or a member of Supply & Services. RR attachments (1) RFP2021-6 Page 2 of 2 - 125 - Report to Council Report Number: CS 32-21 Date: September 27, 2021 From: Sarah Douglas-Murray Director, Community Services Subject: Ontario Trillium Foundation Community Building Fund – Capital Stream Application -Chestnut Hill Developments Recreation Complex Facilities Renovations -File: A-1440 Recommendation: 1. That staff be directed, through the Chief Administrative Officer, to submit an application under the Ontario Trillium Foundation (OTF) Community Building Fund – Capital Stream application for projects outlined in this report; 2. That if the City is successful in obtaining the grant funding, the Treasurer be authorized to fund the City contribution of $107,400 from a transfer from the Rate Stabilization Reserve; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary action to give effect hereto. Executive Summary: The Community Building Fund – Capital stream administered by the Ontario Trillium Foundation is currently open and grant applications must be submitted by the deadline of September 29, 2021. Grant applications can be up to a maximum of $500,000 and municipalities are eligible for 80 percent of total project costs. Staff have reviewed the grant eligibility, criteria and outcomes as well as the current Capital Budget and Capital Forecast and are recommending that an application be submitted for the four following projects at Chestnut Hill Developments Recreation Complex: • CHDRC Tennis Court flat roof gutter repairs -$120,000 • CHDRC Banquet Hall Floor Replacement -$155,000 • CHDRC O'Brien Arena Skate Tile Replacement -$195,000 • CHDRC Pool Bleachers Replacement -$67,000 Financial Implications: The proposed projects being proposed in the City’s application total $537,000. The grant application would request $429,600 plus $10,000 for mandatory proj ect signage totaling $439,000. Assuming 80 percent project funding is approved, the City contribution for all projects would be $107,400. The City contribution would be funded from the Rate Stabilization Reserve. - 126 - CS 32-21 September 27, 2021 Subject: Ontario Trillium Foundation Community Building Fund – Page 2 Capital Stream Application City staff always review senior government grant funding opportunities to maximize the benefits to the Pickering taxpayer. The original financing strategy for these projects would have been debt charges. However, City staff are trying to minimize the use of debt in order to save “debt capacity” for other larger value capital projects. Discussion: The Community Building Fund – Capital stream administered by the Ontario Trillium Foundation provides support for non-profits, Indigenous communities and Municipalities in the community sport and recreation sectors. The fund will help strengthen communities by supporting the repair, renovation or retrofitting of existing sport and recreation facilities to address: local community need by extending the life and maximizing the use of existing facilities (e.g. playgrounds, splashpads, etc.); or, COVID-19 related public health requirements now that support future preparedness . The grant application process opened on September 1, 2021 and closes on September 29, 2021. Organizations can apply for up to 100 percent of their total project cost up to a maximum of $500,000, with the exception of Municipalities with a population over 20,000 that can only apply for up to 80 percent of their total project cost. Eligible project costs will be supported up to a maximum of $500,000 and the minimum request amount is $10,000. There is a limit of one application per organization, however organizations can request multiple capital improvements within one facility or organizations can request the same capital improvements at multiple facilities. All proposed projects must; occur in the Province of Ontario and be completed within one year following OTF approval ; occur at facilities that are open to the public for sport or recreation use ; and, be for the repair, renovation or retrofitting of sport or recreation facilities operated by the applicant, which could include, but are not limited to playgrounds, sport and recreation facilities, trails, and outdoor fitness space. The grant application must also address one of the following outcomes: 1. Local community need outcomes Maximize use of facility – utilization of the space is maximized by increasing hours, use, and/or participation rates (e.g. outdoor field lighting, accordion style wall partitions) Extend life of facility – extend operational lifespan of facility (e.g. roof, HVAC, seating, windows and doors, electrical upgrades) Improve accessibility of facility – increase accessibility of facilities to benefit everyone (e.g. ramps, washrooms, automated door openers, elevators) - 127 - CS 32-21 September 27, 2021 Subject: Ontario Trillium Foundation Community Building Fund – Page 3 Capital Stream Application 2. Public health requirements outcomes Increase Physical Distancing -enable safe spacing between occupants (e.g. larger common spaces – hallways, bathrooms etc., plexiglass partitions, widening entrance/exit points) Improve Air Quality -enhance the quality of air in common and workspaces (e.g. HVAC, air filtration, windows/insulation to improve HVAC efficiency, ventilation upgrade) Reduce Physical Contact (touchless/automated) – reduce physical contact with shared surfaces (e.g. handwashing stations, touchless d oors, bottle refilling) Staff have reviewed the grant eligibility, criteria and outcomes as well as the current Capital Budget and Capital Forecast and are recommending that an application be submitted for the four following projects at Chestnut Hill Developments Recreation Complex: • CHDRC Tennis Court flat roof gutter repairs -$120,000 • CHDRC Banquet Hall Floor Replacement -$155,000 • CHDRC O'Brien Arena Skate Tile Replacement -$195,000 • CHDRC Pool Bleachers Replacement -$67,000 The proposed projects total $537,000. The grant application would request $429,600 plus $10,000 for mandatory project signage totaling $439,000. Assuming 80 percent project funding is approved, the City contribution for all projects would be $107,400. Attachment: 1. Ontario Trillium Foundation (OTF) Community Building Fund – Capital Stream Grant Information - 128 - CS 32-21 September 27, 2021 Subject: Ontario Trillium Foundation Community Building Fund – Page 4 Capital Stream Application Prepared By: Originally Signed By: Sarah Douglas-Murray Director, Community Services Approved/Endorsed By: Originally Signed By: Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer SDM:as Recommended for the consideration of Pickering City Council Originally Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 129 - Attachment #1 to CS 32-21 Community Building Fund – Capital Stream Repair, renovate or retrofit existing sport and recreation facilities to help strengthen communities. NEXT DEADLINE September 29, 2021 at 5 pm ET TERM LENGTH 6 or 12 months AMOUNT AWARDED (PER YEAR) Minimum $10,000 Maximum $500,000 Applications are now being accepted Apply now (/our-grants/otfs-granting-portal) Supporting Ontario’s Recovery https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 1/13 - 130 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation The Community Building Fund – Capital stream provides support for non-profits, Indigenous communities and Municipalities in the community sport and recreation sectors. The fund will help strengthen communities by supporting the repair, renovation or retrofitting of existing sport and recreation facilities to address: local community need by extending the life and maximizing the use of existing facilities (e.g. playgrounds, splashpads, etc.) OR COVID-19 related public health requirements now that support future preparedness Applications will be accepted starting September 1, 2021. If your organization and project are not eligible for funding through the Community Building Fund - Capital stream, we encourage you to explore additional funding opportunities offered by the Ministry of Heritage, Sport, Tourism and Culture Industries (http://www.mtc.gov.on.ca/en/awards_funding/funding.shtml) and Grants Ontario (https://www.ontario.ca/page/available-funding-opportunities-ontario-government). Definitions For the purpose of this fund, the following definitions are used: Recreation : Physic al activiti es engage d in f or th e purpo se of healt h, well-bei ng o r enjoyme nt wit h th e primar y focus on huma n activity . Spor t: Regulate d an d organize d form of physic al activity betwee n two o r mor e participant s. Suc h activity ma y b e in th e form of a game, match, race, or other form o f event . Repair: Fixing or restoring a facility t o increas e its usef ul lif e. Renovation : Updating th e functionality of a facility to impro ve its usefulness. Retrofi t: Addin g ne w featur es or par ts to improv e the functionalit y or efficien cy o f a facilit y. Important deadlines Applications are available starting September 1, 2021 Application deadline is September 29, 2021 at 5 PM ET Plan your application Prior to filling out an application, applicants are encouraged to review the Community Building Fund – Capital stream application questions. The overview of the application includes important information you will be https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 2/13 - 131 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation required to submit about your organization and project. It also indicates what documentation is required, such as financial statements, quotes, photos and proof of ownership. Review the Community Building Fund – Capital stream application questions (/resources/community-building-fund-resources/community-building-fund-capital-stream-application- questions) . Eligibility Review the Community Building Fund – Capital stream eligibility requirements and OTF’s Eligibility Policy to determine if your organization is eligible. Read specific requirements Organization eligibility Organizations applying to the Community Building Fund – Capital stream need to operate or manage sport and recreation facilities in Ontario that serve the public at-large, and must be one of the following: A charitable organization* or public foundation registered as a charity by the Canada Revenue A gency An organization incorporated as a not-for-profit corporation without share capital in a Canadian jurisdiction A First Nation / Métis / Inuit or other Indigenous community A Municipality *conservation authorities are eligible to apply as charitable organizations for the Capital stream Ineligible organizations include: An agency of the provincial or Federal government Organizations that are receiving funding from other sources for the same component of a capital project Colleges and universities operating sport and recreation facilities Primary and secondary schools operating sport and recreation facilities For-profit organizations https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 3/13 - 132 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Policy requirements Organizations need to meet the following OTF Policies: Anti-Discrimination Policy (/who-we-are/our-policies/anti-discrimination-policy) Eligibility Policy (/who-we-are/our-policies/eligibility-policy) (except where otherwise noted in the Community Building Fund – Capital stream requirements) Grant Rescind and Recovery Policy (/who-we-are/our-policies/grant-rescind-and-recovery-policy) One Application Per Deadline (/who-we-are/our-policies/one-application-deadline) Open Data Policy (/who-we-are/our-policies/open-data-policy) Payment Release for Grantees Policy (/who-we-are/our-policies/payment-release-grantees-policy) Reallocation of Grant Funds (/who-we-are/our-policies/reallocation-grant-funds) Recognition Policy (/who-we-are/our-policies/recognition-policy) Transfer of Active Grants Policy (/who-we-are/our-policies/transfer-active-grants-policy) Capital grants Policy (/who-we-are/our-policies/capital-grants-policy) Financial statement requirements While all organizations must meet OTF’s Financial Statement requirements, Municipalities, First Nation, Métis, Inuit or other Indigenous communities are not required to submit financial statements with their grant application. Organizations must upload their most recent completed financial statements based on their fiscal year-end date and total revenues. Financial statements must be completed within 12 months of the organization’s most recent fiscal year- end. Additional information pertaining to a surplus or deficit will need to be uploaded along with the financial statements, if applicable. Organizations must have at least one year of financial history from their incorporation or charitable registration date based on their organization's fiscal year-end date. Financial statements must be Board approved (draft statements are not accepted). Review all financial statement requirements (/resources/financial-statement-requirements) Board of directors requirements https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 4/13 - 133 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation All organizations must meet OTF’s Board of Directors requirements. However, Municipalities, First Nations, Métis, Inuit or other Indigenous communities are not required to submit Board of Director information with their grant application. Please ensure your organization meets all of the following criteria: Your organization must have a minimum of three active board members (term end dates must be on or after the grant application deadline date). At least 50% of the board must maintain an arm’s length relationship to each other. This means that board members and executives are not married or related to each other and do not work as business partners or are in another relationship where interests may be compromised. Municipality signage requirements Municipalities that receive grants of $100,000 or more will be required to purchase, produce and install an Ontario Builds sign (https://www.ontario.ca/page/building-ontario). Signs will need to be installed once grant applications are approved and OTF Grant Contracts are signed. Municipalities with project costs of $100,000 or more will be responsible to purchase, produce and install the Ontario Builds sign using $10,000 to be allocated in the Total OTF Budget Request. Review the Ontario Builds sign guidelines (https://www.ontario.ca/page/ontario-builds-templates#section-1) to assist with producing the sign. Review the project costs (https://otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#Project-costs) section to understand how to include the required signage cost into the Total OTF Budget Request. Organization and grant requirements While all organizations must meet OTF’s financial statement and Board of Director’s requirements, Municipalities, First Nation, Métis, Inuit or other Indigenous communities are not required to submit financial statements or Board of Director information with their grant application. Please ensure your grant application meets all the following criteria: All questions, acknowledgments and attachments are complete. https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 5/13 - 134 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Complies with the Eligibility Policy (/who-we-are/our-policies/eligibility-policy), except where otherwise noted in the Community Building Fund – Capital stream requirements. Complies with OTF policies (/who-we-are/our-policies). Strongly aligns with your chosen Community Building Fund - Capital stream outcome(s). Provides appropriate financial statements based on your organization’s total revenues and fiscal year end date, according to the financial statement requirements (/resources/financial-statement-requirements). Board of Directors is current and meets OTF requirements. OTF has no concerns with your organization's OTF granting history, for all past applications, either approved or declined. Application process Overview of the steps 1. Application submissio n Visit the grant application deadline page (/our-grants/grant-application-deadlines). Once the online application portal opens, you can begin the application. 2. Review and assessment OTF staff will first review your application as well as information available on your organization’s website and social media accounts, to make sure you are eligible to apply, that your application is complete, and is a fit with the grant requirements. Our experienced staff and local volunteers score your application against the grant assessment criteria. 3. Recommendation and selection Local Grant Review Team volunteers make funding recommendations. OTF’s Board of Directors approve these recommendations. 4. Notification The final list of approved grants is sent to Ontario Members of Provincial Parliament (MPPs) to give them the opportunity to congratulate successful recipients directly, when possible. OTF then notifies all applicants of the final decision. 5. Orientation https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 6/13 - 135 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Successful applicants take part in a mandatory orientation session with their OTF Program Manager. 6. Confirmation Successful applicants are sent an email with their OTF Contract. 7. Activation Grants are activated once OTF contracts are signed and returned electronically. Next, i n orde r f or O TF t o relea se th e firs t gran t p ayment t hrough electroni c fu nds transfe r (EFT ), the organization’s banking information needs to be confirmed in OTF’s online portal. 8. What happens durin g your grant? Reporting and Monitoring: In ad dition to grantee engagements as required, grantees subm it a final report when the grant i s completed. This covers the achievement of the grant. Completion: Aft er OT F sta ff app roves the fin al rep ort an d the gra nt rec ognition req uirements (/resources/current-grantee-resources/grant-recognition-requirements) ar e met , t he g rant hold-bac k fund s are released, and the g ran t is closed. Grantee compliance: A random sample of grants are subject to a Grantee Compliance Audit. Grants can be audited for compliance at any point within the grant’s life, or after the grant has been closed. Capital stream outcomes Grant applicants will be required to select the outcome(s) tha t support the repair, renovation or retrofitting of existing sport and recreation facilities to either address local community need OR public health requirements identified through COVID-19. Select only those that apply to the project you are requesting funding for. Review the outcomes Local community need outcomes Maximize use of facility – utilization of the space is maximized by increasing hours, use, a nd/or participation rates (e.g. outdoor field lighting, accordion style wall partitions) Extend life of facility – extend operational lifespan of facility (e.g. roof, HVAC, seating, windows and doors, electrical upgrades) https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 7/13 - 136 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Improve accessibility of facility – increase accessibility of facilities to benefit everyone (e.g. ramps, washrooms, automated door openers, elevators) or Public health requirements outcomes Increase Physical D istancing - enable safe spacing between occupants (e.g. larger common spaces – hallways, bathrooms etc., plexiglass partitions, widening entrance/exit points) Improve Air Quality - enhance the quality of air in common and workspaces (e.g. HVAC, air filtration, windows/insulation to improve HVAC eficiency, ventilation upgrade) Reduce Physical Contact (touchless/automated) – reduce physical contact with shared surfaces (e.g. handwashing stations, touchless doors, bottle refilling) How much can organizations apply for? Organizations can apply for up to 100% of their total project cost up to a maximum of $500,000, with the exception of Municipalities with a population over 20,000 that can only apply for up to 80% of their total project cost. Eligible project costs will be supported up to a maximum of $500,000. Minimum request amount is $10,000. Requirements for capital improvements at facilities Limit of one application per organization, however: organizations can request multiple capital improvements within one facility e.g., touchless entry and widening of doorways at local community centre or organizations can request the same capital improvements at multiple facilities e.g., HVAC retrofits at 3 municipal arenas https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 8/13 - 137 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Project costs Project costs will help your organization address community need or public health requirements identified through COVID-19. Types of costs that are eligible for funding 1. Construction / Renovation: Includ es materia ls, labou r f or constructio n and/ or installatio n 2. Fixed Equipment: Large-scal e fixe d equipmen t fo r installatio n 3. Development Costs : Developmenta l costs and/o r project managemen t costs to a maximum of 20% o f the OTF request amo unt 4. Ontario Builds sign: Municipaliti es wit h proje ct cos ts of $100,0 00 o r mo re wil l b e require d to purchas e, produce and install an Ontario Builds sign. Project cost Total OTF Budget Request Example $100,000 or more Project cost + $10,000 Ontario Builds sign $200,000 project cost + $10,000 Ontario Builds sign = $210,000 Total OTF Budget Request $500,000 Project costs are funded to a maximum of $500,000, inclusive of the $10,000 Ontario Builds sign $490,000 project cost + $10,000 Ontario Builds sign = $500,000 Total OTF Budget Request All projects must: Occur in the Province of Ontario and be completed within one year following OTF approval Occur at facilities that are open to the public for sport or recreation use Be for the repair, renovation or retrofitting of sport or recreation facilities operated by the applicant, which could include, but are not limited to playgrounds, sport and recreation facilities, trails, and outdoor fitness space https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 9/13 - 138 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Important: Read further instructions on how to fill out the application’s financial workbook and learn more about what you can apply for. Review important financial workbook instructions (/community-building-fund-financial-workbook-instructions) Types of costs that are not eligible for funding Capital costs incurred before the approval of the Community Building Fund – Capital stream grant application Non-fixed equipment Any costs not directly paid by the recipient organization Harmonized Sales Tax or refundable expenses (e.g. security deposits) Contingency costs Legal, audit, insurance or interest fees In-kind contributions Long-term debt financing Any costs covered by another funding source Application assessment Applications will be reviewed and scored based on specific requirements for the Community Building Fund - Capital stream. Read specific requirements In addition to the scoring criteria below, ensure your project aligns with the following Community Building Fund – Capital stream requirements: Impacts identified are based on local community need or address public health requirements identified through COVID-19 Project aligns with Community Building Fund – Capital stream outcomes Request is for one capital improvement at multiple locations, or one or more capital improvements at a single location. https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 10/13 - 139 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation Financial Workbook (/community-building-fund-financial-workbook-instructions) includes eligible project costs only Scoring criteria 1) Community Significance The sports or recreation facilities: are important to the community serve the public at-large and demonstrate community benefit contribute to the social and economic well-being of the community Scoring weight: 30% Key areas of your application to focus on: Facilities contribute to the health and well-being of community members Facilities contribute to the economic well-being of your community (e.g. employment, visitor spending, hosting events). 2) Organization supports diverse, underrepresented, and/or vulnerable populations The Community Building Fund seeks to support diverse communities and under-represented populations. In the application, tell us how your facilities positively impact populations experiencing socio-economic, geographic, cultural and/or racial barriers. Scoring weight: 10% Key areas of your application to focus on: Organization has clearly demonstrated that its facilities positively impact populations experiencing socio- economic, geographic, cultural and/or racial barriers. 3) Strategy https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 11/13 - 140 - 9/20/2021 Community Building Fund – Capital Stream | Ontario Trillium Foundation The organization has described how it will repair, renovate or retrofit existing sport and recreation facilities to address local community need or public health requirements identified through COVID-19. Review the definitions for repair, renovation and retrofit (https://otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#Definitions). Scoring weight: 35% Key areas of your application to focus on: Project is clearly described Project will address a community need or address public health requirements Project is clearly aligned with the Community Building Fund - Capital stream outcome(s) selected 4) Process The process identified will help the organization achieve the outcome(s) selected. Scoring weight: 25% Key areas of your application to focus on: Planning to date supports project implementation Activities are appropriate to successfully implement the project Quotes or estimates are appropriate Financial Workbook (/community-building-fund-financial-workbook-instructions) is reasonable and aligns with the Community Building Fund -Capital stream outcome(s) selected Applications are now being accepted https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 12/13 - 141 - Community Building Fund – Capital Stream | Ontario Trillium Foundation Head Office 800 Bay Street 5th Floor To ronto ON M5S 3A9 Monday - Friday 8:30 AM – 5:00 PM 9/20/2021 Contact 1 800 263-2887 416 963-4927 TTY: 416 963-7905 Fax: 416 963-8781 otf@otf.ca OTF recognizes that our work, and the work of our grantees, takes place on Indigenous territories across Ontario. ©Copyright 2021. Ontario Trillium Foundation https://www.otf.ca/our-grants/community-building-fund/community-building-fund-capital-stream#plan-your-application 13/13 - 142 - Report to Council Report Number: HUR 04-21 Date: September 27, 2021 From: Jennifer Eddy Director, Human Resources Subject: Occupational Health & Safety Policy - File: A-1440 Recommendation: 1.That Report HUR 04-21, regarding a proposed new Occupational Health & Safety Policy, be received; 2.That the draft Occupational Health & Safety Policy appended as Attachment 1 to HUR 04-21, be approved; and 3.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The existing organizational Occupational Health & Safety Policy was approved by the Chief Administrative Officer on May 1, 2002. This Policy was approved almost 20 years ago and now all policies are approved through Council, in accordance with ADM 010 Standards for City Policies and Procedures. Accordingly, it has been updated to include minor amendments to reflect our current structure and to provide greater clarity. Financial Implications: Not applicable. Discussion: This Report serves to provide Council with an overview of the Occupational Health & Safety Policy including the amendments made since its creation in 2002. This Policy provides the framework for the development and implementation of both inter-departmental and departmental procedures which flow from this Policy. The Occupational Health & Safety Policy is the overriding document which outlines the City’s commitment to providing and maintaining a safe and healthy workplace in accordance with the requirements of the Occupational Health & Safety Act (OHSA) and associated regulations. It provides a detailed accounting of the responsibilities associated with each level of management and employees as well as establishing a consistent organizational approach for the development of health and safety procedures. This Policy also contains a number of housekeeping amendments which have been made to the previously (2002) approved Policy, which provide clarity as follows: 1.A change in reference from Coordinator, Health & Safety to a Health & Safety Representative. This change provides greater flexibility by allowing the Human - 143 - HUR 04-21 September 27, 2021 Subject: Occupational Health & Safety Policy Page 2 Resources Department to designate a position as the identified Health & Safety Representative and does not refer to a specific job title. For reference purposes the current designated Health & Safety Representative is t he Supervisor, Human Resources. 2.Identifies the roles of the Director/Division Head, immediate Non-union Supervisor and Supervisor (as defined by the OHSA) to conduct regular workplace inspections and maintain a written record of the same. 3.Emphasizes the employees’ responsibility to report any damage, wear and tear or malfunctions of protective devices, clothing and equipment, promptly as well as to identify hazards in the workplace. This in effect highlights that health and safety is everyone’s responsibility. 4.Outlines the responsibility of the Health & Safety Representative to recommend remedial action to respond to incident trends. 5.Provides parameters for the Joint Health & Safety Committee (JHSC) to conduct facility and equipment inspections at least twice annually and to participate in the investigation of critical/fatal accidents. This is consistent with parameters outlined in Terms of Reference for each JHSC. 6.Examples of interdepartmental health and safety procedures have been expanded to include Infectious Disease and Mandatory Vaccination. 7.Explains that certain interdepartmental/departmental health and safety procedures may apply to volunteers and students where applicable. The Occupational Health & Safety Policy is the cornerstone to the City’s Health & Safety Program which is comprised of measures designed to maintain legislative compliance and to eliminate/minimize hazards, accidents and incidents in the wo rkplace. For reference purposes, there currently are 29 interdepartmental procedures that flow from the Policy. Attachment: 1.Draft Occupational Health & Safety Policy Prepared/Approved/Endorsed By: Original Signed By: Jennifer Eddy Director, Human Resources - 144 - HUR 04-21 September 27, 2021 Subject: Occupational Health & Safety Policy Page 3 Recommended for the consideration of Pickering City Council Original Signed by: Marisa Carpino, M.A. Chief Administrative Officer - 145 - Attachment #1 to Report #HUR 04-21 Policy Procedure Title: Occupational Health & Safety Policy Policy Number HUR 130 Reference Date Originated (m/d/y) May 1, 2002 Date Revised (m/d/y) September 3, 2021 Pages 10 Approval: Chief Administrative Officer Point of Contact Director, Human Resources Policy Statement The Corporation of the City of Pickering (the “City”) recognizes that the health and safety of its employees is of primary importance. The City is committed to providing and maintaining a safe and healthy workplace, which meets the requirements of the Ontario Occupational Health & Safety Act and Regulations. Policy Objective The objective of this Policy is to: 1.Demonstrate the City’s commitment to the provision of a safe and healthy workplace. 2.Communicate responsibilities for health and safety within the City. 3.Establish a consistent organizational approach for the development of health and safety procedures. Index 01 Definitions 02 Procedures 03 General Principles 04 Interdepartmental Health & Safety Procedures 05 Departmental Health & Safety Procedures 06 Confidentiality 07 Application - 146 - Policy Title: Occupational Health & Safety Policy Page 2 of 10 Policy Number: HUR 130 01 Definitions 01.01 Accident - An occurrence which has resulted in unintended injury, damage or loss to people, property, materials, equipment or the workplace environment. 01.02 Certified Member - A Joint Health & Safety Committee member who is certified by the Workplace Safety & Insurance Board. The certification process involves participation in a specialized training program that meets the standards outlined in the Workplace Safety & Insurance Act. 01.03 Competent Person - An individual who is (a) qualified because of knowledge, training and experience to organize the work and its performance, (b) is familiar with the Occupational Health & Safety Act and Regulations that apply to the work and (c) is aware of any potential or actual danger to health or safety in the workplace. 01.04 Employee - An individual employed by the City who performs work or supplies services for monetary compensation. It does not include volunteer workers or persons placed in unpaid work programs, external contractors, sub-contractors, and their employees. (Under the Occupational Health & Safety Act, an employee is referred to as a worker.) 01.05 Hazard - A dangerous condition, potential or inherent, which can result in the occurrence of an accident or incident. 01.06 Health & Safety Policy Statement - A summary statement signed by the Mayor and the Chief Administrative Officer that re-affirms the City’s commitment to the provision of a safe and healthy workplace. In compliance with the Occupational Health & Safety Act, this document is reviewed annually and posted in each workplace. 01.07 Health & Safety Program - A compilation of health and safety measures that an organization has implemented to (a) maintain legislative compliance and (b) eliminate or minimize hazards, accidents and incidents in the workp lace. Program elements may include accident/incident prevention, workplace inspection and training and is graphically illustrated in Appendix 1. 01.08 Health & Safety Representative - A Human Resources Department employee who is responsible for the function of health and safety. 01.09 Immediate Non-Union Supervisor - The first level of management who is not a member of a union. This individual also has the responsibilities of a Supervisor, as outlined in the Occupational Health & Safety Act. 01.10 Incident - An occurrence which has the potential to cause injury, damage or loss to people, property, equipment or the workplace environment. - 147 - Policy Title: Occupational Health & Safety Policy Page 3 of 10 Policy Number: HUR 130 01.11 Joint Health & Safety Committee - A committee which consists of an equal number of management and employee members. The functions and powers of this committee are set out in the Occupational Health & Safety Act. 01.12 Personal Protective Equipment - Safety equipment that is used to protect an employee and provide a barrier from hazards (i.e. safety boots, hard hat, rubber gloves, face mask, etc.). 01.13 Prevention Programs - Programs that have been designed to recognize, eliminate or control hazards, in the workplace. 01.14 Safety-Related Legislation - Federal or provincial legislation that pertains to occupational health and safety (i.e. Hazardous Products Act, Occupational Health & Safety Act, and Workplace Safety & Insurance Act). 01.15 Supervisor - Under the Occupational Health & Safety Act, this term refers to a person who has charge of a workplace or authority over an employee. It includes unionized supervisory staff (i.e. forepersons and captains). 01.16 Workplace - The working or work-related environment including, but not limited to, the offices, buildings, worksites or any other location where Cit y business is being conducted and employees have gathered as a result of employment responsibilities. 02 Procedures 02.01 Council to: (a)Actively support this Policy. (b)Approve any amendments to this Policy. 02.02 Chief Administrative Officer to: (a)Actively support this Policy. (b)Ensure that each Director/Division Head is a “competent person”, as required by the Occupational Health & Safety Act. (c)Ensure that all City of Pickering employees are provided with a safe and healthy workplace. 02.03 Director/Division Head to: (a)Actively support this Policy. (b)Provide leadership in the implementation and administration of the departmental/divisional health and safety program. - 148 - Policy Title: Occupational Health & Safety Policy Page 4 of 10 Policy Number: HUR 130 (c)Provide and maintain a safe and healthy workplace for employees, through the establishment of health and safety training programs and departmental/divisional safety procedures established in cooperation with the Health & Safety Representative. (d)Review all accident/incident reports and related statistics and confer with Supervisors concerning the causes for such occurrences and their recommendations for corrective action. (e)Ensure that all employees within the department/division are working in compliance with this Policy, interdepartmental/departmental safety procedures, and safety-related legislation. (f)Ensure that each Supervisor is a “competent person”, as required by the Occupational Health & Safety Act. (g)Conduct regular workplace inspections and maintain a written record of such inspections. 02.04 Immediate Non-Union Supervisor to: (a)Communicate and re-enforce this Policy to all current and new employees within their work unit. (b)Ensure that Supervisors and employees within their work unit comply with this Policy, interdepartmental/departmental safety procedures, and safety-related legislation in all workplace operations. (c)Identify and take appropriate corrective or disciplinary action, as required. (d)Ensure that all accidents causing personal injury, and incidents with the potential for causing personal injury, are investigated by the Supervisor, reports are completed in a timely manner and remedial action is taken. (e)Ensure that each Supervisor receives the required training in health and safety legislation, interdepartmental/departmental safety procedures, recognition of potential hazards and preventative measures to protect the employee against work-related illness and injury. (f)Report serious hazards, accidents or infractions of this Policy or of safety-related legislation promptly to the Director/Division Head. (g)Fulfill the responsibilities of a Supervisor, under the Occupational Health & Safety Act, as outlined in Section 02.05 of this Policy. (h)Conduct regular workplace inspections and maintain a record of such inspections. - 149 - Policy Title: Occupational Health & Safety Policy Page 5 of 10 Policy Number: HUR 130 (i) Maintain detailed records of all incidents, reported hazards and remedial actions. 02.05 Supervisor to: (a) Ensure that their own conduct and that of their employees is in accordance with this Policy, interdepartmental/department safety procedures and safety-related legislation. (b) Ensure that all employees receive training regarding departmental safety procedures, personal protective equipment, job-specific hazard recognition, and prevention measures associated with the job/task. (c) Respond to safety concerns and suggestions promptly. (d) Regularly inspect the workplace for hazards and unsafe acts and ensure that such conditions are remedied promptly. (e) Investigate all accidents involving personal injury or incidents with the potential for injury promptly and forward recommendations for remedial action to the immediate Non-Union Supervisor or Director/Division Head. (f) Enforce housekeeping, including general office and worksite upkeep on a day-to-day basis. (g) Take every reasonable precaution to ensure that employees use and/or wear the required personal protective equipment, devices or clothing. (h) Report serious hazards, incidents or serious infractions of this Policy, department safety procedures or of safety-related legislation to the immediate Non-Union Supervisor or Department/Division Head, promptly. (i) Conduct regular workplace inspections and maintain a written record of such inspections. 02.06 Employees to: (a) Comply with this Policy, interdepartmental/departmental safety procedures, safety-related legislation, and safe work directions of a competent person. (b) Use, wear and care for the protective devices, clothing and safety equipment provided by the City for their protection, and report any damage, wear and tear or malfunctions promptly. (c) Work in a manner that will not endanger themselves or other employees. (d) Identify and report hazards and concerns to the Supervisor (or immediate Non-Union Supervisor) promptly. - 150 - Policy Title: Occupational Health & Safety Policy Page 6 of 10 Policy Number: HUR 130 (e) Report accidents, incidents, and any occupational injuries or illnesses to the Supervisor (or immediate Non-Union Supervisor) promptly. (f) Participate in appropriate safety-related training sessions. (g) Advise Supervisor, immediate Non-Union Supervisor and/or Joint Health & Safety Committee member of any safety suggestions or recommendations to improve health and safety in the workplace. 02.07 Health & Safety Representative to: (a) Provide leadership in the development, administration and implementation of the City’s health and safety program. (b) Jointly prepare occupational health and safety policies and procedures with departmental employees based upon appropriate safety-related legislation, standard safe work practices, and the particular needs of the City. (c) Develop and coordinate effective accident/incident prevention programs throughout the City. Assist in departmental accident/incident prevention planning and provide guidance and resources, where required, to ensure compliance with this Policy and safety-related legislation. (d) Coordinate accident/incident prevention measures, training and educational activities, with the appropriate departmental employees and Joint Health & Safety Committee Members. (e) Respond to safety concerns and suggestions promptly. (f) Maintain and distribute injury and incident records and statistics, review accident/incident records, and recommend remedial action to the department/division. (g) Serve as a resource to management, Supervisors, employees and members of the Joint Health & Safety Committees on workplace health and safety issues. (h) Review the City’s Health & Safety Policy Statement on an annual basis to ensure it is consistent with this Policy and applicable safety-related legislation. Revisions will be made to the Health & Safety Policy Statement, as required. 02.08 Joint Health & Safety Committee to: (a) Fulfill the duties of a health and safety committee as outlined in the Occupational Health & Safety Act. (b) Meet at least quarterly to review the City’s health and safety program. - 151 - Policy Title: Occupational Health & Safety Policy Page 7 of 10 Policy Number: HUR 130 (c) Monitor the City’s operations regarding safe work procedures, use of personal protective equipment, and compliance with safety-related legislation. (d) Inspect City facilities and equipment, at least twice annually, to identify hazards and recommend remedial measures. (e) Review accident and incident records to determine the immediate and underlying causes of accidents, and recommend actions to prevent recurrence. (f) Provide a forum for open discussion of health and safety concerns and suggestions, and recommend appropriate courses of action to management. (g) Maintain the interest and cooperation of all levels of management and employees in matters of accident prevention. (h) Participate in the investigation of critical/fatal accidents. 03 General Principles 03.01 Integrating preventative health and safety measures into all aspects of the City’s operation is the key to reducing workplace injuries and illnesses. 03.02 Health and safety is a shared responsibility. Employees at all levels of the City are responsible for working safely at all times, following established safety procedures, identifying and reporting hazards, and taking whatever measures are necessary and reasonable in the circumstance to protect and promote health and safety. 03.03 Accidents and incidents are preventable. Therefore, accident/incident prevention activities will form an integral part of the operating procedures for each department/division. 03.04 All accidents causing personal injury and incidents with the potential for causing injury are to be investigated by supervisory employees. The purpose of the investigation process is to determine accident/incident causes and recommend remedial measures that could be taken to prevent a recurrence. A Health & Safety Representative and the Joint Health & Safety Committee may also participate in the accident investigation process. 03.05 Supervisory employees will be held accountable for their part in implementing and directing this Policy and interdepartmental/departmental safety procedures. - 152 - Policy Title: Occupational Health & Safety Policy Page 8 of 10 Policy Number: HUR 130 04 Interdepartmental Health & Safety Procedures 04.01 The Health & Safety Representative will coordinate the identification, development, implementation and training for interdepartmental health and safety procedures that would apply to more than one department in the City (i.e. accident investigation, accident reporting, safety orientation, infectious disease, mandatory vaccination, etc.). 04.02 The Health & Safety Representative will consult with departmental employees and Co-chairs of the Joint Health & Safety Committee(s), as required, in the development of the interdepartmental health and safety procedures. 04.03 Interdepartmental Health & Safety Procedures will be distributed throughout the City and kept in the Interdepartmental Procedure Binder. 05 Departmental Health & Safety Procedures 05.01 The Director/Division Head will coordinate the identification and development of health and safety procedures that apply to their own department (i.e. confined space entry, boiler room maintenance, lockout, etc.). 05.02 Designated employees may consult with the Health & Safety Representative in the development of departmental health and safety procedures. 05.03 Departmental Health and Safety Procedures must be approved by the Director/Division Head and a Health and Safety Representative before they are included in the Departmental Procedure Manual. 05.04 Copies of all Departmental Health and Safety Procedures, once approved, must be forwarded to a Health & Safety Representative and the Secretary of each Joint Health & Safety Committee, as applicable. 06 Confidentiality All information pertaining to Workplace Safety and Insurance Claims will be held in confidence and will be disclosed only to the extent necessary to generate accident statistics. All records pertaining to accident/incident investigation under this Policy will be retained by the Human Resources Department and are subject to the provisions of the Municipal Freedom of Information and Protection of Privacy Act, 1990. 07 Application This Policy is applicable to all City of Pickering employees and others with whom the City may contract services. This Policy applies to all matters identified in the Policy occurring in the course of any person’s employment or contract of services. Cert ain interdepartmental/departmental procedures may apply to volunteers and students where applicable. - 153 - Policy Title: Occupational Health & Safety Policy Page 9 of 10 Policy Number: HUR 130 Please refer to all associated Procedures and Standard Operating Procedures, if applicable, for detailed processes regarding this Policy. Appendices Appendix 1 Health & Safety Program Overview - 154 - Policy Title: Occupational Health & Safety Policy Page 10 of 10 Policy Number: HUR 130 - 155 - Report to Council Report Number: LEG 15-21 Date: September 27, 2021 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Automatic Speed Enforcement (ASE) Prosecutions - General Retainer Agreement -Prosecution Services with the Region of Durham -File: L-2000 Recommendation: 1.That the attached General Retainer Agreement for Prosecution Services between The Corporation of the City of Pickering and The Regional Municipality of Durham be approved (Attachment No. 1 to this Report); 2.That the Mayor and City Clerk be authorized to execute said General Retainer Agreement for Prosecution Services, subject to minor revisions agreeable to the Director, Corporate Services & City Solicitor; and 3.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Executive Summary: Pursuant to Report ENG 05-21 dated March 1, 2021, City Council authorized the implementation of automated speed enforcement (“ASE”) on City roads in Pickering. The prosecution of ASE infractions will be handled in the Provincial Court system. The Regional Municipality of Durham (the “Region”) has legal and paralegal staff that are trained and experienced in ASE prosecution and have sufficient capacity to handle Pickering’s ASE caseload. The attached General Retainer Agreement for Prosecution Services provides for the City to retain the Region’s staff to prosecute ASE infractions as directed by City staff. Financial Implications: The City would be billed $140.00 per hour for prosecution services under the General Retainer Agreement for Prosecution Services. This is a reasonable rate, and it is the same rate charged by the City’s current Prosecutor for by-law and other statutory infractions. The General Retainer Agreement for Prosecution Services also contains a fee cap provision, so the effective hourly rate paid by the City may be even lower if the City generates a high volume of prosecution work on an annual basis. The fee charged by the Region includes the personnel costs associated with one prosecutor, a proportionate allocation of personnel costs for a prosecution assistant, and a proportionate allocation of the administrative expenses (such as computer and other office equipment). Applicable taxes and disbursements will be paid by the City in addition to the fee. Typical disbursements include postage, photocopying, long distance charges, government or court fees, process servers’ fees, document compilation and binding. - 156 - LEG 15-21 September 27, 2021 Subject: General Retainer Agreement for Prosecution Services Page 2 Discussion: Pursuant to Report ENG 05-21 dated March 1, 2021, City Council authorized the implementation of automated speed enforcement (“ASE”) on City roads in Pickering. To date, two ASE mobile speed enforcement cameras have been installed. These cameras will soon be calibrated and tested, after which they will go into operation. The City must now prepare itself to administer the prosecution of ASE infractions in the Provincial Court system. The Regional Municipality of Durham (the “Region”) has legal and paralegal staff that are trained and experienced in ASE prosecution. The Region’s prosecution staff have sufficient capacity to handle Pickering’s ASE caseload. The attached General Retainer Agreement for Prosecution Services provides for the City to retain the Region’s staff to prosecute ASE infractions as directed by City staff. The prosecution of non-ASE offences such as Zoning By-law and Building Code violations will continue to be handled by Rhonda M. Bishop , Court Services Agent. The General Retainer Agreement for Prosecution Services has been negotiated by City staff and is in acceptable form. City staff recommend that it be approved by Council and executed by the City. Attachment: 1.General Retainer Agreement for Prosecution Services Prepared/Approved By: Original Signed By: Paul Bigioni Director, Corporate Services & City Solicitor PB:ks Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By: - 157 - Attachment No. 1 to Report LEG 15-21 GENERAL RETAINER AGREEMENT FOR PROSECUTION SERVICES THE CORPORATION OF THE CITY OF PICKERING (THE “LOCAL MUNICIPALITY”) AND REGIONAL MUNICIPALITY OF DURHAM, CORPORATE SERVICES - LEGAL SERVICES (“RMD”) Scope of Retainer: The Local Municipality hereby retains RMD to undertake the following legal services (the “Prosecution Services”) on its behalf: (i)RMD will prosecute by-law infractions appropriate statutory infractions within the jurisdiction of the Local Municipality and related prosecutions as directed by and on behalf of the Local Municipality; and (ii)RMD will provide services for such other matters related to prosecuting by-laws as described in the terms and conditions below. Where it is not be feasible to use RMD for Prosecution Services or when sufficient resources are not available the Local Municipality will either take on the work directly or will retain, manage and pay for any services provided by outside legal counsel, paralegal or prosecution services, and such external services shall not be covered under the terms of this retainer. Engage Services: In consultation with the Local Municipality, RMD will render such services, take such proceedings, employ such agents, counsel, experts or services as may be appropriate, and to expend such disbursements as RMD may deem reasonably necessary in order to properly provide its legal advice and services as further particularized in the terms and conditions below for the Prosecution Services. Disbursements: Typical disbursements may include postage, photocopying, long distance charges, government or court fees, process servers’ fees, title searching fees, document compilation and binding, and any other amount charged by third parties. Reasonable disbursements do not fall under the retainer cap amount. Legal Fees: The Local Municipality shall promptly pay to RMD its legal fees for Prosecution Services rendered based upon the applicable hourly rate, as further particularized in the terms and conditions below. Retainer Cap and Annual Reconciliation: This retainer with RMD is on a proportional cost recovery basis. Once full cost recovery has been achieved by RMD through billings to the Local Municipality and all other participating local municipalities in Durham Region - 158 - (collectively, the “Participating Local Municipalities”), the retainer cap will be applied, and no further service invoices for that calendar year will be sent by RMD (except for the annual reconciliation). The annual retainer cap is set at $120,000 provided that there are other Participating Local Municipalities, with each year commencing on January 1st. Otherwise, the retainer cap will be set at $40,000. This amount includes the personnel costs associated with one prosecutor, a proportionate allocation of personnel costs for a prosecution assistant, and a proportionate allocation of the administrative expenses (which include computer and other office equipment). However, the retainer cap does not include disbursement charges, applicable taxes, or interest on over-due accounts. The retainer cap and hourly fee amounts may be negotiated at the time of renewal of this agreement. The Local Municipality will be billed on an hourly basis for Prosecution Services directly in accordance with its usage of those services until the retainer cap is reached. The Local Municipality will not be billed for Prosecution Services above the retainer cap. Disbursements will continue to be billed as they are incurred. In each calendar year that the retainer cap is reached, an annual reconciliation will be carried out to allocate the proportionate amounts of the retainer cap to each of the Participating Local Municipalities. RMD will continue to track Prosecution Services provided to the Participating Local Municipalities throughout the entire year to support the annual reconciliation. The Participating Local Municipalities will confirm to RMD their agreement with the annual reconciliation, and RMD will reconcile rebate payments to or invoice payments from the Participating Local Municipalities accordingly. The Local Municipality acknowledges that RMD will be required to make available the dockets of each of the Participating Local Municipalities to the others as part of the annual reconciliation. RMD undertakes to make reasonable efforts to include only necessary information in the dockets as is required to satisfy each of the Participating Local Municipalities of their proper pro rata proportion of the fees under the retainer cap. The Local Municipalit y herein accordingly releases RMD from all liability over maintaining the privacy and confidentiality of the contents of the dockets. THE LOCAL MUNICIPALITY ACKNOWLEDGES HAVING READ AND UNDERSTOOD THIS GENERAL RETAINER AGREEMENT (AND THE TERMS AND CONDITIONS ATTACHED HERETO) AND AGREES TO ABIDE BY THE PROVISIONS HEREOF. [SIGNING PAGE FOLLOWS] - 159 - DATED this _____ day of _________________, 2021. LOCAL MUNICIPALITY: _______________________________ Per: _______________________________ Title: Name: Address: Per: _______________________________ Title: Name: Address: I/We have authority to bind the municipality. REGIONAL MUNICIPALITY OF DURHAM, CORPORATE SERVICES - LEGAL SERVICES DATED this _____ day of _________________, 2020. Per: ______________________________________________ Title: Name: Address: - 160 - I have authority to bind the regional municipality. RMD’S STANDARD TERMS AND CONDITIONS ATTACHED TO GENERAL RETAINER AGREEMENT Term: The initial term of the retainer will be for 2 years commencing from the date of execution. There is a renewal option which can be exercised by either RMD or the Local Municipality on 90 days written notice prior to expiry of this retainer. The retainer is subject to termination for convenience on 90 days written notice by either party. In the event of a termination for convenience prior to the end of the term, following the next annual reconciliation, the Local Municipality will still be responsible for payment to RMD of their pro-rated proportion of the annual retainer cap amount for its use of Prosecution Services, if applicable. Pricing: RMD will bill for work completed for the Local Municipality in the amount of $140/hour, up to the retainer cap amount. RMD will invoice above the retainer cap amount for any additional services that are not included in the definition of Prosecution Services herein. RMD will make all reasonable efforts to advise the Local Municipality before such extra-billable services are provided. Payment: The Local Municipality agrees to pay RMD’s accounts for reasonable fees, reasonable disbursements and applicable taxes within 60 days after accounts are rendered. In the event of any Local Municipality’s failure to pay any of RMD’s accounts on a timely basis, interest shall be charged commencing 120 days after the accounts are rendered, and payable at the rate 2.5% per annum. Non-payment of RMD’s account on time may result in cessation of services by RMD until accounts are paid up-to-date and shall entitle RMD to terminate this General Retainer Agreement with that Local Municipality with immediate effect upon written notice. Upon such termination, RMD shall be entitled to cease acting for the Local Municipality (including removing itself from the Court record of any proceeding in which RMD had been representing the Local Municipality) at its discretion, forthwith upon written notice to the Local Municipality. Invoicing: RMD will submit accounts to the Local Municipality on a routine quarterly basis, and invoices will include itemized dockets showing the amount of time spent, by whom, and the services performed. It is acknowledged and agreed that RMD will not invoice the Local Municipality for travel time incurred travelling to meetings and destinations outside of RMD headquarters. - 161 - Final Accounts: Each of RMD’s interim and annual concluding statements of account shall be final and binding, unless the Local Municipality notifies RMD in writing of any dispute with respect to the account within 45 days after it was rendered, but not otherwise. Indemnification: The Local Municipality shall indemnify and save RMD, its prosecutors and employees, harmless from any liability, expense and full indemnity legal costs arising from or in connection with any claim, action, cause of action, suit, legal proceeding, settlement or demand by any third party, unless any such liability, expense or cost arises with respect to the negligence or breach of any duty owed by RMD, its prosecutors or employees to the Local Municipality while providing Prosecution Services pursuant to the General Retainer Agreement. Simultaneous Retainer: Each of the Participating Local Municipalities acknowledges that RMD will act on behalf of each and any of them, unless a direct conflict arises that cannot be resolved, in which RMD will be disqualified from representation of any of the Participating Local Municipalities. Material Conflict: In the event that RMD or the Local Municipality becomes aware of any material conflict which cannot promptly be resolved on consent of the parties, the Local Municipality or RMD shall notify the other party and any of the other Participating Local Municipalities that are involved in the conflict of the existence of any such conflict, whereupon each of the conflicted Participating Local Municipalities will obtain independent legal representation. Office Hours: In providing Prosecution Services to the Local Municipality, RMD’s office hours will be from Monday to Friday, 8:30AM to 4:30PM. Efficient Professional Services: RMD undertakes to render its Prosecution Services on a practical, professional, cost-effective basis and to a high-quality standard. RMD shall comply with the Law Society of Ontario’s Rules of Professional Conduct and applicable legislation, case law and regulations. RMD shall consult with the Local Municipality with respect to major decisions or choices, pertaining to significant alternatives or financial impacts, but RMD shall generally be expected to process the Local Municipality’s Prosecution Services in accordance with efficient standardized procedures. RMD and the Local Municipality agree that RMD will retain prosecutorial discretion in compliance with the common law but that RMD will have regard to the input of the Local Municipality whether to pursue or discontinue prosecution of a matter. Other General Terms and Specifications for Prosecution Services (i) RMD will ensure the that the Local Municipality has access to a designated prosecutor to provide Prosecution Services. (ii) The designated prosecutor will be available by telephone as reasonably required for consultation with the Local Municipality. (iii) All work by the designated prosecutor will be completed in a timely manner, giving priority to the Local Municipality’s work over RMD work. (iv) Work shall be of high quality and in all respects comply with - 162 - professional standards for a prosecutor of like-skills and experience, and in all respects meet the legal needs and requirements of the Local Municipality for Prosecution Services. (v) RMD may change the designated prosecutor from time to time with notice to the Local Municipality, provided the designated prosecutor at all times meets the specifications set out herein. (vi) RMD is employer for any prosecutors performing work under this General Retainer Agreement. (vii) RMD will provide all required ancillaries, including computer, cell phone, email address, professional fees, professional accreditation requirements, insurance, office supplies, office space and equipment. (viii) RMD will carry out the recruitment, hiring, probation, and termination of staff. (ix) All decisions with respect to employment will be at the sole discretion of the RMD. (x) RMD will be responsible for costs associated with employment liabilities including liability for severance, common law damages for notice, and torts. (xi) RMD will be responsible for performance management of staff. Prosecution Services: The particulars for the Prosecution Services to be provided include: all activities undertaken by the prosecutor and prosecution assistant and other RMD staff as required to carry out a successful prosecution, and will include but is not limited to: client consultations related to a charge; site visits; witness interviews and client meetings; receiving, reviewing and providing appropriate disclosure; resolution discussions with defendants; all court appearances including early resolutions, appearances, motions, trials and appeals; and reporting to clients. Prosecution Services will be provided in accordance with the instructions of the Local Municipality, subject to prosecutorial discretion as provided in the Crown Prosecution Manual Criminal Law Division – Ministry of the Attorney General. Prosecution Services will be provided at all times in a professional, courteous and respectful manner in accordance with the RMD’s applicable policies and standards, and the Rules of Professional Conduct from the Law Society of Ontario. As a value-added service, RMD shall also provide training at no additional cost to Municipal Law Enforcement Officers of the Local Municipality, on relevant topics including collection of evidence, legal document preparation, and trial preparation. The Local Municipality’s Responsibilities will include: (i) to act as the client on all matters related to this retainer; (ii) to provide clear and proper instructions on assigned files; (iii) to provide any feedback to RMD which may be applicable to performance management for RMD staff working under this retainer; - 163 - (iv) to provide access to staff member witnesses as may be required from time to time; and (v) to provide such resources as may be reasonably required over and above those provided by RMD in order to meet the specifications and requirements of the General Retainer Agreement. - 164 - Report to Council Report Number: PLN 37-21 Date: September 27, 2021 From: Kyle Bentley Director, City Developments & CBO Subject: Award of RFP2021-4 for the GIS Strategy -File: D-9500 Recommendation: 1.That the proposal submitted by Geographic Technologies Group, dated August 3, 2021, to prepare a GIS Strategy for the City of Pickering in the amount of $98,740.53 (including HST) be accepted, utilizing the City funding identified for this project in the approved 2021 Current Budget for the City Development Department, Consulting & Professional, GIS Corporate Strategic Plan – Phase 1 of 2, and Professional/Technical Assistance (General/Urban Design/Heritage) (new account number 502230.10105); 2.That the total gross project cost of $98,740.53 (HST included), with a total net project cost of $88,919.00 (inclusive of HST rebate) be approved; 3.That Council authorize the Director, Finance & Treasurer to finance the net project cost as follows: a.The sum of $45,750.00 as provided for in the 2021 Current Budget Planning & Design to be funded from property taxes; b.The sum of $29,250.00 as provided for in the 2021 Current Budget Planning & Design to be funded by a transfer from the Development Charges Reserve Fund – Growth Related Studies; c.The additional sum of $8,491.00 to be funded from property taxes, from the unused portion of the $50,000.00 identified in the 2021 Current Budget Planning & Design from Professional/Technical Assistance (General/Urban Design/Heritage); d.The additional sum of $5,428.00 to be funded by a transfer from the Development Charge Reserve Fund – Growth Related Studies; and 4.That the appropriate City of Pickering staff be authorized to take the necessary actions as indicated in this report. Executive Summary: A Geographic Information System (GIS) is a computer system for capturing, storing, checking, and displaying data related to positions on the Earth’s surface. GIS connects data to a map, integrating locational data (where things are) with all types of descriptive data (what things are there). This provides a foundation for mapping and analysis that is used in science and many businesses. GIS helps users understand patterns, relationships, and geographic context. The benefits include improved communication and efficiency, as well as better management and decision making. - 165 - Report PLN 37-21 September 27, 2021 Subject: Award of RFP2021-4 – GIS Strategy Page 2 Pickering has a GIS, which has seen continued progress since its inception. With limited resources, the GIS has advanced with varied results. The City recognizes the need for information sharing and collaboration, both internally, and with external partners. This has been accomplished, to some degree, by utilizing simple web based mapping technologies in combination with a centralized GIS data environment. Using this approach, Pickering has created a GIS environment which has been able to deliver productive yet limited services across the corporation. The City of Pickering is seeking a strategic roadmap which will guide the organization through the next five years to deliver an effective and efficient GIS with high quality results. This Roadmap should also align with the current plans, initiatives, and values of the corporation. The objectives of the Consultant are to engage the City’s GIS stakeholders, identify the City’s GIS needs, identify existing successes and weaknesses, understand the City’s challenges, establish a unified GIS vision, and develop a five year GIS Implementation and Business Roadmap for the City. An RFP process was initiated and posted on the City’s website on July 13, 2021. Four proposals were received. The proposals were evaluated based on: the company’s experience and qualifications; understanding of the project; work plan and deliverables; project manager, team and resources; and the quality of the references. Geographic Technologies Group was the highest ranked Proponent. The 2021 Current Budget contemplated the GIS Corporate Strategic Plan to be completed in two phases, with an additional budget allocation contemplated for 2022. Staff recommends that Geographic Technologies Group be awarded RFP2021-4 to complete the GIS Strategy in a single phase, subject to Council authorizing the additional funding. Financial Implications: 1.Proposal Amount Proposal No. RFP2021-4 $87,381.00 HST (13%) 11,359.53 Total Gross Project Amount $98,740.53 - 166 - Report PLN 37-21 September 27, 2021 Subject: Award of RFP2021-4 – GIS Strategy Page 3 2.Estimated Project Costing Summary Proposal No. RFP2021-4 $87,381.00 HST (13%) 11,360.00 Total Gross Project Costs $98,741.00 HST Rebate (11.24%) (9,822.00) Total Net Project Costs $88,919.00 3.Approved Source of Funds Source of Funds Development Charges Reserve Fund (39%) Property Taxes (61%) Budget $29,250.00 45,750.00 Required $34,678.00 54,241.00 Expense Code 502230.10105 (new account number) Total Funds $75,000.00 $88,919.00 Project Cost under (over) approved funds by ($13,919.00) Discussion: 1.Geographic Information Systems in the City A Geographic Information System (GIS) is a powerful tool, which enables spatial information and data base information to “talk” to each other and assist in analysis, visual display of information, tracking and monitoring of data. 2.Preparing a Strategic Plan 2.1 Need for a Plan Staff have identified the need for the City to create a roadmap to optimize existing resources and enhance the City’s capabilities in the coming years with regards to our GIS. Accordingly, a budget allocation for a GIS Corporate Strategic Plan was included in the City Development approved Current Operating Budget for 2021. 2.2 Study Purpose and Scope of Work The purpose of this study is to develop a strategic roadmap, by: a)conducting a review of the City’s current GIS use; b)developing a list of what the needs are, and will be, for City of Pickering staff and outside stakeholders; - 167 - Report PLN 37-21 September 27, 2021 Subject: Award of RFP2021-4 – GIS Strategy Page 4 c)evaluating the City of Pickering’s current GIS environment against public sector best practices; d)establishing a unified GIS vision beneficial for all City departments; and e)delivering a five year implementation and business plan. 2.3 Request for Proposal RFP2021-4 for a GIS Strategy was issued On July 13, 2021, a notice of the RFP was placed on the City’s website. The RFP closed on August 3, 2021, with 4 proposals being received. 2.4 Geographic Technologies Group is recommended for selection The Evaluation Committee, consisting of staff from City Development and Information Technology, reviewed the proposals against the criteria, as outlined in the RFP. The Proponent that received the highest score was Geographic Technologies Group (see Supply & Services Memorandum dated September 2, 2021, Attachment #1). Geographic Technologies Group passed its reference review with outstanding testimonials relating to the development of GIS Strategic Plans, listing multiple local municipalities as clients. Geographic Technologies Group proposed a well-balanced and experienced team with an appropriate mix of strategic and technical skills. Geographic Technologies Group has submitted a signed copy of the City’s Health & Safety Regulation form. The Certificate of Insurance is deemed acceptable to the Division Head, Finance. 3.Recommendations It is recommended that Geographic Technologies Group be awarded RFP2021-4 to undertake the preparation of a GIS Strategy for the City of Pickering. It is further recommended that the additional funds be approved to enable the consulting assignment to be completed in one phase. Attachment: 1.Supply & Services Memorandum dated September 2, 2021 - 168 - Report PLN 37-21 September 27, 2021 Subject: Award of RFP2021-4 – GIS Strategy Page 5 Prepared By: Original Signed By Jill McMullen Supervisor, Geomatics Original Signed By Déan Jacobs, MCIP, RPP Manager, Policy & Geomatics Approved/Endorsed By: Original Signed By Catherine Rose, MCIP, RPP Chief Planner Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO Original Signed By Dale Quaife Division Head, Information Technology Original Signed By Ray Rodrigues, CPPB Manager, Supply & Services Original Signed By Stan Karwowski, MBA, CPA, CMA Director, Finance & Treasurer JM:CR:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 169 - Attachment #1 to Report #PLN 37-21 Memo September 2, 2021 To: Kyle Bentley Director, City Development From: Lisa Chang Buyer, Supply & Services Copy: Administrative Assistant, City Development Manager, Supply & Services Subject: Proposal No. RFP2021-4 GIS Strategy Closing Date: August 3, 2021 at 12:00 noon - File: F-5300-001 Further to memo dated August 5, 2021. Four proposals proceeded to Stage II evaluation. The Evaluation Committee, consisting of City Staff from City Development, conducted independent evaluations of the proposals. A summary of average scores is completed and a copy is attached. In accordance with Item 2.5 Stage IV – Ranking and Contract Negotiations, all scores from Stage II and Stage III have been added together, the proponents have been ranked based on their total scores, and may be selected to attend an interview in Stage IV. The Evaluation Committee has confirmed that an Interview will not be required. Geographic Technologies Group is the highest ranking proponent in the amount of $87,381 plus HST. A budget of $75,000 was provided to Supply & Services for this procurement. If the recommendation to award exceeds the budgeted amount, refer to Financial Control Policy Item 11 for additional instructions. In accordance with Part B. Material Disclosures, Item 1, as a pre-condition of award, the selected proponent, Geographic Technologies Group will be required to provide the following documents for review: (a)A copy of the City’s Health and Safety Policy form currently dated and signed; (b)The City’s certificate of insurance or approved alternative form shall be completed by the Proponent’s agent, broker or insurer. Please advise if we are to proceed with this task. In accordance with Purchasing Policy Item 10.04, where written proposals are obtained by the Manager in accordance with procedures set out in Section 06 and funds are available in the approved budget: - 170 - RFP2021-4 Page 2 of 2 (c) An award over $50,000 is subject to the additional approval of Council. Please include the following items in your Report to Council: 1. if Item (a) noted above are acceptable to the Co-ordinator, Health & Safety or designate, if required; 2. if Item (b) is acceptable to the Manager, Budgets & Internal Audit; 3. any past work experience with the highest ranking proponent Geographic Technologies Group including work location; 4. the appropriate account number(s) to which this work is to be charged; 5. the budget amount(s) assigned thereto; 6. Treasurer’s confirmation of funding; 7. related departmental approvals; and 8. related comments specific to the project. Upon receiving Council’s approval, an approved requisition will be required to proceed. Do not disclose any information to enquiries during this time. The Proponents will be advised of the outcome in due course. If you require further information, please feel free to contact me or a member of Supply & Services. LC - 171 - Report to Council Report Number: FIN 14-21 Date: September 27, 2021 From: Stan Karwowski Director, Finance & Treasurer Subject: 2020 Asset Management Plan - File: F-1200-001 Recommendation: 1.That the 2020 Asset Management Plan, set out in Attachment 1 to this report, be received for information; 2.That Council endorse, in principle, the use of the 2020 Asset Management Plan for financial planning purposes as it relates to the development of the Five Year financial plan; and 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The City is required to have an Asset Management Plan as per Ontario Regulation 588/17. Asset management is defined as: the coordinated activity of an organization to realize value from assets. It considers all asset types, and includes all activities involved in the asset’s life cycle from planning and acquisition/creation; to operational and maintenance activities, rehabilitation, and renewal; to replacement or disposal and any remaining liabilities. Asset management is comprehensive and normally involves balancing costs, risks, opportunities and performance benefits to achieve the total lowest lifecycle cost for each asset. Financial Implications: While there are no immediate identifiable financial implications associated with this report and the attached 2020 Asset Management Plan, in the long -term it will lead to changes in the annual budgeting process. This is a major change for all Ontario municipalities. Discussion: Asset management builds on the Public Sector Account Board (PSAB) standard PS 3150, which required municipal government to account and report on their Tangible Capital Assets (TCA), effective with fiscal years starting January 1, 2009. The City, through its annual financial statements, reports on its TCA through Note 10. Following the development of FIN 050 Accounting for Tangible Assets Policy, the City developed FIN 080 Strategic Asset Management Policy, the first requirement of the Ontario Regulation 588/17. The attached 2020 Asset Management Plan is the next requirement of the - 172 - FIN 14-21 September 27, 2021 Subject: 2020 Asset Management Plan Page 2 regulation in the progression of asset management. With Council endorsing the Asset Management Plan, the City has met the obligations for July 1, 2022 under this Regulation and the document will be posted on the City’s website. Attachments: 1. 2020 Asset Management Plan 2. Infrastructure for Jobs and Prosperity Act, 2015, Ontario Regulation 588/17 Prepared By: Original Signed By: Julie Robertson Senior Financial Analyst Approved/Endorsed By: Original Signed By: Stan Karwowski Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 173 - i ASSET MANAGEMENT PLAN City of Pickering 2020 Asset Inventory Data is current as of December 31st, 2020 Annual Capital Funding includes the 2021 Capital Budget Reserve Balances are current as of December 31st, 2020 AAttachment #1 to Report #FIN 14-21h - 174 - ii Empowering your organization through advanced asset management, budgeting & GIS solutions - 175 - i Key Statistics Replacement cost of asset portfolio $1.36 billion Replacement cost of asset portfolio $498.3 million Replacement cost of asset portfolio $498.3 million Replacement cost of asset portfolio $498.3 million Replacement cost of asset portfolio $498.3 million Replacement cost of asset portfolio $498.3 million Replacement cost of Replacement cost of infrastructure per household $42,842 Replacement cost of infrastructure per household $26,500 (2016) Replacement cost of infrastructure per household $26,500 (2016) Replacement cost of infrastructure per household $26,500 (2016) Replacement cost of infrastructure per household $26,500 (2016) Replacement cost of infrastructure per household $26,500 (2016) Replacement cost of Percentage of assets in satisfactory or better condition 80.42% Percentage of assets in satisfactory or better condition 86.5% Percentage of assets in satisfactory or better condition 86.5% Percentage of assets in satisfactory or better condition 86.5% Percentage of assets in satisfactory or better condition 86.5% Percentage of assets with assessed condition data 46.49% Percentage of assets with assessed condition data 52.8% Percentage of assets with assessed condition data 52.8% Percentage of assets with assessed condition data 52.8% Percentage of assets with assessed condition data 52.8% Annual capital infrastructure deficit $24.5 million Annual capital infrastructure deficit $5 million Annual capital infrastructure deficit $5 million Annual capital infrastructure deficit Recommended timeframe for eliminating annual infrastructure deficit 15 Years Recommended timeframe for eliminating annual infrastructure deficit 10-15 Years Recommended timeframe for eliminating annual infrastructure deficit 10-15 Years Target reinvestment rate 2.96% Target reinvestment rate 2.13% Actual reinvestment rate 1.16% Actual reinvestment rate 1.12% - 176 - i Executive Summary 1 1 Introduction & Context 5 1.1 An Overview of Asset Management 6 1.2 Key Concepts in Asset Management 8 1.3 Ontario Regulation 588/17 11 2 Scope and Methodology 13 2.1 Asset categories included in this AMP 14 2.2 Deriving Replacement Costs 14 2.3 Estimated Useful Life and Projected Service Life Remaining 15 2.4 Reinvestment Rate 15 2.5 Deriving Asset Condition 16 3 Portfolio Overview 17 3.1 Total Replacement Cost of Asset Portfolio 18 3.2 Target vs. Actual Reinvestment Rate 18 3.3 Condition of Asset Portfolio 19 3.4 Service Life Remaining 24 3.5 Forecasted Capital Requirements 24 4 Analysis of Tax-funded Assets 26 4.1 Road Corridor 27 4.2 Stormwater System 43 4.3 Bridges & Culverts 58 4.4 Buildings & Facilities 68 4.5 Parks 79 4.6 Other Infrastructure 91 5 Impacts of Growth 98 5.1 Description of Growth Assumptions 99 5.2 Impact of Growth on Lifecycle Activities 106 6 Financial Strategy 108 6.1 Financial Strategy Overview 109 6.2 Funding Objective 112 6.3 Financial Profile: Tax Funded Assets 113 6.4 Use of Debt 117 6.5 Use of Reserves 120 7 Appendices 122 Appendix A: 10-Year Capital Requirements 123 Appendix B: Level of Service Maps 128 Appendix C: Risk Rating Criteria 141 Appendix D: Condition Assessment Guidelines 143 Appendix E: Facility Condition Index 145 - 177 - 1 Executive Summary Municipal infrastructure supports the economic, social, and environmental health and growth of a community through the delivery of critical services. The goal of asset management is to deliver an adequate level of service in the most cost-effective manner. This involves the development and implementation of asset management strategies and long-term financial planning. Scope This asset management plan (AMP) identifies the current practices and strategies that are in place to manage public infrastructure and makes recommendations where they can be further refined. Through the implementation of sound asset management strategies, the City can ensure that public infrastructure is managed to support the sustainable delivery of municipal services. This AMP includes the following asset categories: Asset Categories Road Corridor Stormwater System Bridges & Culverts Buildings & Facilities Parks Other infrastructure - 178 - 2 Purpose This AMP leverages the collaborative effort of all departments. Providing sustainable infrastructure service delivery requires a holistic approach, involving finance, engineering, and operations etc. Therefore, this AMP should be used as a guiding document for all departments. Findings The overall replacement cost of the asset categories included in this AMP totals $1.36 billion. 80.42% % of all assets analysed in this AMP are in satisfactory or better condition and assessed condition data was available for 46.49% of assets. For the remaining 53.51% of assets, assessed condition data was unavailable, and asset age was used to approximate condition – a data gap that persists in most municipalities. Generally, age misstates the true condition of assets, making assessments essential to accurate asset management planning, and a recurring recommendation in this AMP. The development of a long-term, sustainable financial plan requires an analysis of whole lifecycle costs. This AMP uses a combination of proactive lifecycle strategies (roads and stormwater wet ponds) and replacement only strategies (all other assets) to determine the lowest cost option to maintain the current level of service. To meet capital replacement and rehabilitation needs for existing infrastructure, prevent infrastructure backlogs, and achieve long-term sustainability, the City’s average annual capital requirement totals $40.27 million. Based on a historical analysis of sustainable capital funding sources, the City is committing approximately $15.75 million towards capital projects or reserves per year. As a result, there is currently an annual funding gap of $24.51 million. It is important to note that this AMP represents a snapshot in time and is based on the best available processes, data, and information at the City. Strategic asset management With the development of this AMP the m unicipality has achieved compliance with O. Reg. 588/17 to the extent of the requirements that must be completed by July 1, 202 2 . There are additional requirements concerning current levels of service for all other cap ital assets and also proposed levels of service and growth that must be met by July 1, 202 4 and 2025 . - 179 - 3 planning is an ongoing and dynamic process that requires continuous improvement and dedicated resources. Recommendations A financial strategy was developed to address the annual capital funding gap. The following graphics shows annual tax/rate change required to eliminate the City’s infrastructure deficit based on a 15-year plan for tax-funded assets: Recommendations to guide continuous refinement of the City’s asset management program include the following: • Review data to update and maintain a complete and accurate dataset • Develop a condition assessment strategy with a regularly scheduled update and review process • Extension of the implementation of risk-based decision-making as part of asset management planning and budgeting to all departments. • Extension of the continuous review, development, and implementation of optimal lifecycle management strategies for all asset categories across departments. • Continue to develop and regularly review short- and long-term plans to meet capital requirements across departments. Tax-Funded ASSETS Average Annual Tax Change 1.8% Annual Capital Requirements per Household $1,298 - 180 - 4 • Measure current levels of service and identify sustainable proposed levels of service for all asset categories - 181 - 5 Key Insights 1. Introduction & Context • The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services, manage the associated risks, while maximizing the value tax and ratepayers receive from the asset portfolio • The City’s asset management policy provides clear direction to staff on their roles and responsibilities regarding asset management • An asset management plan is a living document that should be updated regularly to inform long-term planning • Ontario Regulation 588/17 outlines several key milestones and requirements for asset management plans in Ontario between July 1, 2022 and 2025 - 182 - 6 1.1 An Overview of Asset Management Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure assets to deliver services to the community. The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services, manage the associated risks, while maximizing the value ratepayers receive from the asset portfolio. The acquisition or construction of capital assets accounts for only 10-20% of their total cost of ownership. The remaining 80-90% derives from operations and maintenance. This AMP focuses its analysis on the capital costs to maintain, rehabilitate, and replace existing municipal infrastructure assets. These costs can span decades, requiring planning and foresight to ensure financial responsibility is spread equitably across generations. An asset management plan is critical to this planning, and an essential element of a broader asset management program. The industry-standard approach and sequence to developing a practical asset management program begins with a Strategic Plan, followed by an Asset Management Policy and an Asset Management Strategy, concluding with an Asset Management Plan. This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the alignment between the corporate strategic plan and various asset management documents. The strategic plan has a direct, and cascading impact on asset management planning and reporting. Build 20% Operate, Maintain, and Dispose 80% Total Cost of Ownership - 183 - 7 1.1.1 Asset Management Policy An asset management policy represents a statement of the principles guiding the municipality’s approach to asset management activities. It aligns with the organizational strategic plan and provides clear direction to municipal staff on their roles and responsibilities as part of the asset management program. The City adopted Policy No. FIN 080 “Strategic Asset Management Policy” on June 25, 2018, in accordance with Ontario Regulation 588/17. The purpose of the policy is to provide a framework for implementing asset management to enable a strategic approach at all levels of the organization. As outlined in the policy, the City seeks to leverage the lowest total lifecycle cost of ownership with regard to the service levels that best meet the needs of the community while being cognizant of the risk of failure that is acceptable. 1.1.2 Asset Management Strategy An asset management strategy outlines the translation of organizational objectives into asset management objectives and provides a strategic overview of the activities required to meet these objectives. It provides greater detail than the policy on how the municipality plans to achieve asset management objectives through planned activities and decision-making criteria. The City’s Asset Management Policy contains many of the key components of an asset management strategy and may be expanded on in future revisions or as part of a separate strategic document. 1.1.3 Asset Management Plan The asset management plan (AMP) presents the outcomes of the municipality’s asset management program and identifies the resource requirements needed to achieve a defined level of service. The AMP typically includes the following content: • State of Infrastructure • Asset Management Strategies • Levels of Service • Financial Strategies The AMP is a living document that should be updated regularly as additional asset and financial data becomes available. This will allow the municipality to re-evaluate the state - 184 - 8 of infrastructure and identify how the organization’s asset management and financial strategies are progressing. 1.2 Key Concepts in Asset Management Effective asset management integrates several key components, including lifecycle management, risk management, and levels of service. These concepts are applied throughout this asset management plan and are described below in greater detail. 1.2.1 Lifecycle Management Strategies The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. Asset deterioration has a negative effect on the ability of an asset to fulfill its intended function, and may be characterized by increased cost, risk and even service disruption. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. There are several field intervention activities that are available to extend the life of an asset. These activities can generally fall within the categories of maintenance, rehabilitation, and replacement. The following table provides a description of each type of activity and the general difference in cost. Lifecycle Activity Description Example (Roads) Cost Maintenance Activities that prevent defects or deteriorations from occurring Crack Seal $ Rehabilitation/ Renewal Activities that rectify defects or deficiencies that are already present and may be affecting asset performance Mill & Re- surface $$ Replacement/ Reconstruction Asset end-of-life activities that often involve the complete replacement of assets Full Reconstruction $$$ Depending on initial lifecycle management strategies, asset performance can be sustained through a combination of maintenance and rehabilitation, but at some point, replacement is required. Understanding what effect these activities will have on the lifecycle of an asset, and their cost, will enable staff to make better recommendations. - 185 - 9 The City’s approach to lifecycle management is described within each asset category outlined in this AMP. Developing and implementing a proactive lifecycle strategy will help staff to determine which activities to perform on an asset and when they should be performed to maximize useful life at the lowest total cost of ownership. 1.2.2 Risk Management Strategies Municipalities generally take a ‘worst-first’ approach to infrastructure spending. Rather than prioritizing assets based on their importance to service delivery, assets in the worst condition are fixed first, regardless of their criticality. However, not all assets are created equal. Some are more important than others, and their failure or disrepair poses more risk to the community than that of others. For example, a road with a high volume of traffic that provides access to critical services poses a higher risk than a low volume rural road. These high-value assets should receive funding before others. By identifying the various impacts of asset failure and the likelihood that it will fail, risk management strategies can identify critical assets, and determine where maintenance efforts, and spending, should be focused. This AMP includes a high-level evaluation of asset risk and criticality. Each asset has been assigned a probability of failure score and consequence of failure score based on available asset data. These risk scores can be used to prioritize mainte nance, rehabilitation, and replacement strategies for critical assets. 1.2.3 Levels of Service (LOS) A level of service (LOS) is a measure of what the City is providing to the community and the nature and quality of that service. Within each asset category in this AMP, technical metrics and qualitative descriptions that measure both technical and community levels of service have been established and measured as data is available. These measures include a combination of those that have been outlined in O. Reg. 588/17 in addition to performance measures identified by the City as worth measuring and evaluating. The City measures the level of service provided at two levels: Community Levels of Service, and Technical Levels of Service. Community Levels of Service Community levels of service are a simple, plain language description or measure of the service that the community receives. For core asset categories (Road Corridor, Bridges - 186 - 10 & Culverts, and Stormwater System) the Province, through O. Reg. 588/17, has provided qualitative descriptions that are required to be included in this AMP. Technical Levels of Service Technical levels of service are a measure of key technical attributes of the service being provided to the community. These include mostly quantitative measures and tend to reflect the impact of the municipality’s asset management strategies on the physical condition of assets or the quality/capacity of the services they provide. For core asset categories (Road Corridor, Bridges & Culverts, and Stormwater System) the Province, through O. Reg. 588/17, has provided technical metrics that are required to be included in this AMP. Current and Proposed Levels of Service This AMP focuses on measuring the current level of service provided to the community. Once current levels of service have been measured, the City plans to establish proposed levels of service over a 10-year period, in accordance with O. Reg. 588/17. Proposed levels of service should be realistic and achievable within the timeframe outlined by the City. They should also be determined with consideration of a variety of community expectations, fiscal capacity, regulatory requirements, corporate goals, and long-term sustainability. Once proposed levels of service have been established, and prior to July 2025, the City must identify a lifecycle management and financial strategy which allows these targets to be achieved. - 187 - 11 1.3 Ontario Regulation 588/17 As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government introduced Regulation 588/17 - Asset Management Planning for Municipal Infrastructure (O. Reg 588/17). Along with creating better performing organizations, more liveable and sustainable communities, the regulation is a key, mandated driver of asset management planning and reporting. It places substantial emphasis on current and proposed levels of service and the lifecycle costs incurred in delivering them. The diagram below outlines key reporting requirements under O. Reg 588/17 and the associated timelines. 2019 2022 2024 2025 Strategic Asset Management Policy Asset Management Plan for Core Assets with the following components: 1.Current levels of service 2.Inventory analysis 3.Lifecycle activities to sustain LOS 4.Cost of lifecycle activities 5.Population and employment forecasts 6.Discussion of growth impacts Asset Management Policy Update and an Asset Management Plan for All Assets with the following additional components: 1.Proposed levels of service for next 10 years 2.Updated inventory analysis 3.Lifecycle management strategy 4.Financial strategy and addressing shortfalls 5.Discussion of how growth assumptions impacted lifecycle and financial Asset Management Plan for Core and Non-Core Assets - 188 - 12 1.3.1 O. Reg. 588/17 Compliance Review The following table identifies the requirements outlined in O. Reg 588/17for municipalities to meet by July 1, 2022, for core assets only. Next to each requirement a page or section reference is included in addition to any necessary commentary. Requirement O. Reg. Section AMP Section Reference Status Summary of assets in each category S.5(2), 3(i)4.1.1 - 4.6.1 Complete Replacement cost of assets in each category S.5(2), 3(ii)4.1.1 - 4.6.1 Complete Average age of assets in each category S.5(2), 3(iii)4.1.3 - 4.6.3 Complete Condition of core assets in each category S.5(2), 3(iv)4.1.2 – 4.6.2 Complete Description of municipality’s approach to assessing the condition of assets in each category S.5(2), 3(v)4.1.2 – 4.6.2 Complete Current levels of service in each category S.5(2), 1(i-ii)4.1.6 - 5.6.6 Complete Current performance measures in each category S.5(2), 2 4.1.6 - 5.6.6 Complete Lifecycle activities needed to maintain current levels of service for 10 years S.5(2), 4 4.1.4 - 4.6.4 Complete Costs of providing lifecycle activities for 10 years S.5(2), 4 Appendix A Complete Growth assumptions S.5(2), 5(i-ii) S.5(2), 6(i-vi)5.1-5.2 Complete Furthermore, The City of Pickering has also met most of the requirements mentioned above for its non-core assets as well in this AMP, which makes the City on the right track for compliance with the O. Reg 588/17 for municipalities to meet by July 1, 2024. The City still needs to define the current levels of service for its Other Infrastructure Category of this AMP to meet the full compliance of the 2024 O. Reg 588/17 requirements. - 189 - 13 Key Insights 2 Scope and Methodology • This asset management plan includes 6 asset categories that fall under the tax- funded category • The source and recency of replacement costs impacts the accuracy and reliability of asset portfolio valuation • Accurate and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle activities occur at the right time to maximize asset value and useful life - 190 - 14 2.1 Asset categories included in this AMP This AMP for the City of Pickering is produced in compliance with Ontario Regulation 588/17. The July 2022 deadline under the regulation—the first of three AMP deadlines— requires analysis of only core assets (roads, bridges & culverts, and stormwater). However, the City of Pickering has included all assets categories in this AMP, thereby covering all regulations for the July 2022 and July 2024 deadlines. The AMP summarizes the state of the infrastructure for the City’s asset portfolio, establishes current levels of service and the associated technical and customer oriented key performance indicators (kpis), outlines lifecycle strategies for optimal asset management and performance, and provides financial strategies to reach sustainability for the asset categories listed below. Asset Category Source of Funding Road Corridor Tax-Funded Assets Stormwater System Tax-Funded Assets Bridges & Culverts Tax-Funded Assets Buildings & Facilities Tax-Funded Assets Parks Tax-Funded Assets Other Infrastructure Tax-Funded Assets 2.2 Deriving Replacement Costs There are a range of methods to determine the replacement cost of an asset, and some are more accurate and reliable than others. This AMP relies on two methodologies: User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff which could include average costs from recent contracts; data from engineering reports and assessments; software solutions linked to industry-standard costing databases; staff estimates based on knowledge and experience Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on Consumer Price Index or Non-Residential Building Construction Price Index User-defined costs based on reliable sources are a reasonably accurate and reliable way to determine asset replacement costs. Cost inflation is typically used in the absence of reliable replacement cost data. It is a reliable method for recently purchased and/or constructed assets where the total cost is reflective of the actual costs that the City incurred. As assets age, and new products and technologies become available, cost inflation becomes a less reliable method. - 191 - 15 2.3 Estimated Useful Life and Projected Service Life Remaining The estimated useful life (EUL) of an asset is the period over which the City expects the asset to be available for use and remain in service before requiring replacement or disposal. The EUL for each asset in this AMP was assigned according to the knowledge and expertise of municipal staff and supplemented by existing industry standards when necessary. By using an asset’s in-service data and its EUL, the City can determine the projected service life remaining (PSLR) for each asset. Using condition data and the asset’s PSLR, the City can more accurately forecast when it will require replacement. The PSLR is calculated as follows: 𝑃𝑙𝑙𝑖𝑐𝑐𝑙𝑐𝑐 𝑅𝑐𝑙𝑙𝑖𝑐𝑐 𝐿𝑖𝑐𝑐 𝑅𝑐𝑙𝑎𝑖𝑙𝑖𝑙𝑐 (𝑃𝑅𝐿𝑅)=𝐼𝑙 𝑅𝑐𝑙𝑙𝑖𝑐𝑐 𝐶𝑎𝑙𝑐+𝐶𝑙𝑙𝑖𝑙𝑎𝑙𝑐𝑐 𝑅𝑙𝑐𝑐𝑙𝑙 𝐿𝑖𝑐𝑐(𝐶𝑅𝐿)−𝐶𝑙𝑙𝑙𝑐𝑙𝑙 𝑌𝑐𝑎𝑙 2.4 Reinvestment Rate As assets age and deteriorate they require additional investment to maintain a state of good repair. The reinvestment of capital funds, through asset renewal or replacement, is necessary to sustain an adequate level of service. The reinvestment rate is a measurement of available or required funding relative to the total replacement cost. By comparing the actual vs. Target reinvestment rate the City can determine the extent of any existing funding gap. The reinvestment rate is calculated as follows: 𝑅𝑎𝑙𝑐𝑐𝑙 𝑅𝑐𝑖𝑙𝑙𝑐𝑙𝑙𝑙𝑐𝑙𝑙 𝑅𝑎𝑙𝑐=𝐴𝑙𝑙𝑙𝑎𝑙 𝐶𝑎𝑙𝑖𝑙𝑎𝑙 𝑅𝑐𝑙𝑙𝑖𝑙𝑐𝑙𝑐𝑙𝑙 𝑅𝑙𝑙𝑎𝑙 𝑅𝑐𝑙𝑙𝑎𝑐𝑐𝑙𝑐𝑙𝑙 𝐶𝑙𝑙𝑙 𝐴𝑐𝑙𝑙𝑎𝑙 𝑅𝑐𝑖𝑙𝑙𝑐𝑙𝑙𝑙𝑐𝑙𝑙 𝑅𝑎𝑙𝑐=𝐴𝑙𝑙𝑙𝑎𝑙 𝐶𝑎𝑙𝑖𝑙𝑎𝑙 𝐶𝑙𝑙𝑐𝑖𝑙𝑐 𝑅𝑙𝑙𝑎𝑙 𝑅𝑐𝑙𝑙𝑎𝑐𝑐𝑙𝑐𝑙𝑙 𝐶𝑙𝑙𝑙 - 192 - 16 2.5 Deriving Asset Condition An incomplete or limited understanding of asset condition can mislead long-term planning and decision-making. Accurate and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle activities occur at the right time to maximize asset value and useful life. A condition assessment rating system provides a standardized descriptive framework that allows comparative benchmarking across the City’s asset portfolio. The table below outlines an example of the condition rating system used in this AMP to determine asset condition. This rating system is aligned with the Canadian Core Public Infrastructure Survey which is used to develop the Canadian Infrastructure Report Card. When assessed condition data is not available, service life remaining is used to approximate asset condition. The City has some asset condition ratings that are aligned with the Canadian Infrastructure Report Card condition rating system. However, for some assets such as roads and bridges, a different rating criterion that better suit each of these assets’ deterioration profiles were adopted. Condition Description Criteria Projected Service Life Remaining (%) Very Good Fit for the future Well maintained, good condition, new or recently rehabilitated 80-100 Good Adequate for now Acceptable, generally approaching mid-stage of expected service life 60-80 Satisfactory Requires attention Signs of deterioration, some elements exhibit significant deficiencies 40-60 Below Satisfactory Increasing potential of affecting service Approaching end of service life, condition below standard, large portion of system exhibits significant deterioration 20-40 Needs Substantial Improvement Unfit for sustained service Near or beyond expected service life, widespread signs of advanced deterioration, some assets may be unusable 0-20 The analysis in this AMP is based on assessed condition data only as available. In the absence of assessed condition data, asset age is used as a proxy to determine asset condition. Appendix D includes additional information on the role of asset condition data and provides basic guidelines for the development of a condition assessment program. - 193 - 17 Key Insights 3 Portfolio Overview • The total replacement cost of the City’s asset portfolio is $1.36 billion • The City’s target re-investment rate is 2.96%, and the actual re-investment rate is 1.16%, contributing to an expanding infrastructure deficit • 80.42% of all assets are in satisfactory or better condition • 25.94% of assets are projected to require replacement in the next 10 years • Average annual capital requirements total $40.27 million per year across all assets - 194 - 18 3.1 Total Replacement Cost of Asset Portfolio The asset categories analysed in this AMP have a total replacement cost of $1.36 billion based on inventory data from 2020. This total was determined based on a combination of user-defined costs and historical cost inflation. This estimate reflects replacement of historical assets with similar, not necessarily identical, assets available for procurement today. 3.2 Target vs. Actual Reinvestment Rate The graph below depicts funding gaps or surpluses by comparing target vs actual reinvestment rate. To meet the long-term replacement needs, the City should be allocating approximately $40.27 million annually, for a target reinvestment rate of 2.96%. Actual annual spending on infrastructure totals approximately $15.75 million, for an actual reinvestment rate of 1.16%. It is worth noting that any surplus in budget for Bridges and Culverts gets transferred to Road Corridor. - 195 - 19 3.3 Condition of Asset Portfolio The current condition of existing assets is central to all asset management planning. Collectively, 80.42% of assets in Pickering are in satisfactory or better condition. This estimate relies on age-based, field condition data, and staff assessments. Staff assessments were used whenever possible as they provide a more precise condition estimate than age-base assessments. Staff leveraged their knowledge and experience with maintenance related and operational issues to enhance the level of accuracy of age-based conditions. This AMP relies on assessed condition data for 46.39% of assets; for the remaining portfolio, age is used as an approximation of condition. Assessed condition data is invaluable in asset management planning as it reflects the true condition of the asset - 196 - 20 and its ability to perform its functions. The table below identifies the source of condition data used throughout this AMP. - 197 - 21 Asset Category Asset Segment Asset Sub- segment % of Assets with Assessed Condition Source of Condition Data Road Corridor Roads Arterial 62% Assessed, 38% Age-based R.J. Burnside & Associates Limited - 2016 Road Corridor Roads Collector 80% Assessed, 20% Age-based R.J. Burnside & Associates Limited - 2016 Road Corridor Roads Local 89% Assessed, 11% Age-based R.J. Burnside & Associates Limited - 2016 Road Corridor Roadside Appuretances Broadband 0% Assessed 100% Age-based Road Corridor Roadside Appuretances Guide Rails 0% Assessed 100% Age-based Road Corridor Roadside Appuretances Retaining Walls 0% Assessed 100% Age-based Road Corridor Sidewalks Sidewalks 0% Assessed 100% Age-based Road Corridor Street Lights Head Luminaires 83% Assessed, 17% Age-based Staff Assessments Road Corridor Street Lights Poles & Assemblies 93% Assessed, 7% Age-based Staff Assessments Road Corridor Traffic & Pedestrian Signals Controllers 86% Assessed, 14% Age-based Staff Assessments Road Corridor Traffic & Pedestrian Signals Infrastructure 88% Assessed, 12% Age-based Staff Assessments Stormwater System Drainage Channels Drainage Channels 0% Assessed 100% Age-based Stormwater System Storm Sewers Catch Basin and Lead 88% Assessed, 12% Age-based Staff Assessments Stormwater System Storm Sewers Clean Water Collectors 0% Assessed 100% Age-based Stormwater System Storm Sewers Inlet/Outlet Structures 0% Assessed 100% Age-based - 198 - 22 Asset Category Asset Segment Asset Sub- segment % of Assets with Assessed Condition Source of Condition Data Stormwater System Storm Sewers Oil Grit Separators 0% Assessed 100% Age-based Stormwater System Storm Sewers Service Connections 93% Assessed, 7% Age-based Staff Assessments Stormwater System Storm Sewers Storm Sewer Mains 0% Assessed 100% Age-based Stormwater System Stormwater Ponds Dry Ponds 0% Assessed 100% Age-based Stormwater System Stormwater Ponds Wet Ponds 64% Assessed, 36% Age-based Staff Assessments Bridges & Culverts Bridges Bridges 100% Assessed 2020 OSIM Inspections Bridges & Culverts Structural Culverts Structural Culverts 99% Assessed 2020 OSIM Inspections Buildings & Facilities Civic Complex Civic Complex 100% Assessed VFA Database Buildings & Facilities Community & Cultural Buildings Community & Cultural Buildings 100% Assessed VFA Database Buildings & Facilities Fire Services Fire Services 100% Assessed VFA Database Buildings & Facilities Operations Centre Operations Centre 100% Assessed VFA Database Buildings & Facilities Recreation, Pools & Arenas Recreation, Pools & Arenas 100% Assessed VFA Database Parks Active Recreation Facilities Playground Equipment 100% Assessed Staff Assessments Parks Active Recreation Facilities Sport Playing Surfaces 100% Assessed Staff Assessments Parks Amenities, Furniture & Utilities Buildings 100% Assessed Staff Assessments Parks Amenities, Furniture & Utilities Electrical/Lighting 100% Assessed Staff Assessments - 199 - 23 Asset Category Asset Segment Asset Sub- segment % of Assets with Assessed Condition Source of Condition Data Parks Amenities, Furniture & Utilities Site Furniture 100% Assessed Staff Assessments Parks Amenities, Furniture & Utilities Site Structures Site Structures Staff Assessments Parks Amenities, Furniture & Utilities Subsurface Infrastructure 100% Assessed Staff Assessments Parks Amenities, Furniture & Utilities Waterfront Infrastructure 100% Assessed Staff Assessments Parks Vehicular & Pedestrian Networks Parking Lots & Internal Roads 100% Assessed Staff Assessments Parks Vehicular & Pedestrian Networks Pedestrian Corridors 100% Assessed Staff Assessments Other Infrastructure Furniture & Fixtures Furniture & Fixtures 0% Assessed 100% Age-based Other Infrastructure Information Technology Information Technology 0% Assessed 100% Age-based Other Infrastructure Library Collection Materials Library Collection Materials 0% Assessed 100% Age-based Other Infrastructure Machinery & Equipment Major 0% Assessed 100% Age-based Other Infrastructure Machinery & Equipment Minor 0% Assessed 100% Age-based Other Infrastructure Vehicles Fire Vehicles 0% Assessed 100% Age-based Other Infrastructure Vehicles Vehicles 0% Assessed 100% Age-based - 200 - 24 3.4 Service Life Remaining Based on asset age, available assessed condition data and estimated useful life, 25.94% of the City’s assets will require replacement within the next 10 years. Capital requirements over the next 10 years are identified in Appendix A. Buildings & Facilities assets were excluded from this analysis due to the nature of the assets. Building and Facilities have multiple components that have a very short service life. However, the building themselves are long-lasting. 3.5 Forecasted Capital Requirements The development of a long-term capital forecast should include both asset rehabilitation and replacement requirements. With the development of asset-specific lifecycle strategies that include the timing and cost of future capital events, the City can produce an accurate long-term capital forecast. The following graph identifies capital requirements over the next 25 years. It is worth noting that the Average Annual Capital Requirements are equal to the sum of the annualized lifecycle costs of all assets. The annualized lifecycle cost is calculated by dividing the total lifecycle cost of the asset by its respective estimated useful life. - 201 - 25 - 202 - 26 Key Insights 4 Analysis of Tax-funded Assets •Tax-funded assets are valued at $1.36 billion •80.42% of tax-funded assets are in satisfactory or better condition •The average annual capital requirement to sustain the current level of service for tax-funded assets is approximately $40.27 million •Critical assets should be evaluated to determine appropriate risk mitigation activities and treatment options - 203 - 27 4.1 Road Corridor The Road Corridor are critical components of the provision of safe and efficient transportation services and represent the highest value asset category in the City’s asset portfolio. It includes all municipally owned and maintained roadways in addition to supporting roadside infrastructure including sidewalks, streetlights, traffic signals, guiderails, and retaining walls. The Operations Department provides roadway operational maintenance including, patching, grading, sweeping, ditching as well as winter control activities such as sanding, salting, and plowing. The Engineering Department is responsible for the design and construction of major roadway maintenance and rehabilitation activities such as crack seal, asphalt resurfacing, curb and sidewalk repair/replacement, and reconstruction. They are also responsible for the maintenance and repair of streetlights, traffic signals, and guide rails. Staff are working towards improving the accuracy and reliability of their Road Corridor inventory to assist with long-term asset management planning. 4.1.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Road Corridor inventory. Asset Segment Sub-Segment Quantity 1 Unit of Measure Replacement Cost Method Replacement Cost Roads Arterial 13 Centreline KM 100% Cost per Unit $17,810,198 Roads Collector 37 Centreline KM 100% Cost per Unit $52,612,912 Roads Local 268 Centreline KM 100% Cost per Unit $365,537,102 Roads Gravel 102 Centreline KM Not planned for replacement Not planned for replacement 1 The level of maturity of the asset quantity data is still at a basic level. Staff plan to prioritize data refinement and consolidation efforts to increase confidence in the accuracy and reliability of asset data and information. - 204 - 28 Asset Segment Sub-Segment Quantity Unit of Measure Replacement Cost Method Replacement Cost Roadside Appurtenances Broadband 1 KM 100% CPI Inflation $143,175 Roadside Appurtenances Guide Rails 746 M 100% CPI Inflation $774,280 Roadside Appurtenances Retaining Walls 529 M 100% CPI Inflation $868,766 Sidewalks Sidewalks 331 KM 99% Cost per Unit, 1% CPI Inflation $96,784,783 Streetlights LED Lights 8,295 Quantity 100% CPI Inflation $7,151,314 Streetlights Poles & Assemblies 8,101 Quantity 100% CPI Inflation $56,943,137 Traffic & Pedestrian Signals Controllers 25 Intersection 100% CPI Inflation $691,198 Traffic & Pedestrian Signals Infrastructure 25 Intersection 100% CPI Inflation $3,253,735 $602,570,600 - 205 - 29 4.1.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition Rating is a weighted value based on replacement cost. Asset Segment Sub- Segment Average Condition (%) Average Condition Rating Condition Source Roads Arterial 75% Good 62% Assessed, 38% Age- based Roads Collector 72% Good 80% Assessed, 20% Age- based Roads Local 63% Good 89% Assessed, 11% Age- based Roadside Appurtenances Broadband 95%2 Very Good 100% Age-based Roadside Appurtenances Guide Rails 84%2 Good 100% Age-based Roadside Appurtenances Retaining Walls 75%2 Good 100% Age-based Sidewalks Sidewalks 65% Good 100% Age-based Streetlights Head Luminaires 86% Very Good 83% Assessed, 17% Age- based3 Streetlights Poles & Assemblies 56% Satisfactory 93% Assessed, 7% Age- based3 2 Currently, the average condition reflects the condition of all assets that are available in the City’s central inventory. City staff are working to consolidate asset information associated with Roadside Appurtenances in the central database. Once completed, the average condition will be more accurate and reflective of the whole asset portfolio. 3 A desktop assessment was completed by City staff. The results of the assessment were used along with Age-based ratings to calculate the average condition of assets. Desktop assessment ratings were given a weight of 90% compared to 10% for the age-based rating when performing the final condition calculation for Head Luminaires. For Poles & Assemblies, the desktop assessments were given a weight of 55% compared to 45% for the age -based rating when performing the final condition calculation. Age-based conditions were solely used when desktop assessments were not performed. - 206 - 30 Asset Segment Sub-Segment Average Condition (%) Average Condition Rating Condition Source Traffic & Pedestrian Signals Controllers 75% Good 86% Assessed, 14% Age- based4 Traffic & Pedestrian Signals Infrastructure 67% Good 88% Assessed, 12% Age- based4 64% Good To ensure that the City’s Road Corridor continue to provide an acceptable level of service, the City should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of Road Corridor. Current Approach to Condition Assessment 4 A desktop assessment was completed by City staff. The results of the assessment were used along with Age-based ratings to calculate the average condition of assets. Desktop assessment ratings were given a weight of 75% compared to 25% for the age-based rating when performing the final condition calculation for Controllers. For Infrastructure, the desktop assessments were given a weight of 65% compared to 35% for the age-based rating when performing the final condition calculation. Age-based conditions were solely used when desktop assessments were not performed. - 207 - 31 Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: The City’s entire road network is assessed by an external contractor. The last Road Needs Study was completed in 2016 based on assessments made in 2011 .A road condition assessment update is planned for 2021. The Road Needs Study includes a Pavement Condition Index (PCI) rating for all paved roads. The 1-100 value is a measure of the surface condition of the roads and is based on a formula that takes into account surface distresses and ride comfort. The Road Needs Study also includes another measure, a Priority Guide Number (PGN). The PGN is established using the older Ministry of Transportation of Ontario (MTO) methodology, however, the PGN does provide a relative comparison of the priority of the roads for improvement, based on condition, traffic, and improvement costs. Therefore, the PGN ranking can be considered as one of the comparison factors for consideration in setting capital programs. As a supplement to the comprehensive network-wide assessments, City staff complete regular inspections annually and re-prioritize capital works and maintenance activities as necessary. • The City utilizes desktop assessments along with age-based assessments to estimate the condition of streetlights. • For traffic & pedestrian signals, the City contracts the services of Durham Region (The Works Department's Traffic Engineering and Operations Division handles Durham's traffic control signals by planning, designing, constructing, operating, and maintaining the traffic control systems). They use an internal asset management system to effectively manage the City’s traffic signals infrastructure. 4.1.3 Estimated Useful Life & Average Age The Estimated Useful Life for Road Corridor has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Finally, the Average Projected Service Life Remaining represents the difference between the Estimated Useful Life and the Average Age, except when an asset has been assigned an assessed condition rating. Assessed condition may increase or decrease the average service life remaining. - 208 - 32 Asset Segment Sub- Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Roads Arterial ≤50 18.0 17.1 Roads Collector ≤50 23.3 14.4 Roads Local ≤50 32.9 12.7 Roadside Appurtenances Broadband ≤30 1.5 28.4 Roadside Appurtenances Guide Rails ≤40 6.3 33.7 Roadside Appurtenances Retaining Walls ≤40 7.5 32.5 Sidewalks Sidewalks ≤75 30.6 34.1 Streetlights Head Luminaires ≤20 4.0 6.3 Streetlights Poles & Assemblies ≤50 5.0 32.8 Traffic & Pedestrian Signals Controllers ≤13 9.9 6.8 Traffic & Pedestrian Signals Infrastructure ≤25 12.8 13.1 27.7 21.8 - 209 - 33 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. - 210 - 34 4.1.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. The following lifecycle strategies have been developed as a proactive approach to managing the lifecycle of hard-surfaced (asphalted) rural and urban roads. Instead of allowing the roads to deteriorate until replacement is required, strategic rehabilitation is expected to extend the service life of roads at a lower total cost. Lifecycle management strategies were not developed for other road types5 within the City. Asphalt Roads (Surface) Event Name Event Class Event Trigger Crack Seal # 1 Preventative Maintenance Year: 6 Crack Seal # 2 Preventative Maintenance Year: 12 New Surface – Single Lift Rehabilitation Year: 20 Crack Seal # 3 Preventative Maintenance Year: 26 Crack Seal # 4 Preventative Maintenance Year: 32 New Surface – Double Lift Rehabilitation Year: 40 Crack Seal # 5 Preventative Maintenance Year: 46 Crack Seal # 6 Preventative Maintenance Year: 52 Asset Replacement Replacement Condition: 30 The first and second crack seal treatments applied in years 6 and 12 reset the condition to 88 and 73 respectively. These preventative maintenance activities are then followed by a new surface – single lift rehabilitation in year 20, which restores the condition back to 90. 5 The City only owns and operates 500m of concrete roads (old gravel pit). Once this road reaches its end of service life, it will be replaced with asphalt. Gravel roads have low AADT and are inspected regularly. Grading is an important part of rural road maintenance and involves reshaping the roads. Public Works replaces gravel that has been either pushed off the road during winter operations and/or swept away during the spring thaw. While the City owns and operates some roads that are surfaced treated, the re is no official maintenance program for this type of road. - 211 - 35 Furthermore, the third and fourth crack seal treatments applied in years 26 and 32 reset the condition to 76 and 58 respectively. These preventative maintenance activities are then followed by a new surface – double lift rehabilitation in year 38, which restores the condition back to 80. Finally, the fifth and sixth crack seal treatments applied in years 46 and 52 reset the condition to 46 and 52 respectively. Then, the asset is used until the end of its Lifecycle, which is reached when the condition of the asset drops to 30. The aforementioned lifecycle activities manage to extend the estimated useful life of the asset from 25 to 54 years as seen below. - 212 - 36 The following table further expands on the City’s current approach to lifecycle management: Activity Type Description of Current Strategy Maintenance The City employs preventative maintenance programs to minimize the destructive impact of climate and traffic through the timely application of remedial treatments to the pavement. Maintenance Asphalt Roads – crack sealing/filling and spot base repairs (small area patching) Surface Treatment Roads – small area patching and drainage improvements Rehabilitation/ Replacement The most cost-effective expenditures for road rehabilitation can be achieved through the application of the right rehabilitation at the right time. This decision-making process relies primarily on the condition of the road surface. Rehabilitation/ Replacement The city’s current road rehabilitation methods include: • Grind and Overlay • Full depth surface replacement • Full reconstruction Rehabilitation/ Replacement Full road reconstruction may be required when substantial base repairs are necessary or when sub-surface infrastructure also requires replacement. Rehabilitation/ Replacement The City develops a 5-year capital forecast which includes a mix of named reconstruction projects and general budget allocations for road resurfacing projects. Forecasted Capital Requirements Based on the lifecycle strategies identified previously for roads, and assuming the end- of-life replacement of all other assets in this category, the following graph forecasts capital requirements for the Road Corridor. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs to meet future capital needs. - 213 - 37 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. 4.1.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring The metrics that have been used to determine both can be found in Appendix C. - 214 - 38 Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the City is currently facing: Asset Data & Information The level of maturity is at a basic level for the available inventory data for Road Corridor used in this Asset Management Plan. Staff plan to prioritize data refinement and consolidation efforts to increase confidence in the accuracy and reliability of asset data and information. Once completed there will be greater confidence in the development of data-driven strategies to address infrastructure needs. Climate Change & Extreme Weather Events An increase in rain causes impact to the road base, leading to the exposure of the road base. The design of the Stormwater System is the primary consideration instead of the roadway design itself. Lifecycle Management Strategies The current lifecycle management strategy for roads is considered more reactive than proactive. The goal for the City is to defer the needs for road reconstruction as it is costly and disruptive. Some potential additional programs are being considered: - 215 - 39 • Single lift re-surfacing completed in the 10–15-year mark to push off double lift requirements another 20 years 4.1.6 Levels of Service (LOS) The following tables identify the City’s current level of service for the Road Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the City has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the Road Corridor. Service Attribute Qualitative Description Current LOS (2020) Scope Description, which may include maps, of the Road Corridor in the municipality and its level of connectivity See Appendix B Quality Description or images that illustrate the different levels of road class pavement condition The Pavement Condition Index (PCI) is a measure of the surface condition of the road based on empirical formula that take into account surface distresses and ride comfort resulting in a rating between 1 and 100. The assessment is detailed and allows for future monitoring and comparisons A Priority Guide Number (PGN) provides a relative comparison of the priority of the roads for improvement, based on condition, traffic, and improvement costs. - 216 - 40 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Road Corridor. Service Attribute Technical Metric Current LOS (2020) Scope Lane-km of arterial roads (MMS classes 1 and 2) per land area (km/km2) 0.24 Scope Lane-km of collector roads (MMS classes 3 and 4) per land area (km/km2) 0.66 Scope Lane-km of local roads (MMS classes 5 and 6) per land area (km/km2) 3.35 Quality Average pavement condition index for paved roads in the municipality 60.63 Quality Average surface condition for unpaved roads in the municipality (e.g., excellent, good, satisfactory, Below Satisfactory) Satisfactory Performance Capital reinvestment rate 0.86% Performance Operating & Maintenance costs for paved roads / lane-km (excluding winter control) $5,395.70 Performance Operating & Maintenance costs for unpaved roads / lane-km (excluding winter control) $6,751.79 Performance % of sidewalks inspected 100% Performance % of road network inspected 100% Performance #/year of reported incidents related to the sidewalk network 17 - 217 - 41 4.1.7 Recommendations Asset Inventory • Continue to review and refine the Road Corridor inventory to ensure that it aligns with the City’s database and that new assets and betterments are reflected and attributes are detailed. Condition Assessment Strategies • A comprehensive assessment of the road network was completed in 2016 and there are plans to conduct a network-wide road condition assessment in 2021 and every 5 to 10 years. Prioritize regular cursory inspections in between comprehensive assessments using consistent and standardized condition rating criterion. • Develop and conduct condition assessment programs for all other transportation assets (roadside appurtenances and sidewalks). Lifecycle Management Strategies • Implement the identified lifecycle management strategies for roads to realize potential cost avoidance and maintain an acceptable quality of road pavement condition. • Evaluate the efficacy of the City’s lifecycle management strategies at regular intervals to determine the impact cost, condition, and risk. • Develop cursory life cycle management strategies for all other transportation assets (sidewalks, streetlights, roadside appurtenances, park trails, bike/multi- use pathways/trails, and traffic & pedestrian signals). Risk Management Strategies • Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. • Review risk models on a regular basis and adjust according to the availability of additional data and also an evolving understanding of the probability and consequences of asset failure. Levels of Service • Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the City believes to provide meaningful and reliable inputs into asset management planning. - 218 - 42 •Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. - 219 - 43 4.2 Stormwater System The City is responsible for owning and maintaining a Stormwater System consisting of storm sewer mains and other supporting infrastructure. Staff are working towards improving the accuracy and reliability of their Stormwater System inventory to assist with long-term asset management planning. 4.2.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Stormwater System inventory. Asset Segment Sub-Segment Quantity6 Unit of Measure Replacement Cost Method Replacement Cost Drainage Channels Drainage Channels 788 M 100% CPI Inflated $3,455,020 Storm Sewers Catch Basin and Lead 5,342 Quantity 100% Cost per Unit $18,697,000 Storm Sewers Clean Water Collectors 5 KM 100% CPI Inflated $1,009,478 Storm Sewers Inlet/Outlet Structures 69 Quantity 100% Cost per Unit $1,857,825 Storm Sewers Maintenance Holes 3,235 Quantity 100% Cost per Unit $27,982,750 Storm Sewers Oil Grit Separators 33 Quantity 100% Cost per Unit $3,300,000 Storm Sewers Service Connections 17 KM 100% Cost per Unit $10,860,200 Storm Sewers Storm Sewer Mains 210 KM 89% Cost per Unit, 11% CPI Inflated $194,248,963 Stormwater Ponds Dry Ponds 30,838 M3 100% CPI Inflated $1,138,672 Stormwater Ponds Wet Ponds 135,844 M3 93% Cost per Unit, 7% User-Defined Cost $21,209,415 $283,759,323 6 The level of maturity of the asset quantity data is still at a basic level. Staff plan to prioritize data refinement and consolidation efforts to increase confidence in the accuracy and reliability of asset data and information. - 220 - 44 4.2.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition Rating is a weighted value based on replacement cost. Asset Segment Sub-Segment Average Condition (%) Average Condition Rating Condition Source Drainage Channels Drainage Channels 99% Very Good 100% Age-based Storm Sewers Catch Basin and Lead 54% Satisfactory 88% Assessed, 12% Age- based7 Storm Sewers Clean Water Collectors 100% Very Good 100% Age-based Storm Sewers Inlet/Outlet Structures 80% Good 100% Age-based Storm Sewers Maintenance Holes 86% Very Good 100% Age-based Storm Sewers Oil Grit Separators 88% Very Good 100% Age-based 7 A desktop assessment was completed by City staff. The results of the assessment were used along with Age-based ratings to calculate the average condition of assets. Desktop assessment ratings were given a weight of 50% compared to 50% for the age-based rating when performing the final condition calculation for Catch Basin and Leads. For Service Connections, the desktop assessments were given a weight of 55% compared to 45% for the age-based rating when performing the final condition calculation. Age-based conditions were solely used when desktop assessments were not performed. - 221 - 45 Asset Segment Sub-Segment Average Condition (%) Average Condition Rating Condition Source Storm Sewers Service Connections 56% Satisfactory 93% Assessed, 7% Age- based Storm Sewers Storm Sewer Mains 86% Very Good 100% Age-based Stormwater Ponds Dry Ponds 66% Good 100% Age-based Stormwater Ponds Wet Ponds 42% Satisfactory 64% Assessed, 36% Age- based 80% Good To ensure that the City’s Stormwater System continues to provide an acceptable level of service, the City should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Stormwater System. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: Stormwater Management Facilities In 2020 all stormwater management facilities were assessed by an external consultant and a detailed Asset Management Plan was provided. Staff recommend that this - 222 - 46 detailed assessment be completed every 10 years, but there is no firm schedule in- place. Using the 2020 assessment as a baseline, City staff plan to complete regular visu al inspections of facilities to identify recommended lifecycle activities, monitor performance and address any maintenance concerns Storm Sewers The City completes Closed Circuit Television (CCTV) inspections in conjunction with storm sewer flushing activities. The CCTV inspection program is being evaluated to ensure that there is a defined cycle of inspection across the entire network. - 223 - 47 4.2.3 Estimated Useful Life & Average Age The Estimated Useful Life for Stormwater System assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Finally, the Average Projected Service Life Remaining represents the difference between the Estimated Useful Life and the Average Age, except when an asset has been assigned an assessed condition rating. Assessed condition may increase or decrease the average service life remaining. Asset Segment Sub- Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Drainage Channels Drainage Channels ≤50 4.5 45.4 Storm Sewers Catch Basin and Lead ≤50 34.5 11.3 Storm Sewers Clean Water Collectors ≤75 2.9 68.3 Storm Sewers Inlet/Outlet Structures ≤75 41.3 35.5 Storm Sewers Maintenance Holes ≤75 34.7 40.3 Storm Sewers Oil Grit Separators ≤50 20.4 28.8 Storm Sewers Service Connections ≤50 34.8 9.2 Storm Sewers Storm Sewer Mains ≤75 34.3 40.6 Stormwater Ponds Dry Ponds ≤100 32.8 67.2 Stormwater Ponds Wet Ponds ≤50 17.3 16.3 34.2 27.3 - 224 - 48 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.2.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. The following lifecycle strategies have been developed as a proactive approach to managing the lifecycle of wet stormwater ponds. Instead of allowing the stormwater ponds to deteriorate until replacement is required, strategic rehabilitation is expected to extend the service life of stormwater ponds at a lower total cost. Stormwater Ponds (Wet) Event Name Event Class Event Trigger Pond Cleanout 1st cycle Maintenance Year: 20 Pond Cleanout 2nd Cycle Maintenance Year: 40 Asset Replacement Replacement Condition: 0 Two cycles of pond cleanout are included in this lifecycle strategy as maintenance activities. The cleanout includes sediment cleanout, earthworks, landscaping, and outlet structure repair. The first cycle takes place at year 20 and the second cycle takes place at year 40. Both cycles restore the condition back to 85. By applying these activities, the estimated useful life of the asset can get extended from 50 years to 82 years as seen in the graph below. - 225 - 49 Stormwater Management Facilities Activity Type Description of Current Strategy Maintenance Regular inspections are completed across all facilities. When more detailed inspections were completed in 2020 this included: Inspection of maintenance hole covers, control structures and access barriers Bathymetric surveys and sediment depth measurements at wet ponds Sediment quality sampling to determine proper disposal requirements Maintenance Staff are in the process of evaluating and implementing a proactive maintenance program which may include: Debris cleanup Repairs to outlets, grates, and fences Rehabilitation /Replacement Sediment removal and disposal needs to occur on a regular basis (~ every 20 years). Rehabilitation /Replacement The excavation and removal of sediment from ponds will require a sampling and analysis plan outlining frequency and testing parameters. Rehabilitation /Replacement Due to the relatively young age of the City’s stormwater management facilities, there has not been a previous urgency or requirement to plan for reconstruction/retrofit needs. The 2020 AMP is the first step in developing a long-term lifecycle management strategy for facilities. - 226 - 50 Storm Sewers Activity Type Description of Current Strategy Maintenance The City’s annual maintenance program for storm sewer mains includes: Storm sewer flushing and video inspection Calcite blockage removal (reaming) Catch basin cleaning Rehabilitation The city is in the process of refining its inventory data and collecting better condition data on linear storm sewer infrastructure. Once this process is completed staff will consider the benefits of trenchless sewer re-lining. Replacement Storm sewer replacement is aligned with road reconstruction programs. When a road is planned for reconstruction, CCTV inspections are completed to determine if the storm sewer needs repair or replacement. This project coordination ultimately leads to lower total project costs and reduces the impact of more frequent road reconstruction. Replacement The City develops a 5-year capital forecast which includes specific named projects Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs. The vast majority of the assets that are due for replacement within the next 25 years are split between Storm Sewers and Stormwater Ponds as seen below. - 227 - 51 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring The metrics that have been used to determine both can be found in Appendix C. - 228 - 52 Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the City is currently facing: Climate Change & Extreme Weather Events Changes to intensity, duration, and frequency of rainfall may impact the condition and performance of the Stormwater System. Design criteria can become outdated as Intensity, duration, and Frequency (IDF) curves are updated. The IDF curves have not been updated yet. This risk is rather industry driven than City centered. - 229 - 53 Infrastructure Design/Installation Design guidelines have been updated to reflect new requirements around storm sewer sizing for new developments. Although newer subdivisions are being designed to meet overland flow requirements, this is not necessarily the case for all of the older developments. Currently, design standards for linear infrastructure are built to capture and convey the 1 in 5-year storm event. However, updated IDF curves may impact this. Infrastructure Re-investment Plans to maintain and rehabilitate ponds are entirely dependant on budget approvals. When adequate budgets are not available, these plans may be deferred or canceled. Lifecycle Management Strategies For storm sewers, inspections are not completed on a strategic level. Inspections are done on a geographic zone basis, not necessarily targeted towards areas of elevated need. The storm sewer age is relatively young north of the Highway 401 (the majority) and getting older south of the Highway. It is rare that the City has to plan for full reconstruction/replacement. However, The City is looking to expand inspection programs to become more strategic as the average age of storm infrastructure increases. Furthermore, ponds within the City are relatively new and not at the end of their lifecycle. The City will be developing a robust lifecycle management strategy based on recently completed asset management plan. 4.2.6 Levels of Service (LOS) The following tables identify the City’s current level of service for the Stormwater System. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the City has selected for this AMP. - 230 - 54 Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the Stormwater System. Service Attribute Qualitative Description Current LOS (2020) Scope Description, which may include map, of the user groups or areas of the municipality that are protected from flooding, including the extent of protection provided by the municipal Stormwater System Appendix B - 231 - 55 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Stormwater System. Service Attribute Technical Metric Current LOS (2020) Scope % of properties in municipality resilient to a 100-year storm 60%8 Scope % of the municipal stormwater management system resilient to a 5-year storm 95%8 Performance % of storm sewer mains flushed and inspected 4.59% Performance % of catch basins cleaned 34.8% Performance Operating & Maintenance cost / km of storm sewers and urban ditches $ 10,777.09 Performance Operating & Maintenance cost / # of stormwater management facilities TBD Performance Annual capital reinvestment rate 0.43% 8 The City has assumed that ‘resilient to the 5-year event’ is the amount of Pickering’s minor system within urban settlement and estate development areas that has been designed to convey the 5-year event. Similarly, the City assumes that ‘resilient to the 100-year event’ is the amount of area where the major system is capable of conveying the 100-year event with no impact to buildings within urban settlement and estate development areas. Further studies are required to better determine the percentage accura cy to convey both the 5- year and 100-year event with no impact to infrastructure. Staff have begun efforts to measure the asset performance against the indicated metrics in the Ontario Regulation. That work remains ongoing, and a more accurate representati on of the City’s Level of Service (LOS) will be provided in a future AMP. - 232 - 56 4.2.7 Recommendations Asset Inventory •The City’s Stormwater System inventory remains at a basic level of maturity and staff do not have a high level of confidence in its accuracy or reliability. Staff recognize that there is a need for additional investment of time and resources to develop a comprehensive inventory of the Stormwater System and make it a priority. •Prepare to add all newly assumed Stormwater System infrastructure to the asset inventory to support future planning for maintenance and rehabilitation. Condition Assessment Strategies •The development of a comprehensive inventory should be accompanied by a system-wide assessment of the condition of all assets in the Stormwater System through CCTV or zoom camera inspections. •Include newly assumed stormwater management ponds in condition assessment strategies. Risk Management Strategies •Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. •Review risk models on a regular basis and adjust according to the availability of data and also an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies •Document and review lifecycle management strategies for the Stormwater System on a regular basis to achieve the lowest total cost of ownership while maintaining adequate service levels. •Consider the development of more preventative maintenance programs. Levels of Service •Continue to measure current levels of service in accordance with the metrics that the City has established in this AMP. Additional metrics can be established as - 233 - 57 they are determined to provide meaningful and reliable inputs into asset management planning. • Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. - 234 - 58 4.3 Bridges & Culverts Bridges & Culverts represent a critical portion of the transportation services provided to the community. Engineering Services is responsible (though the Capital Budget process) for any structure replacements or rehabilitation. The Operations Department is responsible for the maintenance of all bridges and culverts located across municipal roads with the goal of keeping structures in an adequate state of repair and minimizing service disruptions. This AMP is for bridges and culverts with a span of three meters or more. The City has many culverts with a span that is less than three meters, including driveway culverts, which are not included in this section. 4.3.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Bridges & Culverts inventory. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Bridges 389 100% User-Defined Cost $41,201,000 Structural Culverts 2810 97% User-Defined Cost, 3% CPI Inflated $28,520,727 66 $69,721,727 9 The bridge quantity represents the total number of bridges with a span of 3 m and more, including 9 pedestrian bridges. 10 The culvert quantity represents the total number of culverts with a span of 3 m and more, including 1 pedestrian culvert. - 235 - 59 4.3.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition Rating is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Bridges 71% Good 100% Assessed - 2020 OSIM Inspections Structural Culverts 69% Satisfactory 99% Assessed - 2020 OSIM Inspections 70% Good 99% Assessed To ensure that the City’s Bridges & Culverts continue to provide an acceptable level of service, the City should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation, and replacement activities is required to increase the overall condition of the Bridges & Culverts. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: Ontario Regulation 104/97 Standards for Bridges requires that every bridge or culvert with a span of 3.0 m or greater be inspected at least once in every second calendar year under the direction of a professional engineer and in accordance with the Ontario Structure Inspection Manual (OSIM). Each structure receives a Bridge Condition Index (BCI) Rating from 1-100 - 236 - 60 While the BCI is a useful comparative measure for common bridges and culverts to plan for maintenance and repairs, it does not indicate the safety of the bridge 4.3.3 Estimated Useful Life & Average Age The Estimated Useful Life for Bridges & Culverts assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Finally, the Average Projected Service Life Remaining represents the difference between the Estimated Useful Life and the Average Age, except when an asset has been assigned an assessed condition rating. Assessed condition may increase or decrease the average service life remaining. Asset Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Bridges ≤75 59.3 46.5 Structural Culverts ≤75 47.9 44.1 53.9 45.3 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. - 237 - 61 4.3.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meeting the needs of customers and the Ontario Regulation, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the City’s current lifecycle management strategy. Activity Type Description of Current Strategy Rehabilitation / Replacement Biennial OSIM inspection reports including a Capital Needs List identifying recommended rehabilitation and replacement activities with estimated costs. Rehabilitation / Replacement The report also includes a 2-year priority report to assist the City with determining the timing and urgency of capital needs when developing budgets and capital plans. Maintenance Biennial OSIM inspections including a list of recommended maintenance activities that the City considers and completes according to cost and urgency. Maintenance Typical maintenance activities include: • Obstruction removal • Cleaning/sweeping • Erosion control • Brush/tree removal - 238 - 62 Forecasted Capital Requirements The following graph forecasts long-term capital requirements aggregated for every 5 years. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. - 239 - 63 4.3.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring The metrics that have been used to determine both can be found in Appendix C. - 240 - 64 Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the City is currently facing: Climate Change & Extreme Weather Events Changes to intensity, duration, and frequency of rainfall may impact the condition of bridges and culverts. Although design standards have evolved over time to meet changing climate, older structures were designed to a different standard, and therefore not as resilient as newer structures. Infrastructure Re-investment Major capital rehabilitation projects for bridges and culverts are sometimes dependant on the availability of grant funding opportunities. When grants are not available, bridge rehabilitation projects may be deferred. However, bridges and culverts are also funded by the Roads and Bridges Reserve or by the issuance of debt. An annual capital funding strategy reduces dependency on grant funding and help prevent deferral or capital works. Lifecycle Management Strategies In the past several years maintenance and capital priorities have followed OSIM recommendations quite closely. However, the unavailability of adequate capital budget forced the City to prioritize some projects over others in the past. 4.3.6 Levels of Service (LOS) The following tables identify the City’s current level of service for Bridges & Culverts. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the City has selected for this AMP. - 241 - 65 Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by Bridges & Culverts. Service Attribute Qualitative Description Current LOS (2020) Scope Description of the traffic that is supported by municipal bridges (e.g., heavy transport vehicles, motor vehicles, emergency vehicles, pedestrians, cyclists) Bridges and structural culverts are a key component of the municipal transportation network. At this time, there are nine bridges with a load limit by-law. Unless otherwise posted, there are no restrictions to the types of traffic that can use municipal bridges and structural culverts, meaning heavy transport, motor vehicles, emergency vehicles and cyclists can cross them without restriction. Quality Description or images of the condition of bridges and how this would affect use of the bridges Appendix B Quality Description or images of the condition of culverts and how this would affect use of the culverts Appendix B - 242 - 66 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by Bridges & Culverts. Service Attribute Technical Metric Current LOS (2020) Scope % of bridges in the City with loading or dimensional restrictions 23.68% Quality Average bridge condition index value for bridges in the City 70.6% Quality Average bridge condition index value for structural culverts in the City 70.2% Performance Capital re-investment rate 1.91% Performance Operating & Maintenance costs for bridges & culverts / m2 $ 26.11 Performance # of unplanned bridge closures TBD - 243 - 67 4.3.7 Recommendations Data Review/Validation • Continue to review and validate inventory data, assessed condition data and replacement costs for all bridges and structural culverts upon the completion of OSIM inspections every 2 years. Condition • Ensure that the condition ratings from OSIM are entered into asset inventory to support planning for deterioration modeling. Risk Management Strategies • Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. • Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies • Maintenance, rehabilitation, and replacement projects recommended by OSIM cannot all be met due to budget constraints. Prioritize reinvestment into bridges and structural culverts to ensure capital rehabilitation and maintenance is achieved on schedule. • Work towards developing lifecycle models to prolong estimated useful life and optimize funding. Levels of Service • Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the City believe to provide meaningful and reliable inputs into asset management planning. • Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. - 244 - 68 4.4 Buildings & Facilities The City owns and maintains several facilities and recreation centres that provide key services to the community. These buildings fall under the following categories: • Civic Complex • Community & Cultural Buildings • Fire Services • Operations Centre • Recreation, Pools & Arenas 4.4.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Buildings & Facilities asset inventory. Asset Segment Quantity (# of Facilities) Replacement Cost Method Replacement Cost Civic Complex 1 100% User- Defined Cost $38,927,479 Community & Cultural Buildings 16 100% User- Defined Cost $51,377,603 Fire Services 4 100% User- Defined Cost $16,568,369 Operations Centre 5 99% User- Defined Cost, 0.02% CPI Inflated $34,822,278 Recreation, Pools & Arenas 4 100% User- Defined Cost $156,260,360 30 $297,956,089 - 245 - 69 4.4.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The FCI Condition Rating is a weighted value based on replacement cost. Asset Segment Facility Condition Index (FCI)11 FCI Condition Rating Condition Source Civic Complex 0.30 Below Satisfactory VFA Database Community & Cultural Buildings 0.26 Satisfactory VFA Database Fire Services 0.27 Satisfactory VFA Database Operations Centre 0.00 Excellent VFA Database Recreation, Pools & Arenas 0.21 Satisfactory VFA Database 0.21 Satisfactory To ensure that the City’s Building & Facilities continue to provide an acceptable level of service, the City monitors the condition of all assets in each of its facilities. As their condition declines, staff re-evaluate their lifecycle management and funding strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of Buildings & Facilities. 11 Appendix E provides details on the FCI Condition Rating Scale - 246 - 70 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: The City has completed and maintains current facility condition assessments through use of the VFA Facilities software solution, supported by audits undertaken by staff and third-party consultants over the past five years. It is expected that all facilities will be re-inspected on a 5-year cycle moving forward. The condition data from the VFA software is used in this report. Each facility component is assessed based on inspections, estimated useful life and discussion with facilities maintenance staff. All component-based data rolls up to provide an overall Facility Condition Index (FCI) score. The FCI is an industry standard measure used to compare relative building conditions and defined as the value of deferred maintenance expected over the next five years divided by the total replacement value of the building. The database is updated, upon completion of any new or lifecycle replacement project, to keep the database current and reflect the changes to the facility condition. - 247 - 71 4.4.3 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. The following table further expands on the City’s current approach to lifecycle management: Activity Type Description of Current Strategy Maintenance City Facilities Maintenance staff develop preventative maintenance plans that are tailored for each facility. These plans include a variety of activities that are completed by both internal staff and external contractors including: Routine health & safety inspections and general facility maintenance Elevator & life safety systems testing Utilities inspection & maintenance (e.g., generators, plumbing, HVAC) Rehabilitation Facility rehabilitation relies on determining the optimal time to replace components to minimize costs and manage risks without jeopardizing facility safety and operational standards. Staff prioritize rehabilitation needs into three broad categories: Primary: health & safety, roof replacement Secondary: HVAC and electrical systems Tertiary: cosmetics, lighting, cladding, flooring Rehabilitation In general terms, the City’s approach is to look at facilities in term of generational life cycles, with each cycle lasting roughly 25-30 years. A major renovation is typically required at that point to address the end of life of a broad number of building systems (HVAC, roofs, finishes, etc.). Most buildings have 2-3 generational cycles in them, leaning towards the lower number if each generation is stretched to 30+ years. Replacement Determining facility replacement requirements involves several key sources of information, including: Facility condition index & staff inspections Maintenance and work order records. Master Plans Stakeholder input Replacement Staff aim to start evaluating and planning for facility replacements at least 5-10 years in advance of required capital works. - 248 - 72 Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs. The City uses a generational life cycle approach, with each cycle lasting 25-30 years. A major renovation is typically required at that point to address the end of life of a broad number of building systems (HVAC, roofs, finishes, etc.). Most buildings have 2-3 generational cycles in them, leaning towards the lower number. Therefore, a 25-year projection was adopted in this Asset Management Plan. The following graph does not take into account the potential closure of facilities12. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. 12 Several major facilities have been identified for potential closure (FS5, ESCC and DBA). Removing and replacing these facilities with new buildings would reduce projected lifecycle capital costs from the point of each closure as new buildings typically do not incur high costs for the first 10-15 years after construction. Replacement needs are also pushed back as long as possible to avoid the related costs prior to closure, save those essential to sustaining operations. - 249 - 73 4.4.4 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring For Buildings and Facilities, the “assets” represented in the risk matrix represent individual components of the assets. Therefore, the quantities represented below are more than 30 (total number of facilities). The metrics that have been used to determine both can be found in Appendix C. - 250 - 74 Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the City is currently facing: Climate Change & Extreme Weather Events The concern is regarding the long-term trend rather than individual events. Increasing temperatures place greater stress on HVAC systems. Climate resiliency is already a key consideration in any discussion of new construction/retrofits - E.g., building roof curbs to allow additional insulation thickness at a later date. Infrastructure Design/Installation Future-proofing is a key strategy for all City capital projects. The City acknowledges the need to build in as much resilience, durability, and flexibility as possible. The City wants to be able to keep up with technological advancements, and aging systems often become more difficult to maintain as parts and required expertise become sparse. Redundancy is key for critical systems, such as HVAC, electrical and life safety systems - 251 - 75 Lifecycle Management Strategies and Long-term Planning The current lifecycle management strategy for buildings and facilities prioritizes certain buildings that are key to the delivery of critical municipal services (City Hall and Emergency Services as a top priority then Rec Facilities and Support/Auxiliary). Long-term planning can be complicated by frequent changes in strategic priorities affecting the continuity required to effectively deliver major projects. The City is currently reviewing options to improve funding and sequencing of works, including a 5–10-year long term plan. This will address both growth needs, as well as rejuvenation and replacement of older facilities. All asset management plans data accuracy degrades with time. The City’s strategy is to renew it by completing physical audits on a five-year cycle. The construction cost database software used to cost the work identified in the asset management plan is automatically updated annually. Organizational Knowledge & Capacity Effective facilities planning is a lengthy and laborious process. Staff turnover can also lead to loss of institutional knowledge, making extensive and long-term record-retention essential as a backup. It is particularly impactful for facilities, where investigation of areas in active use might not be feasible. 4.4.5 Levels of Service (LOS) The following tables identify the City’s current level of service for Buildings and Facilities. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the City has selected for this AMP. - 252 - 76 Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the Buildings & Facilities assets. Service Attribute Technical Metric Current LOS (2020) Accessible & Reliable Description of Pickering’s Accessibility Advisory Committee and examples of accessible facility equipment. The City of Pickering prepares a Multi-Year Accessibility Plan that sets out the steps that will be taken to: Work toward removing existing barriers for persons with disabilities Plan for the prevention of new barriers Achieve compliance with the AODA regulations The implementation of the Plan is supported by the Pickering Accessibility Advisory Committee. Examples of accessible facility equipment includes: Steps with non-slip treads and stair lifts Ramps, sliding doors and automatic doors Accessible washrooms and shower facilities Safe & Regulatory Description of inspections processes in place for facilities There are several inspection programs in place to ensure that municipal facilities are kept in a good state of repair and maintenance activities are addressed in a timely manner. These are completed by a combination of both City staff and external contractors when subject matter expertise is required. The frequency and scope of inspections is determined by both regulatory requirements and risk. There are three levels of prioritization as follows: Primary: Health & Safety, Roofing Secondary: HVAC and electrical systems Tertiary: Cosmetics, lighting, flooring etc. - 253 - 77 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Building & Facilities assets. Service Attribute Technical Metric Current LOS (2020) Accessible & Reliable % of facilities with accessible entrances and washrooms 62% Safe & Regulatory % of facilities where monthly inspections have been completed 100% Affordable Annual maintenance rate (total maintenance and repair budgets / total ft2 of all facilities) $ 3.27 Affordable Total utility costs / ft2 of all facilities $ 2.17 Sustainable Overall Facilities Condition Index 0.21 Sustainable Annual capital reinvestment rate 0.78% - 254 - 78 4.4.6 Recommendations Asset Inventory • Continue to review and refine the Building & Facilities asset inventory to ensure new assets and betterments are reflected and attributes are detailed. Condition Assessment Strategies • Ensure that condition ratings from building condition assessments are entered into the asset inventory on continuous basis to support planning for deterioration modeling. Lifecycle Management Strategies • Maintenance, rehabilitation, and replacement projects recommended by building condition assessments cannot all be met due to budget constraints. Keep prioritizing capital projects based on health and safety issues, as well as public feedback. • Work towards developing lifecycle models to prolong estimated useful life and optimize use of available funding. Risk Management Strategies • Continue to implement risk-management based decision-making as part of asset management planning and budgeting processes. This includes the regular review of high-risk assets to determine appropriate risk mitigation strategies. • Review risk models on a regular basis and adjust according to the availability of additional data and also an evolving understanding of the probability and consequences of asset failure. Levels of Service • Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the City believes to provide meaningful and reliable inputs into asset management planning. • Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. - 255 - 79 4.5 Parks The City owns and operates several assets that are fall under the Parks assets category. These assets are essential for the Parks’ service delivery. The asset segments include13: • Active Recreation Facilities • Amenities, Furniture & Utilities • Vehicular and Pedestrian Networks 4.5.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Parks asset inventory. Asset Segment Sub- Segment Quantity 14 Unit of Measure Replacement Cost Method Replacement Cost Active Recreation Facilities Playground Equipment 86 Quantity 100% CPI Inflation $6,519,728 Active Recreation Facilities Sport Playing Surfaces 19,736 M2 100% CPI Inflation $18,967,71015 Active Recreation Facilities Sport Playing Surfaces 116 Quantity 100% CPI Inflation - Amenities, Furniture & Utilities Buildings 1,489 M2 100% CPI Inflation $3,636,048 13 Note: The asset inventory includes only traditional tangible capital assets and does not include natural assets. 14 The level of maturity of the asset quantity data is still at a basic level. Staff plan to prioritize data refinement and consolidation efforts to increase confidence in the accuracy and reliability of asset data and information. 15 Replacement cost is for all Sport Playing Surfaces. - 256 - 80 Asset Segment Sub- Segment Quantity 14 Unit of Measure Replacement Cost Method Replacement Cost Amenities, Furniture & Utilities Buildings 14 Quantity 100% CPI Inflation - Amenities, Furniture & Utilities Electrical/ Lighting 516 Quantity 100% CPI Inflation $7,297,086 Amenities, Furniture & Utilities Site Furniture 106 M2 100% CPI Inflation $1,134,68916 Amenities, Furniture & Utilities Site Furniture 182 M 100% CPI Inflation - Amenities, Furniture & Utilities Site Furniture 375 Quantity 100% CPI Inflation - Amenities, Furniture & Utilities Site Structures 1,116 M2 88% User- Defined Cost, 12% CPI Inflation $8,381,55217 Amenities, Furniture & Utilities Site Structures 4,311 M 88% User- Defined Cost, 12% CPI Inflation - Amenities, Furniture & Utilities Site Structures 196 Quantity 88% User- Defined Cost, 12% CPI Inflation - Amenities, Furniture & Utilities Subsurface Infrastructure 2,744 M 100% CPI Inflation $1,254,59818 Amenities, Furniture & Utilities Subsurface Infrastructure 163 Quantity 100% CPI Inflation - 16 Replacement cost is for all Site Furniture. 17 Replacement cost is for all Site Structures. 18 Replacement cost is for all Subsurface Infrastructure. - 257 - 81 Asset Segment Sub- Segment Quantity Unit of Measure Replacement Cost Method Replacement Cost Amenities, Furniture & Utilities Waterfront Infrastructure 762 M2 100% CPI Inflation $10,102,76719 Amenities, Furniture & Utilities Waterfront Infrastructure 3 Quantity 100% CPI Inflation - Vehicular & Pedestrian Networks Parking Lots & Internal Roads 51 KM2 100% CPI Inflation $2,467,565 Vehicular & Pedestrian Networks Pedestrian Corridors 80 KM2 100% CPI Inflation $7,893,946 $67,655,689 19 Replacement cost is for all Waterfront Infrastructure - 258 - 82 4.5.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition Rating is a weighted value based on replacement cost. Asset Segment Sub-Segment Average Condition (%) Average Condition Rating Condition Source Active Recreation Facilities Playground Equipment 49% Satisfactory 100% Assessed Active Recreation Facilities Sport Playing Surfaces 46% Satisfactory 100% Assessed Amenities, Furniture & Utilities Buildings 66% Good 100% Assessed Amenities, Furniture & Utilities Electrical/Lighting 52% Satisfactory 100% Assessed Amenities, Furniture & Utilities Site Furniture 63% Good 100% Assessed Amenities, Furniture & Utilities Site Structures 73% Good 100% Assessed Amenities, Furniture & Utilities Subsurface Infrastructure 67% Good 100% Assessed Amenities, Furniture & Utilities Waterfront Infrastructure 74% Good 100% Assessed Vehicular & Pedestrian Networks Parking Lots & Internal Roads 53% Satisfactory 100% Assessed Vehicular & Pedestrian Networks Pedestrian Corridors 60% Good 100% Assessed 58% Satisfactory - 259 - 83 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: Staff began to implement a condition assessment program for parks infrastructure in 2017. Assessments have been continuously completed and there are plans to continue assessing parks infrastructure using co-op students and other internal staff. In addition to annual condition assessments, the City employs a Parks Inspector who inspects all City playgrounds monthly to ensure playground equipment is in good repair and playgrounds are safe. - 260 - 84 4.5.3 Estimated Useful Life & Average Age The Estimated Useful Life for Parks assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Finally, the Average Projected Service Life Remaining represents the difference between the Estimated Useful Life and the Average Age, except when an asset has been assigned an assessed condition rating. Assessed condition may increase or decrease the average service life remaining. Asset Segment Sub-Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Active Recreation Facilities Playground Equipment ≤20 16.7 7.4 Active Recreation Facilities Sport Playing Surfaces ≤40 26.3 8.7 Active Recreation Facilities Buildings ≤40 17.3 18.8 Active Recreation Facilities Electrical/Lighting ≤40 27.1 11.5 Active Recreation Facilities Site Furniture ≤30 17.6 9.8 Amenities, Furniture & Utilities Site Structures ≤40 11.0 19.8 Amenities, Furniture & Utilities Subsurface Infrastructure ≤50 28.9 24.1 Amenities, Furniture & Utilities Waterfront Infrastructure ≤100 12.3 26.6 Amenities, Furniture & Utilities Parking Lots & Internal Roads ≤40 22.7 15.5 Amenities, Furniture & Utilities Pedestrian Corridors ≤40 21.3 17.7 21.4 14.1 - 261 - 85 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.5.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. The following table further expands on the City’s current approach to lifecycle management: Activity Type Description of Current Strategy Maintenance The City’s parks maintenance program is tailored to each park and includes activities such as: • Garbage disposal • Grass cutting • Park and playground inspections & repairs • Park lighting inspections & repairs • Irrigation system inspections & repairs Rehabilitation /Replacement Based on condition assessment and inspections some repairs can be completed on-site. Where an external contractor or specialized materials/equipment are required additional follow-up may be required. Rehabilitation /Replacement Parks staff also receive feedback from park users that informs the development of both maintenance and capital plans. - 262 - 86 Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. 4.5.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring - 263 - 87 The metrics that have been used to determine both can be found in Appendix C. Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the City is currently facing: Asset Data Confidence Currently, the asset data level of maturity is still at a basic level. The City is undergoing an additional data refinement exercise to continue to improve parks inventory datasets and to ensure that the inventory captures all infrastructure with sufficient details to inform asset management planning. There are some concerns with underestimating the total life cycle costs for parks infrastructure using the current datasets. - 264 - 88 Climate Change & Extreme Weather Events Flooding can impact programs and activities (e.g., soccer fields). Waterfront is a major flood risk are (two record high flooding levels have been recorded in the past 4 years). Erosion has been a problem as well as damage, causing damages to waterfront infrastructure - e.g., break- wall. Furthermore, the waterfront infrastructure is deteriorating and suffering from premature wear from flooding, and also the sandblasting effect caused by the City’s natural sandy beach and wind. Infrastructure Design/Installation There are concerns with contractors and installation practices (e.g., grading and its impact on drainage and safety with grass cutting). Lifecycle Management Strategies The lifecycle management strategies have been rather reactive than proactive due to staff resource availability, and budget dollars. Some maintenance activities are deferred based on staff resources and availability of budget. On another note, there is premature wearing of sport field surfaces due to overbooking of existing infrastructure / lack of sufficient quantity to meet demand. The Sports Turf Association publication “Athletic Field Construction Manual” 2nd edition (2012) lays out a 5-part Athletic Field Classification System, as well as Permitting Hours & Maintenance Cost for Field Categories that indicates that the City is overbooking its fields (All - turf and artificial). Furthermore, the City is not programming the bookings in accordance with the required maintenance capacity and downtime required for field recovery. 4.5.6 Levels of Service (LOS) The following tables identify the City’s current level of service for the Road Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the City has selected for this AMP. - 265 - 89 Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the Parks assets. Service Attribute Qualitative Description Current LOS (2020) Accessible & Reliable A map of the municipality with all municipal parks highlighted See Appendix B Safe & Regulatory Description of the parks inspection process and timelines for regular inspection The City employs a Parks Inspector who is responsible for inspecting all playground facilities on a monthly basis. Additionally, Parks staff complete cursory inspections on an regular basis as part of regular maintenance and operating activities. From these inspection activities a deficiency list is created which is reviewed and implemented by a combination of City staff and external contractors when subject matter expertise is required. Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Parks assets. Service Attribute Technical Metric Current LOS (2020) Accessible & Reliable Square metres of outdoor recreation facility space per 1,000 population 659.8 Safe & Regulatory # of customer complaints about conditions in parks 51 Safe & Regulatory % of monthly park inspections completed 100 Affordable Operating & maintenance cost for parks per # of parks $ 56,773.21 Sustainable Average condition of parks infrastructure Satisfactory Sustainable Annual capital reinvestment rate 3.04% - 266 - 90 4.5.7 Recommendations Asset Inventory • Continue to review and refine the Parks asset inventory to ensure new assets and betterments are reflected and attributes are detailed. Condition Assessment Strategies • Identify condition assessment strategies for high value and high-risk assets. • Review assets that have surpassed their estimated useful life to determine if immediate replacement is required or whether these assets are expected to remain in-service. Adjust the service life and/or condition ratings for these assets accordingly. Lifecycle Management Strategies • Work towards developing lifecycle models to prolong estimated useful life and optimize funding. Risk Management Strategies • Review risk models on a regular basis and adjust according to the availability of additional data and also an evolving understanding of the probability and consequences of asset failure. Levels of Service • Work towards ensuring that the sport field / infrastructure capacity is in place to meet the public / user group demand. The City needs to reduce the wear on its fields and infrastructure caused by over-usage by increasing the sport field inventory count. • Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the City believes to provide meaningful and reliable inputs into asset management planning. • Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. - 267 - 91 4.6 Other Infrastructure The City owns and maintains several Other Infrastructure that provide key services to the community. These Other Infrastructure fall under the following categories: • Furniture & Fixtures • Information Technology • Library Collection Materials • Machinery & Equipment • Vehicles 4.6.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the City’s Other Infrastructure inventory. Asset Segment Sub- Segment Quantity Unit of Measure Replacement Cost Method Replacement Cost Furniture & Fixtures Furniture & Fixtures 860 Quantity 100% CPI Inflation $1,527,300 Information Technology Information Technology 638 Quantity 100% CPI Inflation $2,270,128 Library Collection Materials20 Library Collection Materials 11 Quantity 100% CPI Inflation $2,096,525 Machinery & Equipment Major 35 Quantity $6,114,758 $6,114,758 Machinery & Equipment Minor 1,310 Quantity $6,981,929 $6,981,929 Vehicles Fire Vehicles 11 Quantity $8,647,552 $8,647,552 Vehicles Vehicles 115 Quantity $9,501,444 $9,501,444 $37,139,636 20 Through the Current Budget, the Library purchases an additional $300,000 per year in short term Library collection assets such as e-books and magazines that is not reflected in the above Library long term assets. - 268 - 92 4.6.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Sub- Segment Average Condition (%) Average Condition Rating Condition Source Furniture & Fixtures Furniture & Fixtures 57% Satisfactory 100% Age- based Information Technology Information Technology 29% Below Satisfactory 100% Age- based Library Collection Materials Library Collection Materials 46% Satisfactory 100% Age- based Machinery & Equipment Major 45% Satisfactory 100% Age- based Machinery & Equipment Minor 44% Satisfactory 100% Age- based Vehicles Fire Vehicles 47% Satisfactory 100% Age- based Vehicles Vehicles 49% Satisfactory 100% Age- based 46% Satisfactory - 269 - 93 To ensure that the City’s Other Infrastructure continue to provide an acceptable level of service, the City should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of Other Infrastructure. 4.6.3 Estimated Useful Life & Average Age The Estimated Useful Life for Other Infrastructure has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Finally, the Average Projected Service Life Remaining represents the difference between the Estimated Useful Life and the Average Age. Asset Segment Sub-Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Furniture & Fixtures Furniture & Fixtures ≤50 8.8 13.3 Information Technology Information Technology ≤10 6.5 -1.121 Library Collection Materials Library Collection Materials ≤7 2.9 2.9 Machinery & Equipment Major ≤15 6.1 4.6 Machinery & Equipment Minor ≤25 7.5 2.6 21 A negative Average Projected Service Life Remaining (Years) means that the majority of assets have surpassed their useful lives. In other words, there are more assets that have surpassed their useful lives than those that have not yet reached their useful lives. - 270 - 94 Asset Segment Sub-Segment Estimated Useful Life (Years) Average Age (Years) Average Projected Service Life Remaining (Years) Vehicles Fire Vehicles ≤15 8.7 6.3 Vehicles Vehicles ≤9 4.8 3.2 6.8 2.8 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.6.4 Lifecycle Management Strategy Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the City should allocate towards funding rehabilitation and replacement needs. - 271 - 95 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix A. 4.6.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the level of risk exposure for this asset category. It considers both the probability of failure and consequence of failure. • Assets that fall in the uper right quadrant require immediate action as they have high chances of failure and major consequences associated to their failure. • Assets that fall in the lower right quadrant require monitoring and predictive analysis of failure as they have high chances of failure with minor to moderate consequences associated to their failure, which may be tolerable by the City. • Assets that fall in the upper left quadrant require proactive maintenance to keep their probability of failure low to moderate since they have moderate to high consequences associated to their failure. • The assets that fall in the lower left quadrant have a low to moderate probability and low to moderate consequences of failure. Therefore, they require usual routine monitoring The metrics that have been used to determine both can be found in Appendix C. - 272 - 96 4.6.6 Levels of Service The Other Infrastructure category is considered a non-core asset category. As such, the City has until July 1, 2024, to determine the qualitative descriptions and technical metrics that measure the current level of service provided. - 273 - 97 4.6.7 Recommendations Asset Inventory • Start to review and validate inventory data, assessed condition data and replacement costs for all Other Infrastructure. Condition Assessment Strategies • Start obtaining and entering condition ratings from assessments into the asset inventory on a continuous basis to support planning for deterioration modeling. Risk Management Strategies • Review risk models on a regular basis and adjust according to the availability of data and also an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies • Document and review lifecycle management strategies for Other Infrastructure on a regular basis to achieve the lowest total cost of ownership while maintaining adequate service levels. • Consider the development of preventative maintenance programs. Levels of Service • Work towards identifying current and proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service by July 1st, 2025 - 274 - 98 Key Insights 5 Impacts of Growth • Understanding the key drivers of growth and demand will allow the City to more effectively plan for new infrastructure and the upgrade or disposal of existing infrastructure. There is a Provincial mandate to intensify development around Major Transit Station Areas and within Strategic Growth Areas (e.g., within centres and along corridors), within the built-up areas of the city, and to identify greenfield areas for growth outside the city’s built-up area, in accordance with the provisions of A Place to Grow: The Growth Plan for the Greater Golden Horseshoe. • Significant population and employment growth is expected. • The costs of growth should be considered in long-term funding strategies that are designed to maintain the current level of service. - 275 - 99 5.1 Description of Growth Assumptions The demand for infrastructure and services will change over time based on a combination of internal and external factors. Understanding the key drivers of growth and demand will allow the City to plan for new infrastructure more effectively, as well as upgrade or dispose of existing infrastructure. Increases or decreases in demand can affect what assets are needed and what level of service meets the needs of the community. 5.1.1 Pickering Official Plan – Edition 8 (October 2018) In 1997, the City of Pickering (Corporation of the Town of Pickering, at the time) and the Council of the Regional Municipality of Durham approved the Official Plan. The Official Plan lays the “foundation” for building a good community. As a foundation, it provides a vision of the City, identifies how the vision can be reached, and establishes a monitoring program for checking progress and making necessary adjustments. The last consolidation of the plan was in October 2018. This vision of the plan can be translated into the following set of guiding principles for Pickering’s future growth and development: A. To meet people’s needs while ensuring environmentally appropriate actions; B. To become more self-sufficient while seeking broader connections; C. To support individual rights while upholding community goals; D. To welcome diversity while respecting local context; and E. To manage change while recognizing uncertainty. Future growth in the City is centered principally around redevelopment and intensification in the Pickering City Centre and on lands along the Kingston Road Corridor and within the Specialty Retailing Node (located east of Brock Road, north of Highway 401 and south of Kingston Road), new development within the Duffin Heights Neighbourhood and the new Seaton Urban Area. The City Centre The Pickering Official Plan supports growth in all portions of the City Centre and restricts new residential development in City Centre south of Highway 401 to 6,300 people or 3,400 units by 2031 until at least an additional 2,000 people or 1,100 new units have been developed on lands north of Highway 401 in the City Centre. Furthermore, South Pickering Urban Area Employment Target Policy adopts an employment target for the City Centre of 13,500 jobs for the year 2031, which represents adding 8,800 jobs to the area. Moreover, the total population in the City Centre is expected to grow from 5,100 (2011) to 13,500 by 2031. The Kingston Road Corridor and Specialty Retailing Node - 276 - 100 The Pickering Official Plan is currently being amended to provide a comprehensive policy framework for the redevelopment and intensification of lands along the Kingston Road Corridor and within the Specialty Retailing Node. The potential mix of uses and densities along the Corridor and within the Node is expected to yield a total of 22,000 residents and 8,100 jobs by 2041. A map depicting the Kingston Road Corridor and Specialty Retailing Node Intensification Plan Area can be found below. - 277 - 101 The Duffin Heights Neighbourhood The development of the Duffin Heights Neighbourhood, located north of Third Concession Road and centered around Brock Road, kicked off in 2011. According to the City’s 20-year Detailed Population Forecast, the Duffin Heights neighbourhood is forecasted to grow to 12,461 people and 4,360 units by 2031. The following map presents the Duffin Heights Neighborhood as part of the South Pickering Urban Area Neighbourhoods: - 278 - 102 The Seaton Urban Area According to the Seaton Urban Area Population and Employment Policy, City Council supports the development of an urban community that will accommodate 61,000 people by 2031 and be planned to accommodate up to 70,000 people through long-term intensification. The plan also includes the provision of high-quality employment opportunities that reflect the needs of the community with the identification of sufficient employment lands to generate approximately one job for every two residents with 30,500 jobs by 2031, and up to 35,000 jobs through long-term intensification. Neighbourhood # Neighbourhood Name 1 Rosebank 2 West Shore 3 Bay Ridges 4 Brock Industrial 5 Rougemount 6 Woodlands 7 Dunbarton 8 City Centre 9 Village East 10 Highbush 11 Amberlea 12 Liverpool 13 Brock Ridge 14 Rouge Park 15 Duffin Heights - 279 - 103 The following table provides a breakdown of the of the 2031 population forecast of the Seaton Urban Area: The following map exhibits the neighbourhood of the Seaton Urban Area listed above: Neighbourhood 2031 Population Lamoreaux 17,500 Brock-Taunton 5,000 Mount Pleasant 18,000 Wilson Meadows 15,000 Thompson’s Corners 5,500 Pickering Innovation Corridor 0 - 280 - 104 5.1.2 Growth Forecasts The Durham Regional Official Plan was consolidated on May 26, 2020. The Region's original Official Plan was adopted by Regional Council on July 14, 1976 and approved by the Minister of Housing on March 17, 1978. The goal of the plan is to manage growth and to develop the Region to its economic potential and increase job opportunities for its residents, while focusing on creating healthy and complete sustainable communities within the urban environment. The plan takes into consideration provincial land use policy and plans such as the Growth Plan for the Greater Golden Horseshoe, the Greenbelt Plan, and the Oak Ridges Moraine Conservation Plan. The Regional Official Plan recognizes the importance of key economic drivers that will influence the future growth and development of the Region in several hotspot areas. Hotspots in Pickering include: the Highway 401 and 407 corridors, the Urban Growth Centre, and the Federal lands. The 2006 Growth Plan for the Greater Golden Horseshoe projected the Region of Durham’s population to reach 960,000 and the employment to reach 350,000 by 2031. Based on the Region’s update to its Official Plan to address the 2006 Growth Plan forecasts for Durham, the Region’s population, housing, and employment forecast for the City of Pickering is reflected in the following table. Neighbourhood # Neighbourhood Name 16 Lamoreaux 17 Brock Taunton 18 Mount Pleasant 19 Wilson Meadows 20 Thompson’s Corners 21 Innovation Corridor Pickering’s Forecasted growth 2011 2021 2031 Total Population 110,085 177,915 225,670 Housing 34,860 58,245 77,125 Employment 41,000 67,910 76,720 - 281 - 105 Due to delays in the development of the Seaton Urban Area, and slower than anticipated growth in South Pickering, population and employment growth in Pickering has been significantly slower than what is forecasted in the Regional Official Plan. The following table reflects the actual population and housing numbers for Pickering in 2011, based on Statistics Canada data, as well as a more conservative forecast for 2021 and 2031 based on the City’s Detailed 20 Year Population Forecast (updated in December 2020). Actual Growth & City Detailed 20 Year Forecast 2011 2021 2031 Total Population 88,720 94,655 127,341 Housing 29,330 33,337 46,639 According to data from the City’s Economic Development Office, the employment number in Pickering stands at approximately 36,340 in 2021. The gaps between the projected growth in terms of population, housing and employment between the Region’s numbers and the City’s numbers are highlighted in the two graphs below: 2011 2021 2031 Total Population - Region's Forecasted Growth 110,085 177,915 225,670 Housing - Region's Forecasted Growth 34,860 58,245 77,125 Total Population - Actual Growth and City Detailed 20 year Forecast 88,720 94,655 127,341 Housing - Actual Growth and City Detailed 20 year Forecast 29,330 33,337 46,639 0 50,000 100,000 150,000 200,000 250,000 Projected Growth vs Actual Growth - Population and Housing -City of Pickering - 282 - 106 A Place to Grow The Growth Plan for the Greater Golden Horseshoe (2020) extended the timeframe of the Growth Plan to 2051, projecting the Region of Durham’s population to reach 1,300,000 and the employment to reach 460,000 by 2051. At this time, projections for local municipalities to 2051, are still pending. According to Durham Region’s website, the estimated population for the region at the end of December 2019 is 699,460 people. Comparing this figure to the projected population of 1,300,000 for 2051, Durham’s population will have to nearly double over the next 30 years. 5.2 Impact of Growth on Lifecycle Activities By July 1, 2025, the City’s asset management plan must include a discussion on how the Assumptions regarding future changes in population and economic activity informed the preparation of the lifecycle management and financial strategy. Planning for forecasted population growth may require the expansion of existing infrastructure and services. As growth-related assets are constructed or acquired, they should be integrated into the City’s AMP. While the addition of residential units will add to the existing assessment base and offset some of the costs associated with growth, the City will need to review the lifecycle costs of growth-related infrastructure on an ongoing basis. These costs should be considered in long-term funding strategies that 67,910 36,340 2021 Projected Growth vs Actual Growth - Employement -City of Pickering Employment - Region's Forecasted Growth Employment - City's Economic Development Office - 283 - 107 are designed to, at a minimum, maintain the current level of service. - 284 - 108 Key Insights 6 Financial Strategy • The City is committing approximately $15,755,000 towards capital projects per year from sustainable revenue sources • Given the annual capital requirement of $41,259,000, there is currently a funding gap of $25,504,000 annually • For tax-funded assets, we recommend increasing tax revenues by 1.8% each year for the next 15 years to achieve a sustainable level of funding - 285 - 109 6.1 Financial Strategy Overview For an asset management plan (AMP) to be effective and meaningful, it must be integrated with a long-term financial plan (LTFP). The development of a comprehensive LTFP will allow the City of Pickering to identify the financial resources required for sustainable asset management based on existing asset inventories, desired levels of service, and projected growth requirements. This report develops such a financial plan by presenting several scenarios for consideration and culminating with final recommendations. As outlined below, the scenarios presented model different combinations of the following components: 1. The financial requirements for: a. Existing assets b. Existing service levels c. Requirements of contemplated changes in service levels (none identified for this plan) d. Requirements of anticipated growth (none identified for this plan) 2. Use of traditional sources of municipal funds: a. Tax levies b. User fees c. Reserves d. Debt e. Development charges 3. Use of non-traditional sources of municipal funds: a. Reallocated budgets b. Partnerships c. Procurement methods 4. Use of Senior Government Funds: a. Gas tax b. Annual grants Note: Periodic grants are normally not included due to Provincial requirements for firm commitments. However, if moving a specific project forward is wholly dependent on receiving a one-time grant, the replacement cost included in the financial strategy is the net of such grant being received. If the financial plan component results in a funding shortfall, the Province requires the inclusion of a specific plan as to how the impact of the shortfall will be managed. In determining the legitimacy of a funding shortfall, the Province may evaluate a City’s approach to the following: 1. In order to reduce financial requirements, consideration has been given to revising service levels downward. - 286 - 110 2.All asset management and financial strategies have been considered. For example: a.If a zero-debt policy is in place, is it warranted? If not the use of debt should be considered. b.Do user fees reflect the cost of the applicable service? If not, increased user fees should be considered. 6.1.1 Annual Requirements & Capital Funding Annual Requirements The annual requirements represent the amount the City should allocate annually to each asset category to meet replacement needs as they arise, prevent infrastructure backlogs, and achieve long-term sustainability. In total, the City must allocate approximately $40.27 million annually to address capital expenditures (capex) for the assets included in this AMP. For most asset categories the annual requirement has been calculated based on a “replacement only” scenario, in which capex are only incurred at the construction and replacement of each asset. However, for the Road Corridor and Stormwater System, lifecycle management strategies have been developed to identify capex that are realized through strategic rehabilitation and renewal of the City’s roads and stormwater wet ponds respectively. The development of these strategies allows for a comparison of potential cost - 287 - 111 avoidance if the strategies were to be implemented. The following table compares two scenarios for the Road Corridor and Stormwater System: 1.Replacement Only Scenario: Based on the assumption that assets deteriorate and – without regularly scheduled maintenance and rehabilitation – are replaced at the end of their service life. 2.Lifecycle Strategy Scenario: Based on the assumption that lifecycle activities are performed at strategic intervals to extend the service life of assets until replacement is required. Asset Category Annual Requirements (Replacement Only) Annual Requirements (Lifecycle Strategy) Difference Road Corridor $21,280,331 $17,519,766 $3,760,565 Stormwater System $4,146,033 $5,131,544 $(985,511) The implementation of a proactive lifecycle strategy for roads leads to a potential annual cost avoidance of $3,760,565 for the Road Corridor. This represents an overall reduction of the annual requirements for the Road Corridor by 17.67%. As the lifecycle strategy scenario represents the lowest cost option available to the City, we have used these annual requirements in the development of the financial strategy. Annual Funding Available Based on a historical analysis of sustainable capital funding sources, the City is committing approximately $15,755,000 towards capital projects per year. Given the annual capital requirement of $40,270,000, there is currently a funding gap of $24,515,000 annually. - 288 - 112 6.2 Funding Objective We have developed a scenario that would enable the City of Pickering to achieve full funding within 1 to 20 years for the following assets: 1.Tax Funded Assets: Road Corridor, Stormwater System, Bridges & Culverts, Buildings & Facilities, Parks, and Other Infrastructure. Note: For the purposes of this AMP, we have excluded gravel roads since they are a perpetual maintenance asset and end of life replacement calculations do not normally apply. If gravel roads are maintained properly, they can theoretically have a limitless service life. For each scenario developed we have included strategies, where applicable, regarding the use of cost containment and funding opportunities. - 289 - 113 6.3 Financial Profile: Tax Funded Assets 6.3.1 Current Funding Position The following tables show, by asset category, the City of Pickering’s average annual capex requirements, current funding positions, and funding increases required to achieve full funding on assets funded by taxes. Annual Funding Available Taxes Gas Tax OCIF Reserve Funds Taxes to Reserves Total Available Road Corridor $17,520,000 $65,000 $2,911,000 $880,000 $800,000 $529,000 $5,185,000 $12,335,000 Stormwater System $5,131,000 $0 $0 $0 $700,000 $529,000 $1,229,000 $4,811,000 Bridges & Culverts $1,136,000 $0 $0 $0 $800,000 $529,000 $1,329,000 ($193,000) Buildings & Facilities $9,718,000 $209,000 $0 $0 $300,000 $1,804,000 $2,313,000 $7,405,000 Parks $2,722,000 $27,000 $0 $0 $1,000,000 $1,029,000 $2,056,000 $666,000 Other Infrastructure $4,043,000 $499,000 $0 $0 $0 $3,144,000 $3,643,000 $480,000 $40,270,000 $800,000 $2,911,000 $880,000 $3,600,000 $7,564,000 $15,755,000 $24,515,000 The average annual capex requirement for the above categories is $40.27 million. Annual revenue currently allocated to these assets for capital purposes is $15.755 million leaving an annual deficit of $24.515 million. Put differently, these infrastructure categories are currently funded at 39.12% of their long-term requirements. 6.3.2 Full Funding Requirements In 2021, City of Pickering has budgeted annual tax revenues of $77.971 million. As illustrated in the following table, without consideration of any other sources of revenue or cost containment strategies, full funding would require the following tax change over time: - 290 - 114 Asset Category Tax Change Required for Full Funding Road Corridor 15.8% Stormwater System 5.0% Bridges & Culverts -0.2% Buildings & Facilities 9.5% Parks 0.9% Other Infrastructure 0.5% 31.5% The following changes in costs and/or revenues over the next number of years should also be considered in the financial strategy: a) Pickering’s debt payments for these asset categories will be decreasing by $3.588 million over the next 20 years. Our recommendations include capturing the above changes and allocating them to the infrastructure deficit outlined above. The table below outlines this concept and presents several options: Without Capturing Changes With Capturing Changes22 5 Years 10 Years 15 Years 20 Years 5 Years 10 Years 15 Years 20 Years Infrastructure Deficit $24,515,000 $24,515,000 $24,515,000 $24,515,000 $24,515,000 $24,515,000 $24,515,000 $24,515,000 Change in Debt Costs N/A N/A N/A N/A -$1,949,000 -$3,190,000 -$3,487,000 -$3,588,000 Change in OCIF Grants N/A N/A N/A N/A N/A N/A N/A N/A Resulting Infrastructure Deficit: 5 10 15 20 5 10 15 20 Tax Increase Required 31.5% 31.5% 31.5% 31.5% 28.9% 27.3% 27.0% 26.8% Annually: 6.3% 3.1% 2.1% 1.6% 5.8% 2.7% 1.8% 1.3% 6.3.3 Financial Strategy Recommendations Considering all the above information, we recommend the 15-year option. This involves full capex funding being achieved over 15 years by: 22 In the 2021 CapEx budget, there are projects totalling $15.568 million that could require debentures not reflected in the table. The City of Pickering has chosen to not include these potential debentures in the analysis due to uncertainty. - 291 - 115 a) When realized, reallocating the debt cost reductions of $3.487 million to the infrastructure deficit as outlined above. b) Increasing tax revenues by 1.8% each year for the next 15 years solely for the purpose of phasing in full funding to the asset categories covered in this section of the AMP. c) Allocating the current gas tax and OCIF revenue as outlined previously. d) Allocating the scheduled OCIF grant increases to the infrastructure deficit as they occur. e) Reallocating appropriate revenue from categories in a surplus position to those in a deficit position. f) Increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in. g) Increasing tax revenues relative to changes in debt costs from the issuance of any new debt. Notes: 1. As in the past, periodic senior government infrastructure funding will most likely be available during the phase-in period. By Provincial AMP rules, this periodic funding cannot be incorporated into an AMP unless there are firm commitments in place. We have included OCIF formula-based funding, if applicable since this funding is a multi-year commitment23. 2. We realize that raising tax revenues by the amounts recommended above for infrastructure purposes will be very difficult to do. However, considering a longer phase-in window may have even greater consequences in terms of infrastructure failure. 3. There are projects totalling $15.568 million that could require debentures not reflected in the analysis. The City of Pickering has chosen to not include these debentures in the analysis due to uncertainty. If this debt is issued, the resulting debt costs should be considered as noted in the recommendations above. Although this option achieves full funding on an annual basis in 15 years and provides financial sustainability over the period modeled, the recommendations do require prioritizing capital projects to fit the resulting annual funding available. Current data shows a pent-up investment demand of $5,509,000 for the Road Corridor, $607,000 for Parks, $111,366,000 for the Buildings & Facilities, $399,000 for the Stormwater System, and $5,682,000 for Other Infrastructure. 23 The City should take advantage of all available grant funding programs and transfers from other levels of government. While OCIF has historically been considered a sustainable source of funding, the program is currently undergoing review by the provincial government. Depending on the outcome of this review, there may be changes that impact its availability. - 292 - 116 Prioritizing future projects will require the current data to be replaced by condition- based data. Although our recommendations include no further use of debt, the results of the condition-based analysis may require otherwise. - 293 - 117 6.4 Use of Debt For reference purposes, the following table outlines the premium paid on a project if financed by debt. For example, a $1M project financed at 3.0%24 over 15 years would result in a 26% premium or $260,000 of increased costs due to interest payments. For simplicity, the table does not consider the time value of money or the effect of inflation on delayed projects. Interest Rate Number of Years Financed 5 10 15 20 25 30 7.0% 22% 42% 65% 89% 115% 142% 6.5% 20% 39% 60% 82% 105% 130% 6.0% 19% 36% 54% 74% 96% 118% 5.5% 17% 33% 49% 67% 86% 106% 5.0% 15% 30% 45% 60% 77% 95% 4.5% 14% 26% 40% 54% 69% 84% 4.0% 12% 23% 35% 47% 60% 73% 3.5% 11% 20% 30% 41% 52% 63% 3.0% 9% 17% 26% 34% 44% 53% 2.5% 8% 14% 21% 28% 36% 43% 2.0% 6% 11% 17% 22% 28% 34% 1.5% 5% 8% 12% 16% 21% 25% 1.0% 3% 6% 8% 11% 14% 16% 0.5% 2% 3% 4% 5% 7% 8% 0.0% 0% 0% 0% 0% 0% 0% It should be noted that current interest rates are near all-time lows. Sustainable funding models that include debt need to incorporate the risk of rising interest rates. The following graph shows where historical lending rates have been: 24 Current municipal Infrastructure Ontario rates for 15-year money is 3.2%. - 294 - 118 A change in 15-year rates from 3% to 6% would change the premium from 26% to 54%. Such a change would have a significant impact on a financial plan. The following tables outline how Pickering has historically used debt for investing in the asset categories as listed. There is currently $17,321,000 of debt outstanding for the assets covered by this AMP with corresponding principal and interest payments of $3,588,000, well within its provincially prescribed maximum of $19,497,000. Use of Debt in the Last Five Years Asset Category Current Debt Outstanding 2016 2017 2018 2019 2020 Road Corridor $6,194,000 $1,478,000 $2,128,000 $367,000 $2,565,000 $486,000 Stormwater System $376,000 $0 $174,000 $342,000 $0 $0 Bridges & Culverts $1,074,000 $0 $0 $0 $0 $0 Buildings & Facilities $6,322,000 $3,608,000 $1,570,000 $1,946,000 $690,000 $191,000 Parks $1,412,000 $0 $0 $0 $1,276,000 $0 Other Infrastructure $1,943,000 $1,390,000 $538,000 $949,000 $0 $0 Total Tax Funded: $17,321,000 $6,476,000 $4,410,000 $3,604,000 $4,531,000 $677,000 0.00% 5.00% 10.00% 15.00% Historical Prime Business Interest Rate - 295 - 119 Principle & Interest Payments in the Next Ten Years25 2021 2022 2023 2024 2025 2026 2031 Road Corridor $1,586,000 $1,351,000 $857,000 $700,000 $623,000 $622,000 $0 Stormwater System $66,000 $66,000 $29,000 $29,000 $29,000 $28,000 $28,000 Bridges & Culverts $98,000 $99,000 $99,000 $100,000 $99,000 $99,000 $0 Buildings & Facilities $1,082,000 $1,059,000 $850,000 $558,000 $558,000 $517,000 $370,000 Parks $270,000 $271,000 $146,000 $146,000 $145,000 $145,000 $0 Other Infrastructure $486,000 $407,000 $354,000 $231,000 $232,000 $228,000 $0 Total Tax Funded: $3,588,000 $3,253,000 $2,335,000 $1,764,000 $1,686,000 $1,639,000 $398,000 The revenue options outlined in this plan allow Pickering to fully fund its long-term infrastructure requirements without further use of debt. 25 In the 2021 CapEx budget, there are projects totalling $1 5.568 million that could require debentures not reflected in the table. The City of Pickering has chosen to not include these potential debentures in the analysis due to uncertainty. - 296 - 120 6.5 Use of Reserves 6.5.1 Available Reserves Reserves play a critical role in long-term financial planning. The benefits of having reserves available for infrastructure planning include: a) The ability to stabilize tax rates when dealing with variable and sometimes uncontrollable factors b) Financing one-time or short-term investments c) Accumulating the funding for significant future infrastructure investments d) Managing the use of debt e) Normalizing infrastructure funding requirement By asset category, the table below outlines the details of the reserves currently available to Pickering. Asset Category Balance on December 31, 2020 Road Corridor $12,025,000 Stormwater System $4,056,000 Bridges & Culverts $1,975,000 Buildings & Facilities $16,632,000 Parks $11,452,000 Other Infrastructure $6,418,000 Total Tax Funded: $52,558,000 There is considerable debate in the municipal sector as to the appropriate level of reserves that a City should have on hand. There is no clear guideline that has gained wide acceptance. Factors that municipalities should consider when determining their capital reserve requirements include: a) Breadth of services provided b) Age and condition of infrastructure c) Use and level of debt d) Economic conditions and outlook e) Internal reserve and debt policies. These reserves are available for use by applicable asset categories during the phase-in period to full funding. This coupled with Pickering’s judicious use of debt in the past, allows the scenarios to assume that, if required, available reserves and debt capacity - 297 - 121 can be used for high priority and emergency infrastructure investments in the short- to medium-term. 6.5.2 Recommendation In 2025, Ontario Regulation 588/17 will require Pickering to integrate proposed levels of service for all asset categories in its asset management plan update. We recommend that future planning should reflect adjustments to service levels and their impacts on reserve balances. - 298 - 122 Key Insights 7 Appendices • Appendix A identifies projected 10-year capital requirements for each asset category • Appendix B includes several maps that have been used to visualize the current level of service • Appendix C identifies the criteria used to calculate risk for each asset category • Appendix D provides additional guidance on the development of a condition assessment program • Appendix E identifies criteria used in the FCI condition rating - 299 - 123 Appendix A: 10-Year Capital Requirements The following tables identify the capital cost requirements for each of the next 10 years in order to meet projected capital requirements and maintain the current level of service. Road Corridor Segment Sub-Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Roads Arterial $0 $864,600 $251,458 $197,948 $0 $172,726 $535,585 $0 $0 $881,388 $1,053,613 Roads Collector $0 $0 $851,178 $2,199,505 $700,718 $1,207,628 $1,225,800 $529,350 $1,050,219 $1,082,056 $698,565 Roads Local $9,050,539 $15,982,815 $7,139,108 $12,277,252 $13,576,039 $18,160,343 $13,439,686 $14,674,893 $10,682,836 $32,580,485 $19,113,865 Roadside Appurtenances Broadband $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roadside Appurtenances Guide Rails $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Roadside Appurtenances Retaining Walls $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sidewalks Sidewalks $974,763 $974,763 $0 $0 $63,426 $0 $0 $0 $0 $0 $37,059 Streetlights Head Luminaires $78,284 $7,169 $157,886 $157,049 $171,833 $56,156 $45,271 $408,143 $60,424 $0 $0 Streetlights Poles & Assemblies $0 $0 $0 $0 $0 $44,489,981 $0 $0 $0 $0 $0 Traffic & Pedestrian Signals Controllers $0 $0 $0 $0 $395,064 $0 $0 $0 $0 $0 $324,889 Traffic & Pedestrian Signals Infrastructure $0 $0 $0 $0 $0 $0 $2,530,333 $0 $0 $0 $0 Total: $10,103,587 $16,854,584 $8,399,630 $14,895,181 $14,843,653 $64,086,833 $17,776,675 $15,612,386 $11,793,478 $34,580,988 $21,329,021 - 300 - 124 Stormwater System Segment Sub- Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Drainage Channels Drainage Channels $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Storm Sewers Catch Basin and Lead $0 $0 $0 $0 $0 $0 $0 $18,363,330 $1,136,403 $0 $0 Storm Sewers Clean Water Collectors $53,850 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Storm Sewers Inlet/Outlet Structures $77,850 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Storm Sewers Maintenance Holes $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,465 $0 Storm Sewers Oil Grit Separators $0 $0 $0 $0 $0 $0 $0 $0 $12,406,168 $130,477 $0 Storm Sewers Service Connections $279,544 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Storm Sewers Storm Sewer Mains $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Ponds Dry Ponds $0 $384,300 $2,182,107 $0 $0 $0 $0 $0 $0 $0 $0 Stormwater Ponds Wet Ponds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total: $411,244 $384,300 $2,182,107 $0 $0 $0 $0 $18,363,330 $13,542,571 $160,943 $0 Bridges & Culverts Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Bridges $2,954,674 $4,176,000 $1,626,000 $1,804,000 $456,000 $1,276,000 $0 $0 $2,640,000 $0 $0 Structural Culverts $2,045,326 $2,376,000 $1,014,729 $102,000 $668,000 $1,342,149 $0 $0 $649,853 $0 $0 Total: $5,000,000 $6,552,000 $2,640,729 $1,906,000 $1,124,000 $2,618,149 $0 $0 $3,289,853 $0 $0 - 301 - 125 Buildings & Facilities Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Civic Complex $1,745,570 $2,927,131 $635,007 $976,641 $2,992,941 $507,449 $1,782,161 $154,076 $2,332,705 $1,147,054 $845,457 Community & Cultural Buildings $2,093,261 $1,880,121 $644,189 $3,468,097 $2,909,771 $1,890,277 $3,999,238 $896,067 $2,440,570 $1,007,890 $1,200,926 Fire Services $536,383 $372,671 $217,616 $228,326 $1,942,769 $366,058 $327,939 $1,762,211 $61,402 $231,743 $281,377 Operations Centre $0 $0 $0 $0 $0 $0 $0 $0 $1,102,185 $163,179 $0 Recreation, Pools & Arenas $8,587,290 $1,887,036 $5,361,024 $4,370,121 $4,199,635 $4,800,070 $5,519,616 $2,827,992 $2,416,316 $8,083,531 $3,052,205 Total: $12,962,503 $7,066,960 $6,857,835 $9,043,185 $12,045,116 $7,563,854 $11,628,953 $5,640,347 $8,353,178 $10,633,397 $5,379,965 - 302 - 126 Parks Segment Sub-Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Active Recreation Facilities Playground Equipment $9,359 $0 $0 $318,913 $0 $0 $3,327,614 $0 $0 $3,340,356 $0 Active Recreation Facilities Sport Playing Surfaces $467,181 $1,098,921 $0 $641,470 $0 $1,733,290 $1,260,840 $0 $1,229,773 $11,489,488 $0 Amenities, Furniture & Utilities Buildings $0 $0 $0 $0 $0 $0 $0 $0 $0 $229,439 $0 Amenities, Furniture & Utilities Electrical/Lighting $157,651 $0 $75,753 $145,067 $0 $0 $13,707 $812,401 $0 $108,294 $209,542 Amenities, Furniture & Utilities Site Furniture $0 $14,272 $0 $0 $90,388 $0 $127,110 $0 $39,094 $474,665 $0 Amenities, Furniture & Utilities Site Structures $0 $198,000 $0 $238,000 $0 $0 $46,919 $0 $67,447 $117,856 $0 Amenities, Furniture & Utilities Subsurface Infrastructure $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,533 $0 Amenities, Furniture & Utilities Waterfront Infrastructure $0 $0 $0 $0 $0 $109,888 $0 $0 $0 $0 $0 Vehicular & Pedestrian Networks Parking Lots & Internal Roads $0 $0 $0 $0 $0 $0 $0 $0 $121,202 $931,481 $0 Vehicular & Pedestrian Networks Pedestrian Corridors $0 $68,480 $0 $0 $0 $629,415 $0 $17,999 $148,163 $1,262,556 $10,378 Total: $634,191 $1,379,673 $75,753 $1,343,451 $90,388 $2,472,592 $4,776,190 $830,400 $1,605,678 $17,964,669 $219,920 - 303 - 127 Other Infrastructure Segment Sub- Segment Backlog 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Furniture & Fixtures Furniture & Fixtures $161,095 $0 $30,928 $0 $31,076 $86,976 $0 $149,796 $134,726 $307,337 $90,276 Information Technology Information Technology $874,945 $416,713 $320,351 $216,314 $165,517 $920,482 $378,955 $325,045 $678,780 $1,433,927 $283,494 Library Collection Materials Library Collection Materials $0 $404,723 $430,800 $419,778 $324,082 $444,563 $431,257 $374,649 $398,615 $541,026 $538,034 Machinery & Equipment Major $1,149,139 $90,569 $668,816 $553,739 $220,172 $785,431 $471,510 $749,869 $610,796 $1,471,081 $161,046 Machinery & Equipment Minor $1,820,184 $416,546 $420,272 $473,292 $231,814 $1,113,831 $998,157 $721,958 $603,045 $1,093,964 $1,073,573 Vehicles Fire Vehicles $287,737 $1,367,843 $0 $0 $0 $1,430,690 $1,907,608 $0 $1,140,962 $0 $0 Vehicles Vehicles $2,119,693 $295,382 $873,691 $678,755 $509,295 $1,442,734 $929,280 $1,120,784 $2,780,725 $1,949,259 $2,304,506 Vehicles Major $1,149,139 $90,569 $668,816 $553,739 $220,172 $785,431 $471,510 $749,869 $610,796 $1,471,081 $161,046 Total: $6,412,792 $2,991,777 $2,744,859 $2,341,878 $1,481,957 $6,224,707 $5,116,767 $3,442,101 $6,347,648 $6,796,594 $4,450,929 - 304 - 128 Appendix B: Level of Service Maps Dunbarton Rd Culvert (BCI Rating 95) - 305 - 129 Radom St Culvert (BCI Rating 56.5) - 306 - 130 Palmer Bridge (BCI Rating 86.6) - 307 - 131 Michell Bridge (BCI Rating 57.1) - 308 - 132 Road Network Classification Map Part 1 - 309 - 133 Road Network Classification Map Part 2 - 310 - 134 Road Network Adequacy Map Part 1 - 311 - 135 Road Network Adequacy Map Part 2 - 312 - 136 Sidewalk Network Classification Map Part 1 - 313 - 137 Sidewalk Network Classification Map Part 2 - 314 - 138 Stormwater System Classification Map Part 1 - 315 - 139 Stormwater System Classification Map Part 2 - 316 - 140 Parks Inventory Map - 317 - 141 Appendix C: Risk Rating Criteria Probability of Failure Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score Road Corridor Condition 100% 0-40 5 Road Corridor Condition 100% 41-60 4 Road Corridor Condition 100% 61-75 3 Road Corridor Condition 100% 75-90 2 Road Corridor Condition 100% 91-100 1 Stormwater System (Main) Condition 90% 0-20 5 Stormwater System (Main) Condition 90% 21-40 4 Stormwater System (Main) Condition 90% 41-60 3 Stormwater System (Main) Condition 90% 61-80 2 Stormwater System (Main) Condition 90% 80-100 1 Stormwater System (Main) Pipe Material 10% Concrete 2 Stormwater System (Main) Pipe Material 10% Steel 3 All Other Assets Condition 100% 0-20 5 All Other Assets Condition 100% 21-40 4 All Other Assets Condition 100% 41-60 3 All Other Assets Condition 100% 61-80 2 All Other Assets Condition 100% 81-100 1 - 318 - 142 Consequence of Failure Asset Category Risk Classification Risk Criteria Road Corridor Economic (100%) Surface Material (20%) Road Corridor Economic (100%) Design Class (25%) Road Corridor Economic (100%) AADT Range (35%) Road Corridor Economic (100%) Roadside Environment (20%) Stormwater System (Main) Economic (100%) Replacement Cost (100%) All Other Assets Economic (100%) Replacement Cost (100%) - 319 - 143 Appendix D: Condition Assessment Guidelines The foundation of good asset management practice is accurate and reliable data on the current condition of infrastructure. Assessing the condition of an asset at a single point in time allows staff to have a better understanding of the probability of asset failure due to deteriorating condition. Condition data is vital to the development of data-driven asset management strategies. Without accurate and reliable asset data, there may be little confidence in asset management decision-making which can lead to premature asset failure, service disruption and suboptimal investment strategies. To prevent these outcomes, the City’s condition assessment strategy should outline several key considerations, including: The role of asset condition data in decision-making Guidelines for the collection of asset condition data A schedule for how regularly asset condition data should be collected Role of Asset Condition Data The goal of collecting asset condition data is to ensure that data is available to inform maintenance and renewal programs required to meet the desired level of service. Accurate and reliable condition data allows municipal staff to determine the remaining service life of assets, and identify the most cost-effective approach to deterioration, whether it involves extending the life of the asset through remedial efforts or determining that replacement is required to avoid asset failure. In addition to the optimization of lifecycle management strategies, asset condition data also impacts the City’s risk management and financial strategies. Assessed condition is a key variable in the determination of an asset’s probability of failure. With a strong understanding of the probability of failure across the entire asset portfolio, the City can develop strategies to mitigate both the probability and consequences of asset failure and service disruption. Furthermore, with condition-based determinations of future capital expenditures, the City can develop long-term financial strategies with higher accuracy and reliability. Guidelines for Condition Assessment Whether completed by external consultants or internal staff, condition assessments should be completed in a structured and repeatable fashion, according to consistent and objective assessment criteria. Without proper guidelines for the completion of condition assessments there can be little confidence in the validity of condition data and asset management strategies based on this data. - 320 - 144 Condition assessments must include a quantitative or qualitative assessment of the current condition of the asset, collected according to specified condition rating criteria, in a format that can be used for asset management decision-making. As a result, it is important that staff adequately define the condition rating criteria that should be used and the assets that require a discrete condition rating. When engaging with external consultants to complete condition assessments, it is critical that these details are communicated as part of the contractual terms of the project. There are many options available to the City to complete condition assessments. In some cases, external consultants may need to be engaged to complete detailed technical assessments of infrastructure. In other cases, internal staff may have sufficient expertise or training to complete condition assessments. Developing a Condition Assessment Schedule Condition assessments and general data collection can be both time-consuming and resource intensive. It is not necessarily an effective strategy to collect assessed condition data across the entire asset inventory. Instead, the City should prioritize the collection of assessed condition data based on the anticipated value of this data in decision-making. The International Infrastructure Management Manual (IIMM) identifies four key criteria to consider when making this determination: 1. Relevance: every data item must have a direct influence on the output that is required 2. Appropriateness: the volume of data and the frequency of updating should align with the stage in the assets life and the service being provided 3. Reliability: the data should be sufficiently accurate, have sufficient spatial coverage and be appropriately complete and current 4. Affordability: the data should be affordable to collect and maintain - 321 - 145 Appendix E: Facility Condition Index FCI Condition Rating scale Condition Rating Less than .10 Excellent Less than .20 Good Less than .30 Fair Less than .40 Poor Above .40 Disposal - 322 - 1 Français Infrastructure for Jobs and Prosperity Act, 2015 ONTARIO REGULATION 588/17 ASSET MANAGEMENT PLANNING FOR MUNICIPAL INFRASTRUCTURE Consolidation Period: From March 15, 2021 to the e-Laws currency date. Las amendment: 193/21. Legislative History: 193/21. This is the English version of a bilingual regulation. CONTENTS INTERPRETATION AND APPLICATION 1. Definitions 2. Application STRATEGIC ASSET MANAGEMENT POLICIES 3. Strategic asset management policy 4. Update of asset management policy ASSET MANAGEMENT PLANS 5. Asset management plans, current levels of service 6. Asset management plans, proposed levels of service 7. Update of asset management plans 8. Endorsement and approval required 9. Annual review of asset management planning progress 10. Public availability Table 1 Water assets Table 2 Wastewater assets Table 3 Stormwater management assets Table 4 Roads Table 5 Bridges and culverts INTERPRETATION AND APPLICATION Definitions 1.(1) In this Regulation, “asset category” means a category of municipal infrastructure assets that is, (a)an aggregate of assets described in each of clauses (a) to (e) of the definition of core municipal infrastructure asset, or (b)composed of any other aggregate of municipal infrastructure assets that provide the same type of service; (“catégorie de biens”) “core municipal infrastructure asset” means any municipal infrastructure asset that is a, (a)water asset that relates to the collection, production, treatment, storage, supply or distribution of water, (b)wastewater asset that relates to the collection, transmission, treatment or dis posal of wastewater, including any wastewater asset that from time to time manages stormwater, (c)stormwater management asset that relates to the collection, transmission, treatment, retention, infiltration, control or disposal of stormwater, (d)road, or (e)bridge or culvert; (“bien d’infrastructure municipale essentiel”) “ecological functions” has the same meaning as in Ontario Regulation 140/02 (Oak Ridges Moraine Conservation Plan) made under the Oak Ridges Moraine Conservation Act, 2001; (“fonctions écologiques”) “green infrastructure asset” means an infrastructure asset consisting of natural or human-made elements that provide ecological and hydrological functions and processes and includes natural heritage features and systems, parklands, Attachment #2 to Report #FIN 14-21 - 323 - 2 stormwater management systems, street trees, urban forests, natural channels, permeable surfaces and green roofs; (“bien d’infrastructure verte”) “hydrological functions” has the same meaning as in Ontario Regulation 140/02; (“fonctions hydrologiques”) “joint municipal water board” means a joint board established in accordance with a transfer order made under the Municipal Water and Sewage Transfer Act, 1997; (“conseil mixte de gestion municipale des eaux”) “lifecycle activities” means activities undertaken with respect to a municipal infrastructure asset over its service life, including constructing, maintaining, renewing, operating and decommissioning, and all engineering and design work associated with those activities; (“activités relatives au cycle de vie”) “municipal infrastructure asset” means an infrastructure asset, including a green infrastructur e asset, directly owned by a municipality or included on the consolidated financial statements of a municipality, but does not include an infrastructure asset that is managed by a joint municipal water board; (“bien d’infrastructure municipale”) “municipality” has the same meaning as in the Municipal Act, 2001; (“municipalité”) “operating costs” means the aggregate of costs, including energy costs, of operating a m unicipal infrastructure asset over its service life; (“frais d’exploitation”) “service life” means the total period during which a municipal infrastructure asset is in use or is available to be used; (“durée de vie”) “significant operating costs” means, where the operating costs with respect to all municipal infrastructure assets within an asset category are in excess of a threshold amount set by the municipality, the total amount of those operating costs. (“frais d’exploitation importants”) (2) In Tables 1 and 2, “connection-days” means the number of properties connected to a municipal system th at are affected by a service issue, multiplied by the number of days on which those properties are affected by the service issue. (“jours-branchements”) (3) In Table 4, “arterial roads” means Class 1 and Class 2 highways as determined under the Table to section 1 of Ontario Regulation 239/02 (Minimum Maintenance Standards for Municipal Highways) made under the Municipal Act, 2001; (“artères”) “collector roads” means Class 3 and Class 4 highways as determined under the Table to section 1 of Ontario Regulation 239/02; (“routes collectrices”) “lane-kilometre” means a kilometre-long segment of roadway that is a single lane in width; (“kilomètre de voie”) “local roads” means Class 5 and Class 6 highways as determined under the Table to section 1 of Ontario Regulation 239/02. (“routes locales”) (4) In Table 5, “Ontario Structure Inspection Manual” means the Ontario Structure Inspection Manual (OSIM), published by the Ministry of Transportation and dated October 2000 (revised November 2003 and April 2008) and available on a Government of Ontario website; (“manuel d’inspection des structures de l’Ontario”) “structural culvert” has the meaning set out for “culvert (struc tural)” in the Ontario Structure Inspection Manual. (“ponceau structurel”) Application 2. For the purposes of section 6 of the Act, every municipality is prescribed as a broader public sector entity to which that section applies. STRATEGIC ASSET MANAGEMENT POLICIES Strategic asset management policy 3. (1) Every municipality shall prepare a strategic asset management policy that includes the following: 1. Any of the municipality’s goals, policies or plans that are supported by its asset management plan. 2. The process by which the asset management plan is to be considered in the development of the municipality’s budget or of any long-term financial plans of the municipality that take into account municipal infrastructure assets. 3. The municipality’s approach to continuous improvement and adoption of appropriate practices regarding asset management planning. 4. The principles to be followed by the municipality in its asset management planning, which must include the principles set out in section 3 of the Act. - 324 - 3 5. The municipality’s commitment to consider, as part of its asset management planning, i. the actions that may be required to address the vulnerabilities that may be caused by climate change to the municipality’s infrastructure assets, in respect of such matters as, A. operations, such as increased maintenance schedules, B. levels of service, and C. lifecycle management, ii. the anticipated costs that could arise from the vulnerabilities described in subparagraph i, iii. adaptation opportunities that may be undertaken to manage the vulnerabilities described in subparagraph i, iv. mitigation approaches to climate change, such as greenhouse gas emission reduction goals and targets , and v. disaster planning and contingency funding. 6. A process to ensure that the municipality’s asset management planning is aligned with any of the following financial plans: i. Financial plans related to the municipality’s water assets including any financial plans prepared under the Safe Drinking Water Act, 2002. ii. Financial plans related to the municipality’s wastewater assets. 7. A process to ensure that the municipality’s asset management planning is aligned with Ontario’s land-use planning framework, including any relevant policy statements issued under subsection 3 (1) of the Planning Act, any provincial plans as defined in the Planning Act and the municipality’s official plan. 8. An explanation of the capitalization thresholds used to determine which assets are to be included in the municipality’s asset management plan and how the thresholds compare to those in the municipality’s tangible capital asset policy, if it has one. 9. The municipality’s commitment to coordinate planning for asset management, where municipal infrastructure assets connect or are interrelated with those of its upper-tier municipality, neighbouring municipalities or jointly-owned municipal bodies. 10. The persons responsible for the municipality’s asset management planning, including the executive lead. 11. An explanation of the municipal council’s involvement in the municipality’s asset management planning. 12. The municipality’s commitment to provide opportunities for municipal residents and other interested parties to provide input into the municipality’s asset management planning. (2) For the purposes of this section, “capitalization threshold” is the value of a municipal infrastructure asset at or above which a municipality will capitalize the value of it and below which it will expense the value of it. (“seuil de capitalisation”) Update of asset management policy 4. Every municipality shall prepare its first strategic asset management policy by July 1, 2019 and shall review and, if necessary, update it at least every five years. ASSET MANAGEMENT PLANS Asset management plans, current levels of service 5. (1) Every municipality shall prepare an asset management plan in respect of its core municipal infrastructure assets on or before July 1, 2022, and in respect of all of its other municipal infrastructure assets on or before July 1, 2024. O. Reg. 193/21, s. 1. (2) A municipality’s asset management plan must include the following: 1. For each asset category, the current levels of service being provided, determined in accordance with the following qualitative descriptions and technical metrics and based on data from at most the two calendar years prior to the year in which all information required under this section is included in the asset management plan: i. With respect to core municipal infrastructure assets, the qualitative descriptions set out in Column 2 and the technical metrics set out in Column 3 of Table 1, 2, 3, 4 or 5, as the case may be. ii. With respect to all other municipal infrastructure assets, the qualitative descriptions and technical metrics established by the municipality. - 325 - 4 2. The current performance of each asset category, determined in accordance with the performance measures established by the municipality, such as those that would measure energy usage and operating efficiency, and based on data from at most two calendar years prior to the year in which all information required under this section is included in the asset management plan. 3. For each asset category, i. a summary of the assets in the category, ii. the replacement cost of the assets in the category, iii. the average age of the assets in the category, determi ned by assessing the average age of the components of the assets, iv. the information available on the condition of the assets in the category, and v. a description of the municipality’s approach to assessing the condition of the assets in the category, based on recognized and generally accepted good engineering practices where appropriate. 4. For each asset category, the lifecycle activities that would need to be undertaken to maintain the current levels of service as described in paragraph 1 for each of the 10 years following the year for which the current levels of service under paragraph 1 are determined and the costs of providing those activities based on an assessment of the fo llowing: i. The full lifecycle of the assets. ii. The options for which lifecycle activities could potentially be undertaken to maintain the current levels of service. iii. The risks associated with the options referred to in subparagraph ii. iv. The lifecycle activities referred to in subparagraph ii that can be undertaken for the lowest cost to maintain the current levels of service. 5. For municipalities with a population of less than 25,000, as reported by Statistics Canada in the most recent offic ial census, the following: i. A description of assumptions regarding future changes in population or economic activity. ii. How the assumptions referred to in subparagraph i relate to the information required by paragraph 4. 6. For municipalities with a population of 25,000 or more, as reported by Statistics Canada in the most recent official census, the following: i. With respect to municipalities in the Greater Golden Horseshoe growth plan area, if the population and employment forecasts for the municipality are set out in Schedule 3 or 7 to the 2017 Growth Plan, those forecasts. ii. With respect to lower-tier municipalities in the Greater Golden Horseshoe growth plan area, if the population and employment forecasts for the municipality are not set out in Schedule 7 to the 2017 Growth Plan, the portion of the forecasts allocated to the lower-tier municipality in the official plan of the upper-tier municipality of which it is a part. iii. With respect to upper-tier municipalities or single-tier municipalities outside of the Greater Golden Horseshoe growth plan area, the population and employment forecasts for the municipality that are set out in its official plan. iv. With respect to lower-tier municipalities outside of the Greater Golden Horseshoe growth plan area, the population and employment forecasts for the lower -tier municipality that are set out in the official plan of the upper-tier municipality of which it is a part. v. If, with respect to any municipality referred to in subparagraph iii or iv, the population and employment forecasts for the municipality cannot be determined as set out in those subparagraphs, a description of assumptions regarding future changes in population or economic activity. vi. For each of the 10 years following the year for which the current levels of service under paragraph 1 are determined, the estimated capital expenditures and significant operating costs related to the lifecycle activities required to maintain the current levels of service in order to accommodate projected increases in demand caused by growth, including estimated capital expenditures and significant operating costs related to new construction or to upgrading of existing municipal infrastructure assets. O. Reg. 588/17, s. 5 (2). (3) Every asset management plan must indicate how all background information and reports upon which the information required by paragraph 3 of subsection (2) is based will be made available to the public. O. Reg. 588/17, s. 5 (3). (4) In this section, - 326 - 5 “2017 Growth Plan” means the Growth Plan for the Greater Golden Horseshoe, 2017 that was approved under subsection 7 (6) of the Places to Grow Act, 2005 on May 16, 2017 and came into effect on July 1, 2017; (“Plan de croissance de 2017”) “Greater Golden Horseshoe growth plan area” means the area designated by section 2 of Ontario Regulation 416/05 (Growth Plan Areas) made under the Places to Grow Act, 2005. (“zone de croissance planifiée de la région élargie du Golden Horseshoe”) O. Reg. 588/17, s. 5 (4). Asset management plans, proposed levels of service 6. (1) Subject to subsection (2), on or before July 1, 2025, every asset management plan prepared under section 5 must include the following additional information: 1. For each asset category, the levels of service that the municipality proposes to provide for each of the 10 years following the year in which all information required under section 5 and this section is included in the asset management plan, determined in accordance with the following qualitative descriptio ns and technical metrics: i. With respect to core municipal infrastructure assets, the qualitative descriptions set out in Column 2 and the technical metrics set out in Column 3 of Table 1, 2, 3, 4 or 5, as the case may be. ii. With respect to all other municipal infrastructure assets, the qualitative descriptions and technical metrics established by the municipality. 2. An explanation of why the proposed levels of service under paragraph 1 are appropriate for the municipality, based on an assessment of the following: i. The options for the proposed levels of service and the risks associated with those options to the long term sustainability of the municipality. ii. How the proposed levels of service differ from the current levels of service set out under paragraph 1 of subsection 5 (2). iii. Whether the proposed levels of service are achievable. iv. The municipality’s ability to afford the proposed levels of service. 3. The proposed performance of each asset category for each year of the 10-year period referred to in paragraph 1, determined in accordance with the performance measures established by the municipality, such as those that would measure energy usage and operating efficiency. 4. A lifecycle management and financial strategy that sets out the following information with respect to the assets in each asset category for the 10-year period referred to in paragraph 1: i. An identification of the lifecycle activities that would need to be undertaken to provide the proposed levels of service described in paragraph 1, based on an assessment of the following: A. The full lifecycle of the assets. B. The options for which lifecycle activities could potentially be undertaken to achieve the proposed levels of service. C. The risks associated with the options referred to in sub -subparagraph B. D. The lifecycle activities referred to in sub-subparagraph B that can be undertaken for the lowest cost to achieve the proposed levels of service. ii. An estimate of the annual costs for each of the 10 years of undertaking the lifecycle activities identified in subparagraph i, separated into capital expenditures and significant operating costs. iii. An identification of the annual funding projected to be available to undertake lifecycle activities and an explanation of the options examined by the municipality to maximize the funding projected to be available. iv. If, based on the funding projected to be available, the municipality identifies a funding shortfall for the lifecycle activities identified in subparagraph i, A. an identification of the lifecycle activities, whether set out in subparagraph i or otherwise, that the municipality will undertake, and B. if applicable, an explanation of how the municipality will manage the risks associated with not unde rtaking any of the lifecycle activities identified in subparagraph i. 5. For municipalities with a population of less than 25,000, as reported by Statistics Canada in the most recent official census, a discussion of how the assumptions regarding future changes in population and economic activity, set out in subparagraph 5 i of subsection 5 (2), informed the preparation of the lifecycle management and financial strategy referred to in paragraph 4 of this subsection. - 327 - 6 6. For municipalities with a population of 25,000 or more, as reported by Statistics Canada in the most recent of ficial census, i. the estimated capital expenditures and significant operating costs to achieve the proposed levels of service as described in paragraph 1 in order to accommodate pro jected increases in demand caused by population and employment growth, as set out in the forecasts or assumptions referred to in paragraph 6 of subsection 5 (2), including estimated capital expenditures and significant operating costs related to new constr uction or to upgrading of existing municipal infrastructure assets, ii. the funding projected to be available, by source, as a result of increased population and economic activity, and iii. an overview of the risks associated with implementation of the asset management plan and any actions that would be proposed in response to those risks. 7. An explanation of any other key assumptions underlying the plan that have not previously been explained. O. Reg. 588/17, s. 6 (1); O. Reg. 193/21, s. 2 (1). (2) With respect to an asset management plan prepared under section 5 on or b efore July 1, 2022, if the additional information required under this section is not included before July 1, 2024, the municipality shall, before including the additional information, update the current levels of service set out under paragraph 1 of subsec tion 5 (2) and the current performance measures set out under paragraph 2 of subsection 5 (2) based on data from the two most recent calendar years. O. Reg. 193/21, s. 2 (2). Update of asset management plans 7. (1) Every municipality shall review and update its asset management plan at least five years after the year in which the plan is completed under section 6 and at least every five years thereafter. (2) The updated asset management plan must comply with the requirements set out under paragraphs 1, 2 and 3 and subparagraphs 5 i and 6 i, ii, iii, iv and v of subsection 5 (2), subsection 5 (3) and paragraphs 1 to 7 of subsection 6 (1). Endorsement and approval required 8. Every asset management plan prepared under section 5 or 6, or updated under section 7, must be, (a) endorsed by the executive lead of the municipality; and (b) approved by a resolution passed by the municipal council. Annual review of asset management planning progress 9. (1) Every municipal council shall conduct an annual review of its asset management progress on or before July 1 in each year, starting the year after the municipality’s asset management plan is completed under section 6. (2) The annual review must address, (a) the municipality’s progress in implementing its asset management plan; (b) any factors impeding the municipality’s ability to implement its asset management p lan; and (c) a strategy to address the factors described in clause (b). Public availability 10. Every municipality shall post its current strategic asset management policy and asset management plan on a website that is available to the public, and shall provide a copy of the policy and plan to any person who requests it. TABLE 1 WATER ASSETS Column 1 Service attribute Column 2 Community levels of service (qualitative descriptions) Column 3 Technical levels of service (technical metrics) Scope 1. Description, which may include maps, of the user groups or areas of the municipality that are connected to the municipal water system. 2. Description, which may include maps, of the user groups or areas of the municipality that have fire flow. 1. Percentage of properties connected to the municipal water system. 2. Percentage of properties where fire flow is available. Reliability Description of boil water advisories and service interruptions. 1. The number of connection-days per year where a boil water advisory notice is in place compared to the total number of properties connected to the municipal water system. 2. The number of connection-days per year due to water main breaks compared to the total number of properties connected to the municipal water system. - 328 - 7 TABLE 2 WASTEWATER ASSETS Column 1 Service attribute Column 2 Community levels of service (qualitative descriptions) Column 3 Technical levels of service (technical metrics) Scope Description, which may include maps, of the user groups or areas of the municipality that are connected to the municipal wastewater system. Percentage of properties connected to the municipal wastewater system. Reliability 1. Description of how combined sewers in the municipal wastewater system are designed with overflow structures in place which allow overflow during storm events to prevent backups into homes. 2. Description of the frequency and volume of overflows in combined sewers in the municipal wastewater system that occur in habitable areas or beaches. 3. Description of how stormwater can get into sanitary sewers in the municipal wastewater system, causing sewage to overflow into streets or backup into homes. 4. Description of how sanitary sewers in the municipal wastewater system are designed to be resilient to avoid events described in paragraph 3. 5. Description of the effluent that is discharged from sewage treatment plants in the municipal wastewater system. 1. The number of events per year where combined sewer flow in the municipal wastewater system exceeds system capacity compared to the total number of properties connected to the municipal wastewater system. 2. The number of connection-days per year due to wastewater backups compared to the total number of properties connected to the municipal wastewater system. 3. The number of effluent violations per year due to wastewater discharge compared to the total number of properties connected to the municipal wastewater system. TABLE 3 STORMWATER MANAGEMENT ASSETS Column 1 Service attribute Column 2 Community levels of service (qualitative descriptions) Column 3 Technical levels of service (technical metrics) Scope Description, which may include maps, of the user groups or areas of the municipality that are protected from flooding, including the extent of the protection provided by the municipal stormwater management system. 1. Percentage of properties in municipality resilient to a 100-year storm. 2. Percentage of the municipal stormwater management system resilient to a 5-year storm. TABLE 4 ROADS Column 1 Service attribute Column 2 Community levels of service (qualitative descriptions) Column 3 Technical levels of service (technical metrics) Scope Description, which may include maps, of the road network in the municipality and its level of connectivity. Number of lane-kilometres of each of arterial roads, collector roads and local roads as a proportion of square kilometres of land area of the municipality. Quality Description or images that illustrate the different levels of road class pavement condition. 1. For paved roads in the municipality, the average pavement condition index value. 2. For unpaved roads in the municipality, the average surface condition (e.g. excellent, good, fair or poor). TABLE 5 BRIDGES AND CULVERTS Column 1 Service attribute Column 2 Community levels of service (qualitative descriptions) Column 3 Technical levels of service (technical metrics) Scope Description of the traffic that is supported by municipal bridges (e.g., heavy transport vehicles, motor vehicles, emergency vehicles, pedestrians, cyclists). Percentage of bridges in the municipality with loading or dimensional restrictions. Quality 1. Description or images of the condition of bridges and how this would affect use of the bridges. 2. Description or images of the condition of culverts and how this would affect use of the culverts. 1. For bridges in the municipality, the average bridge condition index value. 2. For structural culverts in the municipality, the average bridge condition index value. 11. OMITTED (PROVIDES FOR COMING INTO FORCE OF PROVISIONS OF THIS REGULATION). - 329 - Memo To: Susan Cassel September 21, 2021 City Clerk From: Catherine Rose Chief Planner Copy: Manager, Policy & Geomatics Principal Planner, Policy Subject: Adopting By-law for Official Plan Amendment Application OPA 20-006/P City Initiated Application for Infill and Replacement Housing in Established Neighbourhoods Multiple Addresses within the City Adopting By-law 7871/21 for Official Plan Amendment Application OPA 20-006/P. Statutory Public Meeting Date January 4, 2021 Planning & Development Committee Date September 13, 2021 Purpose and Effect of Adopting By-law 7871/21 for Official Plan Amendment Application OPA 20-006/P To add new policies that require that new development, within an Established Neighbourhood Precinct, complements and is compatible with the existing character of the neighbourhood, and to establish definitions for “infill dwelling” and “replacement dwelling”. Council Meeting Date September 27, 2021 Note On September 13, 2021, the Planning & Development Committee endorsed the following staff recommendations contained in Report PLN 33-21: 1.b) That the Draft By-law to adopt Official Plan Amendment 40 to the Pickering Official Plan, to add new policies to the Pickering Official Plan with regard to Infill and Replacement Housing in Established Neighbourhood Precinct areas, as set out in Appendix I to Report PLN 33-21, be finalized and forwarded to Council for enactment MK:ld Attachments: By-law 7871/21Text By-law 7871/21 Exhibit “A” Original Sign By Catherine Rose - 330 - The Corporation of the City of Pickering By-law No. 7871/21 Being a by-law to adopt Amendment 40 to the Official Plan for the City of Pickering (OPA 20-006/P) Whereas pursuant to the Planning Act, R.S.O. 1990, c.p. 13, subsections 17(22) and 21(1), the Council of the Corporation of the City of Pickering may by by-law adopt amendments to the Official Plan for the City of Pickering; Whereas pursuant to Section 17(10) of the Planning Act, the Minister of Municipal Affairs and Housing has by order authorized Regional Council to pass a by-law to exempt proposed area municipal official plan amendments from its approval; Whereas on February 23, 2000, Regional Council passed By-law 11/2000 which allows the Region to exempt proposed area municipal official plan amendments from its approval; Whereas the Region has advised that Amendment 40 to the City of Pickering Official Plan is exempt from Regional approval; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. That Amendment 40 to the Official Plan for the City of Pickering, attached hereto as Exhibit “A”, is hereby adopted; 2. That the City Clerk is hereby authorized and directed to forward to the Regional Municipality of Durham the documentation required by Procedure: Area Municipal Official Plans and Amendments; 3. This By-law shall come into force and take effect on the day of the final passing hereof. By-law passed this 27th day of September, 2021. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 331 - Exhibit “A” to By-law 7871/21 Amendment 40 to the City of Pickering Official Plan - 332 - Amendment 40 to the Pickering Official Plan Purpose: The purpose of Amendment 40 is to amend the City of Pickering Official Plan to add new policies that require that new development that is within an Established Neighbourhood Precinct, complements, and is compatible with the existing character of the neighbourhood, and to establish definitions for “infill dwelling” and “replacement dwelling”. Location: The Amendment applies to lands within Established Neighbourhood Precincts to be identified on the following neighbourhood maps within the Pickering Official Plan: • Map 11: Neighbourhood 1: Rosebank; • Map 12: Neighbourhood 2: West Shore; • Map 13: Neighbourhood 3: Bay Ridges; • Map 15: Neighbourhood 5: Rougemount; • Map 16: Neighbourhood 6: Woodlands; • Map 17: Neighbourhood 7: Dunbarton; • Map 20: Neighbourhood 10: Highbush; and • Map 22: Neighbourhood 12: Liverpool. The Established Neighbourhood Precincts boundaries were determined through the Infill and Replacement Housing in Established Neighbourhoods Study and refined through this official plan amendment process, which included a robust and comprehensive consultation and engagement process. The precinct boundaries are primarily based on the characteristics of: lot size, age of dwellings, the ”footprint” of homes relative to the size of the lot, and areas within established neighbourhoods where an increased frequency of construction of infill and replacement housing was observed. Basis: On September 28, 2020 Council endorsed the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study (the Infill Study) and adopted the Urban Design Guidelines for Infill and Replacement Housing in Established Neighbourhood Precincts. The recommendations of the Infill Study provide direction for the preparation of appropriate planning implementation tools to facilitate a sensitive transition between existing houses and new construction occurring in certain parts of the City’s established neighbourhoods. The Infill Study was prompted by the construction of an increasing number of houses that were significantly larger than existing adjacent houses creating impacts to privacy, shadow, and overlook for the neighbouring homes and altering the streetscape within parts of established residential areas of the City. This Amendment, in concert with the Informational Revision, an implementing zoning by-law and the urban design guidelines, will guide the planning and design of infill and replacement housing to ensure this type of new development is compatible with the character within identified Established Neighourhood Precincts in the City. - 333 - Amendment 40 to the Pickering Official Plan Page 2 Actual Amendment: The City of Pickering Official Plan is hereby amended by: (New text is shown as underlined text, deleted text is shown as strikeout text, and retained text is shown as unchanged text.) 1. Revising City Policy 3.9, Urban Residential Areas, in Chapter 3 – Land Use, by adding “, massing and scale” following “height” in subsection (c) (i), adding “overlook and privacy,” following “sunlight,” in (c) (i), adding a new subsection (c) (ii) and renumbering the existing (c) (ii) and (iii) appropriately, deleting “and” at the end of subsection (d); deleting the period “.”and adding “; and” at the end of subsection (e); and adding new subsection (f), as follows: “(c) in establishing performance standards, restrictions and provisions for Urban Residential Areas, shall have particular regard to the following: (i) protecting and enhancing the character of established neighbourhoods, considering such matters as building height, massing and scale, yard setback, lot coverage, access to sunlight, overlook and privacy, parking provisions and traffic implications; (ii) acknowledge that certain areas within the City may be more susceptible to the construction of Infill and Replacement Dwellings and may identify these areas as Established Neighbourhood Precincts on the Neighbourhood Maps in Chapter 12 – Urban Neighbourhoods, and establish zoning provisions to appropriately address matters such as building height, massing and scale, privacy, overlook and shadowing as they relate to the impact of the construction of Infill and Replacement Dwellings on the character of the streetscape and the existing neighbourhood; (iii) …; (iv) …; (d) …; and (e) ….; and (f) when considering applications for the development of Infill or Replacement Dwellings within an Established Neighbourhood Precinct, as identified on Maps 11, 12, 13, 15, 16, 17, 20 and 22 of this Plan, shall require that such development complements and is compatible with the character of the Established Neighbourhood Precinct with respect to: (i) minimizing the impacts associated with building height, massing and scale, privacy, overlook and shadowing on neighbouring properties, and promoting development of a compatible scale as observed from neighbouring properties and the street; - 334 - Amendment 40 to the Pickering Official Plan Page 3 (ii) reinforcing the established pattern of existing side yard setbacks and separation distances between dwellings as observed from the street; (iii) reinforcing the established pattern of existing lot widths and lot coverage in the Established Neighbourhood Precinct; (iv) reinforcing the established pattern of front yard setbacks on the street; (v) promoting garages to be located flush with or behind the front main walls of dwellings, such that they do not dominate the façade of the dwelling; (vi) maximizing the front yard landscaping to the greatest extent possible; (vii) encouraging the preservation of existing mature trees to the greatest extent possible; and (viii) being consistent with the intent of the Urban Design Guidelines for Infill & Replacement Housing in Established Neighbourhood Precincts, which will prevail in the event of a conflict with any Development Guideline within the Compendium Document.” 2. Revising City Policy 9.2, Community Design Objectives, in Chapter 9 – Community Design, by renumbering subsection (e) into (e) (i), adding “and” at the end of subsection (e) (i), and adding a new subsection (e) (ii) as follows: “(e) encourage: (i) developments that are designed to fit their contexts by considering the mix of uses, and the massing, height, scale, architectural style and details of existing, adjacent buildings; and (ii) the development of compatible Infill and Replacement Dwellings within Established Neighbourhood Precincts as identified on Maps 11, 12, 13, 15, 16, 17, 20 and 22 of this Plan, to ensure that new development minimizes impacts related to building height, massing and scale, privacy, overlook, shadowing and loss of open space, particularly with respect to the matters identified in Policy 3.9 (f).” 3. Adding a definition for the term “Infill Dwelling” in alphabetic order to Section 15.15, Glossary, in Chapter 15 – Implementation, as follows: “Infill Dwelling(s), in relation to City Policies 3.9 and 9.2, means the development of one or more dwellings such as single detached, semi-detached or street townhouse dwellings through a consolidation of lots or the severance of a larger lot located on an existing street within an Established Neighbourhood Precinct as identified on Maps 11, 12, 13, 15, 16, 17, 20 and 22 of this Plan. Infill Dwelling does not include the development of stacked townhouses, stacked back-to-back townhouses, apartment buildings, or other forms of multi-unit housing resulting in a higher level of density.” - 335 - Amendment 40 to the Pickering Official Plan Page 4 4. Adding a definition for the term “Replacement Dwelling” in alphabetic order to Section 15.15, Glossary, in Chapter 15 – Implementation, as follows: “Replacement Dwelling means the rebuild of a dwelling either through a substantial alteration, or demolition and replacement, and that is located within an Established Neighbourhood Precinct as identified on Maps 11, 12, 13, 15, 16, 17, 20 and 22 of this Plan.” Implementation: The provisions set forth in the City of Pickering Official Plan, as amended, regarding the implementation of the Plan shall apply in regard to this Amendment. Interpretation: The provisions set forth in the City of Pickering Official Plan, as amended, regarding the interpretation of the Plan shall apply in regard to this Amendment, except as revised by this amendment. OPA 20-006/P A 11/20 City Initiated: Infill and Replacement Housing Study - 336 - Memo To: Susan Cassel September 22, 2021 City Clerk From: Catherine Rose Chief Planner Copy: Manager, Policy & Geomatics Principal Planner, Policy Subject: Amending By-law 7872/21 for Zoning By-law Amendment Application A 11/20 City Initiated Application for Infill and Replacement Housing in Established Neighbourhoods Multiple Addresses within the City Amending By-law 7872/21 for Zoning By-law Amendment Application A 11/20. Statutory Public Meeting Date January 4, 2021 Planning & Development Committee Date September 13, 2021 Purpose and Effect of Enacting By-law 7872/21 for Zoning By-law Amendment Application A 11/20 To create an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, that will assist in managing new built form, so that it is compatible with the existing built form (Parent Zoning By-law 2511). Council Meeting Date September 27, 2021 Note On September 13, 2021, the Planning & Development Committee endorsed the following staff recommendations contained in Report PLN 33-21: 3.That Zoning By-law Amendment Application A 11/20, initiated by the City of Pickering, to implement Official Plan Amendment 40, be approved, and that the Recommended Draft Zoning By-law Amendments as set out in Appendices lll, lV, and V to Report PLN 33-21 be finalized and forwarded to Council for enactment. MK:ld Attachments: By-law 7872/21Text By-law 7872/21 Schedules l, II and III Original Sign By Catherine Rose - 337 - The Corporation of the City of Pickering By-law No. 7872/21 Being a By-law to amend Restricted Area (Zoning) By-law 2511, as amended, to implement the Official Plan of the City of Pickering, Region of Durham (A 11/20) Whereas the Corporation of the City of Pickering conducted the Infill and Replacement Housing in Established Neighbourhoods Study to provide direction for the preparation of appropriate planning implementation tools to facilitate a sensitive transition between existing houses and new construction occurring in certain parts of the City’s established neighbourhoods; Whereas a robust and comprehensive consultation and engagement process was undertaken throughout the Infill and Replacement Housing in Established Neighbourhoods Study; Whereas on September 28, 2020, Council endorsed the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study and adopted Urban Design Guidelines for Infill and Replacement Housing in Established Neighbourhood Precincts; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, adopted an Official Plan amendment adding policies that require new development within an Established Neighbourhood Precinct to complement, and be compatible with the existing character of the neighbourhood, and that enables the implementation of zoning provisions to address matters relating to the impact of the construction of infill and replacement dwellings on the character of the existing neighbourhood; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, initiated a zoning by-law amendment that introduces an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, in specific Established Neighbourhood Precincts; Whereas it is appropriate to amend By-law 2511, as amended, to implement the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedules I, ll and lll Schedules I, ll and lll, attached hereto with notations and references shown thereon are hereby declared to be part of this By-law. - 338 - By-law No. 7872/21 Page 2 2. Area Restricted The provisions of this By-law shall apply to those lands in the City of Pickering located within an “Established Neighbourhood Precinct Overlay Zone” on Schedules l, II and lll, inclusive, attached hereto. 3. General Provisions No building, structure, land or part thereof shall hereafter be used, occupied, erected, moved or structurally altered except in conformity with the provisions of this By-law. 4. Definitions In this By-law, (1) “Dwelling Depth” means the horizontal distance measured from the minimum Front Yard Setback to the rear wall of a dwelling, excluding any Obstruction of Yards. (2) “Dwelling Height” means the vertical distance between the average grade as measured along the front wall of the dwelling, and in the case of a flat roof, the highest point of the roof surface or parapet wall, or in the case of a mansard roof the deck line, or in the case of a gabled, hip or gambrel roof, the mean height between eaves and ridge. Ornamental fixtures such as a cupola or antenna shall not be included in calculating the height of a dwelling. Any other roof structure, such as to house the mechanical equipment of the dwelling or a penthouse, shall be included in calculating the height of the dwelling. (3) “Front Entrance” means the principal entrance oriented towards the front lot line, providing access to the interior of a dwelling from the exterior and does not include an access provided through an attached private garage. In the case of a corner lot, the principal entrance providing access to the interior of a dwelling from the exterior may be oriented towards the side lot line that is adjacent to the street, or abutting on a reserve on the opposite side of which is a street. (4) “Lot Coverage” means the total horizontal area on the lot of all above grade roofed structures and buildings, measured at the level of the first floor and expressed as a percentage of the lot area, including covered platforms such as covered decks and covered porches, but excluding eaves, belt courses, chimney breasts, sills or cornice projections to a maximum of 0.6 of a metre, and balconies. (5) “Setback” means the shortest horizontal distance between a building and a lot line. - 339 - By-law No. 7872/21 Page 3 5. Provisions (“Established Neighbourhood Precinct Overlay” Zone) (1) Zone Requirements (“Established Neighbourhood Precinct Overlay” Zone) Within any Residential Zone, no person shall use any building, structure or land, nor erect any building or structure within the lands designated “Established Neighbourhood Precinct Overlay Zone” on Schedules l, II and Ill, inclusive, attached hereto, except in accordance with the following provisions: (a) Dwelling Depth (maximum): The maximum Dwelling Depth, measured from the minimum front yard setback to the rear wall of a dwelling, shall be as follows: (i) For lots with depths up to and including 40 metres: 17 metres (ii) For lots with depths greater than 40 metres: 20 metres (b) Dwelling Height (maximum): 9.0 metres (c) Driveway Width (maximum): The maximum width of a driveway shall be 6.0 metres. However, for lots where the entrance of a garage or carport is wider than 6.0 metres, the maximum driveway width shall be no greater than the width of the entrance of a garage or carport. (d) Front Entrance (maximum elevation): The maximum elevation of the Front Entrance shall be 1.2 metres above the average grade, which is measured along the front wall of the dwelling, to the top of the platform (covered or uncovered) immediately outside of the Front Entrance. (e) Front Yard Setback (maximum): The maximum front yard setback shall not be more than 1.0 metre beyond the average of the existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. The maximum Front Yard Setback applies to only 80% of the Dwelling Width including any attached garage. For the purpose of this regulation, “Dwelling Width” means the width of the front wall or main wall of the dwelling. - 340 - By-law No. 7872/21 Page 4 (f) Front Yard Setback (minimum): Despite any other provision in this by-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. For corner lots, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the nearest two lots located along the same side of the street and within the same block. (g) Interior Garage Size (minimum): Each parking space within a private garage shall have a minimum width of 3.0 metres and a minimum depth of 6.0 metres. However, the width may include one interior step and the depth may include two interior steps. (h) Lot Coverage: Despite any other provision in this By-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the following maximum lot coverage provisions shall apply within the applicable Neighbourhood Precinct, as shown on Schedules I, II and lll of this By-law: (i) Dunbarton Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (ii) Highbush Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (iii) Liverpool Established Neighbourhood Precinct: Maximum 25%; (iv) Rosebank Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; - 341 - By-law No. 7872/21 Page 5 (v) Rougemount Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (vi) Woodlands Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (2) Transition Provisions (a) For the purposed of Section 5.(2) of this By-law, “Existing” means an application submitted to the City prior to the effective date of this By-law. (b) Existing Building Permit Applications: (i) Notwithstanding Section 5.(1) of By-law 2511, a building permit may be issued in accordance with Section 5.(2) of this By-law. (ii) For the purposes of determining zoning compliance for matters covered by Section 5.(2) of this By-law, the provisions of Zoning By-law 2511, as amended, as it read on the day prior to the effective date of this By-law, shall apply. (iii) Nothing in this By-law prevents the applicant of an existing building permit application from submitting an application to the Committee of Adjustment to achieve zoning compliance, which Committee of Adjustment application will be reviewed against the provision(s) of Zoning By-law 2511, as amended, as it read on the day before the effective date of this By-law. (c) Existing Committee of Adjustment Applications: Nothing in this By-law prevents the issuance of a building permit for the erection of a building or structure in accordance with a decision of the Committee of Adjustment arising from an application to the Committee of Adjustment that has been submitted to the City, prior to the effective date of this By-law. - 342 - By-law No. 7872/21 Page 6 (d) Lapse of Transition Provisions: (i) Once a permit or approval referred to under Sections (2)(a) or (2)(b) has been granted, all provisions of this By-law shall apply to the subject property. (ii) The provisions of Section (2) shall be deemed repealed five years from the effective date of this By-law. This provision shall not require an amendment to this By-law to take effect. 6. By-law 2511 By-law 2511, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law as it applies to the areas set out in Schedules I, II and lll, inclusive, attached hereto. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 2511, as amended. 7. Effective Date This By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 27th day of September, 2021. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 343 - Rougemount Drive Gr a niteCourtRodd Avenue Kingst o n R o ad Toynevale Road Foster Court H ighway 4 0 1 Co wan Circle Gillmos s RoadChantilly RoadPetticoat CreekRosebank RoadOakwood DriveMountainAshDriveLytton CourtDysonRoadWhitesRoadSandstoneM a n o r Mcleod CrescentBella V i s taDriveDahlia CrescentP i n e R i d g e R o a d MoorelandsCrescentR4 (H)S4-19 R4 S2-16 R4 R3 R4 R4 S4-19 R4 R3 R4 R4R3 S2-16 R4 R3 R4 R3 S4-18 R4 R3 R4 OS-HL R4 R3 R3 R3R3 S2-16 R4 R4 R4 S4-19 R4 S R4 S2-16 R4 S Clerk Mayor Schedule I to By-Law Passed This Day of N7872/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 344 - Broadgreen StreetDownland Drive Hillcrest RoadEyer DriveWest Shore BoulevardCreekview CirclePark CrescentVicki Drive Vic tor CourtBreezy DriveOklahoma Drive Chipmunk StreetBrianC ourt Sunrise Avenue Car m ello Court Tullo Street Surf Avenue Beach p oi nt Pr o m e n a d e P etticoat Lane Marksbury RoadVictory DriveHillviewCrescent Abingdon Court Hampton Court Marksbury RoadSandcastleCourt Yeremi StreetLeaside StreetMink StreetStonebridge Lane Cliffview Road R4 R4 R4 RM1 S R4 R4 SD R4 R4 S R4 C17-R R4 R4 R4 R4 R4 R4 R3 R4 R4 R4 Clerk Mayor Schedule II to By-Law Passed This Day of N7872/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 345 - Krosno Boulevard Balaton AvenueZator A v e n u e Bem Avenue Gull Crossing Brow nin g Avenue Modlin RoadFairview AvenueDouglas AvenueChapleauDriveAnnland S t r e et Colmar Avenue Tr e l l i s C o u r t Brixton L a n e Fron t RoadGrenoble BoulevardFoxglove Avenue Shearer Lane Haller Avenue St MartinsDri v e Naroch BoulevardMonica Cook Place Commerce Street AntonioStreet HelenC res c e nt Pleasant StreetBayview Street Miriam Road Wharf Street Ilona Park Road KingfisherDr i veHewson DriveOld O r c h a r d A v e n u e Broadview Street R4 R4 R4 RM1 C1 R4-21 RM1 RM1 R4 R4 R4 R4 R4 RM2 R4 R4 RM1 R4 RM1 R4 RM1 R4 R4 RM1 A36 R4 R4 R4-11 (H)O3B R4 R4 RM1 RM1 R4 RM1 Clerk Mayor Schedule III to By-Law Passed This Day of N7872/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 346 - Memo To: Susan Cassel September 22, 2021 City Clerk From: Catherine Rose Chief Planner Copy: Manager, Policy & Geomatics Principal Planner, Policy Subject: Amending By-law 7873/21 for Zoning By-law Amendment Application A 11/20 City Initiated Application for Infill and Replacement Housing in Established Neighbourhoods Multiple Addresses within the City Amending By-law 7873/21 for Zoning By-law Amendment Application A 11/20. Statutory Public Meeting Date January 4, 2021 Planning & Development Committee Date September 13, 2021 Purpose and Effect of Enacting By-law 7873/21 for Zoning By-law Amendment Application A 11/20 To create an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, that will assist in managing new built form, so that it is compatible with the existing built form (Parent Zoning By-law 2520). Council Meeting Date September 27, 2021 Note On September 13, 2021, the Planning & Development Committee endorsed the following staff recommendations contained in Report PLN 33-21: 3.That Zoning By-law Amendment Application A 11/20, initiated by the City of Pickering, to implement Official Plan Amendment 40, be approved, and that the Recommended Draft Zoning By-law Amendments as set out in Appendices lll, lV, and V to Report PLN 33-21 be finalized and forwarded to Council for enactment. Original Signed By Catherine Rose MK:ld Attachments: By-law 7873/21 Text By-law 7873/21 Schedules l and II-347 - The Corporation of the City of Pickering By-law No. 7873/21 Being a By-law to amend Restricted Area (Zoning) By-law 2520, as amended, to implement the Official Plan of the City of Pickering, Region of Durham (A 11/20) Whereas the Corporation of the City of Pickering conducted the Infill and Replacement Housing in Established Neighbourhoods Study to provide direction for the preparation of appropriate planning implementation tools to facilitate a sensitive transition between existing houses and new construction occurring in certain parts of the City’s established neighbourhoods; Whereas a robust and comprehensive consultation and engagement process was undertaken throughout the Infill and Replacement Housing in Established Neighbourhoods Study; Whereas on September 28, 2020, Council endorsed the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study and adopted Urban Design Guidelines for Infill and Replacement Housing in Established Neighbourhood Precincts; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, adopted an Official Plan amendment adding policies that require new development within an Established Neighbourhood Precinct to complement, and be compatible with the existing character of the neighbourhood, and that enables the implementation of zoning provisions to address matters relating to the impact of the construction of infill and replacement dwellings on the character of the existing neighbourhood; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, initiated a zoning by-law amendment that introduces an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, in specific Established Neighbourhood Precincts; Whereas it is appropriate to amend By-law 2520, as amended, to implement the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.Schedules I and ll Schedules I and ll, attached hereto with notations and references shown thereon are hereby declared to be part of this By-law. - 348 - By-law No. 7873/21 Page 2 2. Area Restricted The provisions of this By-law shall apply to those lands in the City of Pickering located within an “Established Neighbourhood Precinct Overlay Zone” on Schedules l and II, inclusive, attached hereto. 3.General Provisions No building, structure, land or part thereof shall hereafter be used, occupied, erected, moved or structurally altered except in conformity with the provisions of this By-law. 4.Definitions In this By-law, (1)“Dwelling Depth” means the horizontal distance measured from the minimum Front Yard Setback to the rear wall of a dwelling, excluding any Obstruction of Yards. (2)“Dwelling Height” means the vertical distance between the average grade as measured along the front wall of the dwelling, and in the case of a flat roof, the highest point of the roof surface or parapet wall, or in the case of a mansard roof the deck line, or in the case of a gabled, hip or gambrel roof, the mean height between eaves and ridge. Ornamental fixtures such as a cupola or antenna shall not be included in calculating the height of a dwelling. Any other roof structure, such as to house the mechanical equipment of the dwelling or a penthouse, shall be included in calculating the height of the dwelling. (3)“Front Entrance” means the principal entrance oriented towards the front lot line, providing access to the interior of a dwelling from the exterior and does not include an access provided through an attached private garage. In the case of a corner lot, the principal entrance providing access to the interior of a dwelling from the exterior may be oriented towards the side lot line that is adjacent to the street, or abutting on a reserve on the opposite side of which is a street. (4)“Lot Coverage” means the total horizontal area on the lot of all above grade roofed structures and buildings, measured at the level of the first floor and expressed as a percentage of the lot area, including covered platforms such as covered decks and covered porches, but excluding eaves, belt courses, chimney breasts, sills or cornice projections to a maximum of 0.6 of a metre, and balconies. (5)“Setback” means the shortest horizontal distance between a building and a lot line. - 349 - By-law No. 7873/21 Page 3 5.Provisions (“Established Neighbourhood Precinct Overlay” Zone) (1)Zone Requirements (“Established Neighbourhood Precinct Overlay” Zone) Within any Residential Zone, no person shall use any building, structure or land, nor erect any building or structure within the lands designated “Established Neighbourhood Precinct Overlay Zone” on Schedules l and II, inclusive, attached hereto, except in accordance with the following provisions: (a)Dwelling Depth (maximum): The maximum Dwelling Depth, measured from the minimum front yard setback to the rear wall of a dwelling, shall be as follows: (i)For lots with depths up to and including 40 metres: 17 metres (ii)For lots with depths greater than 40 metres: 20 metres (b)Dwelling Height (maximum): 9.0 metres (c)Driveway Width (maximum): The maximum width of a driveway shall be 6.0 metres. However, for lots where the entrance of a garage or carport is wider than 6.0 metres, the maximum driveway width shall be no greater than the width of the entrance of a garage or carport. (d)Front Entrance (maximum elevation): The maximum elevation of the Front Entrance shall be 1.2 metres above the average grade, which is measured along the front wall of the dwelling, to the top of the platform (covered or uncovered) immediately outside of the Front Entrance. (e)Front Yard Setback (maximum): The maximum front yard setback shall not be more than 1.0 metre beyond the average of the existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. The maximum Front Yard Setback applies to only 80% of the Dwelling Width including any attached garage. For the purpose of this regulation, “Dwelling Width” means the width of the front wall or main wall of the dwelling. - 350 - By-law No. 7873/21 Page 4 (f)Front Yard Setback (minimum): Despite any other provision in this by-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. For corner lots, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the nearest two lots located along the same side of the street and within the same block. (g)Interior Garage Size (minimum): Each parking space within a private garage shall have a minimum width of 3.0 metres and a minimum depth of 6.0 metres. However, the width may include one interior step and the depth may include two interior steps. (h)Lot Coverage: Despite any other provision in this By-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the following maximum lot coverage provisions shall apply within the applicable Neighbourhood Precinct, as shown on Schedules I and II of this By law: (i)Dunbarton Established Neighbourhood Precinct: a.For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b.For lots less than 1,000 square metres in area: Maximum 33%; (ii)Highbush Established Neighbourhood Precinct: a.For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b.For lots less than 1,000 square metres in area: Maximum 33%; (iii)Liverpool Established Neighbourhood Precinct: Maximum 25%; (iv)Rosebank Established Neighbourhood Precinct: a.For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b.For lots less than 1,000 square metres in area: Maximum 33%; - 351 - By-law No. 7873/21 Page 5 (v)Rougemount Established Neighbourhood Precinct: a.For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b.For lots less than 1,000 square metres in area: Maximum 33%; (vi)Woodlands Established Neighbourhood Precinct: a.For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b.For lots less than 1,000 square metres in area: Maximum 33%; (2)Transition Provisions (a)For the purposed of Section 5.(2) of this By-law, “Existing” means an application submitted to the City prior to the effective date of this By-law. (b)Existing Building Permit Applications: (i)Notwithstanding Section 5.(1) of By-law 2520, a building permit may be issued in accordance with Section 5.(2) of this By-law. (ii)For the purposes of determining zoning compliance for matters covered by Section 5.(2) of this By-law, the provisions of Zoning By-law 2520, as amended, as it read on the day prior to the effective date of this By-law, shall apply. (iii)Nothing in this By-law prevents the applicant of an existing building permit application from submitting an application to the Committee of Adjustment to achieve zoning compliance, which Committee of Adjustment application will be reviewed against the provision(s) of Zoning By-law 2520, as amended, as it read on the day before the effective date of this By-law. (c)Existing Committee of Adjustment Applications: Nothing in this By-law prevents the issuance of a building permit for the erection of a building or structure in accordance with a decision of the Committee of Adjustment arising from an application to the Committee of Adjustment that has been submitted to the City, prior to the effective date of this By-law. - 352 - By-law No. 7873/21 Page 6 (d)Lapse of Transition Provisions: (i)Once a permit or approval referred to under Sections (2)(a) or (2)(b) has been granted, all provisions of this By-law shall apply to the subject property. (ii)The provisions of Section (2) shall be deemed repealed five years from the effective date of this By-law. This provision shall not require an amendment to this By-law to take effect. 6.By-law 2520 By-law 2520, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law as it applies to the areas set out in Schedules I and II, inclusive, attached hereto. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 2520, as amended. 7.Effective Date This By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 27th day of September, 2021. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 353 - Broadgreen StreetDownland Drive Hillcrest RoadEyer DriveWest Shore BoulevardCreekview CirclePark CrescentVicki Drive Vic tor CourtBreezy DriveOklahoma Drive Chipmunk StreetBrianC ourt Sunrise Avenue Car m ello Court Tullo Street Surf Avenue Beach p oi nt Pr o m e n a d e P etticoat Lane Marksbury RoadVictory DriveHillviewCrescent Abingdon Court Hampton Court Marksbury RoadSandcastleCourt Yeremi StreetLeaside StreetMink StreetStonebridge Lane Cliffview Road R4 R4 R4 RM1 S R4 R4 SD R4 R4 S R4 C17-R R4 R4 R4 R4 R4 R4 R3 R4 R4 R4 Clerk Mayor Schedule I to By-Law Passed This Day of N7873/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 354 - Krosno Boulevard Balaton AvenueZator A v e n u e Bem Avenue Gull Crossing Brow nin g Avenue Modlin RoadFairview AvenueDouglas AvenueChapleauDriveAnnland S t r e et Colmar Avenue Tr e l l i s C o u r t Brixton L a n e Fron t RoadGrenoble BoulevardFoxglove Avenue Shearer Lane Haller Avenue St MartinsDri v e Naroch BoulevardMonica Cook Place Commerce Street AntonioStreet HelenC res c e nt Pleasant StreetBayview Street Miriam Road Wharf Street Ilona Park Road KingfisherDr i veHewson DriveOld O r c h a r d A v e n u e Broadview Street R4 R4 R4 RM1 C1 R4-21 RM1 RM1 R4 R4 R4 R4 R4 RM2 R4 R4 RM1 R4 RM1 R4 RM1 R4 R4 RM1 A36 R4 R4 R4-11 (H)O3B R4 R4 RM1 RM1 R4 RM1 Clerk Mayor Schedule II to By-Law Passed This Day of N7873/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 355 - Memo To: Susan Cassel September 22, 2021 City Clerk From: Catherine Rose Chief Planner Copy: Manager, Policy & Geomatics Principal Planner, Policy Subject: Amending By-law 7874/21 for Zoning By-law Amendment Application A 11/20 City Initiated Application for Infill and Replacement Housing in Established Neighbourhoods Multiple Addresses within the City Amending By-law 7874/21 for Zoning By-law Amendment Application A 11/20. Statutory Public Meeting Date January 4, 2021 Planning & Development Committee Date September 13, 2021 Purpose and Effect of Enacting By-law 7874/21 for Zoning By-law Amendment Application A 11/20 To create an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, that will assist in managing new built form, so that it is compatible with the existing built form (Parent Zoning By-law 3036). Council Meeting Date September 27, 2021 Note On September 13, 2021, the Planning & Development Committee endorsed the following staff recommendations contained in Report PLN 33-21: 3.That Zoning By-law Amendment Application A 11/20, initiated by the City of Pickering, to implement Official Plan Amendment 40, be approved, and that the Recommended Draft Zoning By-law Amendments as set out in Appendices lll, lV, and V to Report PLN 33-21 be finalized and forwarded to Council for enactment. MK:ld Attachments: By-law 7874/21 Text By-law 7874/21 Schedules l, II, III, IV and V Original Signed By Catherine Rose - 356 - The Corporation of the City of Pickering By-law No. 7874/21 Being a by-law to amend Restricted Area (Zoning) By-law 3036, as amended, to implement the Official Plan of the City of Pickering, Region of Durham (A 11/20) Whereas the Corporation of the City of Pickering conducted the Infill and Replacement Housing in Established Neighbourhoods Study to provide direction for the preparation of appropriate planning implementation tools to facilitate a sensitive transition between existing houses and new construction occurring in certain parts of the City’s established neighbourhoods; Whereas a robust and comprehensive consultation and engagement process was undertaken throughout the Infill and Replacement Housing in Established Neighbourhoods Study; Whereas on September 28, 2020, Council endorsed the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study and adopted Urban Design Guidelines for Infill and Replacement Housing in Established Neighbourhood Precincts; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, adopted an Official Plan amendment adding policies that require new development within an Established Neighbourhood Precinct to complement, and be compatible with the existing character of the neighbourhood, and that enables the implementation of zoning provisions to address matters relating to the impact of the construction of infill and replacement dwellings on the character of the existing neighbourhood; Whereas the Council of the Corporation of the City of Pickering, in accordance with the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study, initiated a zoning by-law amendment that introduces an “Established Neighbourhood Precinct Overlay Zone” and associated development standards and definitions to regulate Infill and Replacement Dwellings, as defined in the Official Plan, in specific Established Neighbourhood Precincts; Whereas it is appropriate to amend By-law 3036, as amended, to implement the recommendations of the Infill and Replacement Housing in Established Neighbourhoods Study; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedules I, ll, lll, lV and V Schedules I, ll, lll, lV and V, attached hereto with notations and references shown thereon are hereby declared to be part of this By-law. - 357 - By-law No. 7874/21 Page 2 2. Area Restricted The provisions of this By-law shall apply to those lands in the City of Pickering located within an “Established Neighbourhood Precinct Overlay Zone” on Schedules I, ll, lll, lV and V, inclusive, attached hereto. 3. General Provisions No building, structure, land or part thereof shall hereafter be used, occupied, erected, moved or structurally altered except in conformity with the provisions of this By-law. 4. Definitions In this By-law, (1) “Dwelling Depth” means the horizontal distance measured from the minimum Front Yard Setback to the rear wall of a dwelling, excluding any Obstruction of Yards. (2) “Dwelling Height” means the vertical distance between the average grade as measured along the front wall of the dwelling, and in the case of a flat roof, the highest point of the roof surface or parapet wall, or in the case of a mansard roof the deck line, or in the case of a gabled, hip or gambrel roof, the mean height between eaves and ridge. Ornamental fixtures such as a cupola or antenna shall not be included in calculating the height of a dwelling. Any other roof structure, such as to house the mechanical equipment of the dwelling or a penthouse, shall be included in calculating the height of the dwelling. (3) “Front Entrance” means the principal entrance oriented towards the front lot line, providing access to the interior of a dwelling from the exterior and does not include an access provided through an attached private garage. In the case of a corner lot, the principal entrance providing access to the interior of a dwelling from the exterior may be oriented towards the side lot line that is adjacent to the street, or abutting on a reserve on the opposite side of which is a street. (4) “Lot Coverage” means the total horizontal area on the lot of all above grade roofed structures and buildings, measured at the level of the first floor and expressed as a percentage of the lot area, including covered platforms such as covered decks and covered porches, but excluding eaves, belt courses, chimney breasts, sills or cornice projections to a maximum of 0.6 of a metre, and balconies. (5) “Setback” means the shortest horizontal distance between a building and a lot line. - 358 - By-law No. 7874/21 Page 3 5. Provisions (“Established Neighbourhood Precinct Overlay” Zone) (1) Zone Requirements (“Established Neighbourhood Precinct Overlay” Zone) Within any Residential Zone, no person shall use any building, structure or land, nor erect any building or structure within the lands designated “Established Neighbourhood Precinct Overlay Zone” on Schedules I, ll, lll, lV and V, inclusive, attached hereto, except in accordance with the following provisions: (a) Dwelling Depth (maximum): The maximum Dwelling Depth, measured from the minimum front yard setback to the rear wall of a dwelling, shall be as follows: (i) For lots with depths up to and including 40 metres: 17 metres (ii) For lots with depths greater than 40 metres: 20 metres (b) Dwelling Height (maximum): 9.0 metres (c) Driveway Width (maximum): The maximum width of a driveway shall be 6.0 metres. However, for lots where the entrance of a garage or carport is wider than 6.0 metres, the maximum driveway width shall be no greater than the width of the entrance of a garage or carport. (d) Front Entrance (maximum elevation): The maximum elevation of the Front Entrance shall be 1.2 metres above the average grade, which is measured along the front wall of the dwelling, to the top of the platform (covered or uncovered) immediately outside of the Front Entrance. (e) Front Yard Setback (maximum): The maximum front yard setback shall not be more than 1.0 metre beyond the average of the existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. The maximum Front Yard Setback applies to only 80% of the Dwelling Width including any attached garage. For the purpose of this regulation, “Dwelling Width” means the width of the front wall or main wall of the dwelling. - 359 - By-law No. 7874/21 Page 4 (f) Front Yard Setback (minimum): Despite any other provision in this by-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the immediately abutting lots located along the same side of the street and within the same block. For corner lots, the minimum front yard setback shall be equal to the shortest existing front yard setback of the dwellings on the nearest two lots located along the same side of the street and within the same block. (g) Interior Garage Size (minimum): Each parking space within a private garage shall have a minimum width of 3.0 metres and a minimum depth of 6.0 metres. However, the width may include one interior step and the depth may include two interior steps. (h) Lot Coverage: Despite any other provision in this By-law, for lots within any Established Neighbourhood Precinct Overlay Zone, the following maximum lot coverage provisions shall apply within the applicable Neighbourhood Precinct, as shown on Schedules I, ll, lll, lV and V of this By-law: (i) Dunbarton Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (ii) Highbush Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (iii) Liverpool Established Neighbourhood Precinct: Maximum 25%; (iv) Rosebank Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; - 360 - By-law No. 7874/21 Page 5 (v) Rougemount Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (vi) Woodlands Established Neighbourhood Precinct: a. For lots greater than or equal to 1,000 square metres in area: Maximum 25%; b. For lots less than 1,000 square metres in area: Maximum 33%; (2) Transition Provisions (a) For the purposed of Section 5.(2) of this By-law, “Existing” means an application submitted to the City prior to the effective date of this By-law. (b) Existing Building Permit Applications: (i) Notwithstanding Section 5.(1) of By-law 3036, a building permit may be issued in accordance with Section 5.(2) of this By-law. (ii) For the purposes of determining zoning compliance for matters covered by Section 5.(2) of this By-law, the provisions of Zoning By-law 3036, as amended, as it read on the day prior to the effective date of this By-law, shall apply. (iii) Nothing in this By-law prevents the applicant of an existing building permit application from submitting an application to the Committee of Adjustment to achieve zoning compliance, which Committee of Adjustment application will be reviewed against the provision(s) of Zoning By-law 3036, as amended, as it read on the day before the effective date of this By-law. (c) Existing Committee of Adjustment Applications: Nothing in this By-law prevents the issuance of a building permit for the erection of a building or structure in accordance with a decision of the Committee of Adjustment arising from an application to the Committee of Adjustment that has been submitted to the City, prior to the effective date of this By-law. - 361 - By-law No. 7874/21 Page 6 (d) Lapse of Transition Provisions: (i) Once a permit or approval referred to under Sections (2) (a) or (2) (b) has been granted, all provisions of this By-law shall apply to the subject property. (ii) The provisions of Section (2) shall be deemed repealed five years from the effective date of this By-law. This provision shall not require an amendment to this By-law to take effect. 6. By-law 3036 By-law 3036, as amended, is hereby further amended only to the extent necessary to give effect to the provisions of this By-law as it applies to the areas set out in Schedules I, ll, lll, lV and V, inclusive, attached hereto. Definitions and subject matters not specifically dealt with in this By-law shall be governed by relevant provisions of By-law 3036, as amended. 7. Effective Date This By-law shall come into force in accordance with the provisions of the Planning Act. By-law passed this 27th day of September, 2021. ___________________________________ David Ryan, Mayor ___________________________________ Susan Cassel, City Clerk - 362 - Oakburn StreetAshwood GateAltona RoadLawson StreetPine Grove AvenueValley Gate Littleford Street Hogarth Street Wilcrof tCourt Forestview DriveFiddlers CourtFawndale Road G wend olyn StreetWoodview AvenueRougemount Dri v e Toml inson Court Brookridge G ate Da l ew o od Drive Twyn Rivers DriveSweetbriar Cou r t Bri mwood C ourt RiverviewCre s c ent Rich a rdson Street Hoover DriveStoverCrescentValley RidgeCrescent Gran by CourtRo u g e V al l e y D r iv eHowellCrescentWoodview DriveSheppard Avenue R3 R3 R4 R4 R4 R3 R3 R3 R4 R3 R3 R4 R3 R3 R4R4 R4 R4 R1-2 R3 R3 R4 R4 R4 R3R4 R4 R3 R4 R1-1 R4 R3 R3 R4 R1-3 Clerk Mayor Schedule I to By-Law Passed This Day of N7874/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 363 - Whites RoadSheppard Avenue Barry Drive Rosebank RoadWeyburn SquareEdmund DriveOld Forest RoadDunfair Street Steeple Hill Cattail C o u rtLightfoot PlaceDaylig ht CourtRouge Hill Court Pineview Lane Rainy Day DriveRosebank RoadSundownCrescent Amberwood C rescentHighb ush T ra i l GardenviewSquareR3 R3 R4 R4 R4-18 R4 R3 R4 R4 R4 R4 R4 Clerk Mayor Schedule II to By-Law Passed This Day of N7874/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 364 - Fairport RoadHighview Road Glenanna R o a d AppleviewRoadBonita Avenue Goldenrid ge RoadBowlerDr iveEastbank RoadShadybrook DrivePebble CourtRidgewoo d CourtEdgewood Road Kitley A v e n u e Rambleberry AvenueAspen RoadHuntsmillDriveWalnut LaneParksideDr ive New Street Deerbrook DriveDixie RoadRawlings DriveFalconcrestDriv eSpruce Hill RoadStrouds Lane Crick et LaneOrionCour t Du n b a rton R oadLongbow DriveKa t e s Lane Cobblers Court MaldenCrescentEagleviewDrive BelindaCo u r t Glen EdenCourtHedgerow Plac e Echo PointCourtHeathside CrescentAdaCour t KelvinwayLaneShade Master DriveVoyager Avenue Monteagle L a n e Wollaston C o u r t Winga rden Crescent Chartwell Co urt Welrus Street Una Road Falconwood Way Millbank Road Taplin Drive Woodruff Crescent RathmoreCrescent Storrington StreetSilver Spruce DriveLydia CrescentFoleyetCrescent MeadowviewAvenue Highway 4 0 1Listowell CrescentStonepath CircleMountcastle C r e scent Bro o k s h i r e SquareGloucester Square R4 R3 S3-8 R4-12 R4 R3 R4 R4 C2-2 R3 R3 R3 C.N.R. R3 R3 R4-19 S2 R3 S2 R4-15 R3 R3 R4 S3 R3 R4 R4-8 R4-19 R3 R4 R4 S1 R3 R3 R3 S3 S3-10 R4 R4 R3 R3 R3 S3-10 R4 R3 R3-DN S3-8 R3 R3 R3 R3 S1 R4 S1 S1 R4 S1 R3 Clerk Mayor Schedule III to By-Law Passed This Day of N7874/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 365 - Woodview AvenueValleyview DrivePine Grove Avenue Lawson Street Waterford Gate Hogarth Street Wilcroft CourtValley Ridge CrescentThicket CrescentForestview DriveButternut C o u r tNordane DriveSandcherry CourtTranquil Court Oakburn StreetCastle StreetProhill Street West Lane Westcreek DriveSweetbriar Court Woodview AvenueLancrestStreet Copley Street Secord Street Sandhurst C r e scent Mossbro ok SquareRougeForest Crescent Rockwood DriveWhite Pine Crescent Senator Street R4 R4 S4-1 R4 S1-14 S1-15 S1-13 R4 R4 R4 S1-14 A R4 R4 R4 R4 S1-13 R4 R4 R4 S1-13 S1-15 R4 S1-14 Clerk Mayor Schedule IV to By-Law Passed This Day of N7874/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 366 - Bowler DriveGlenview Road B o wle r DriveMemory LaneEverton Street Fieldlight BoulevardRosefield RoadGlendale DriveMulmur C ourt Lodge RoadPoppy Lane Bicroft CourtD i efe n baker C o u r tAvonmoreSquare Brands CourtCanborough CrescentThe Espla n a d e S The Espla n a d e NGlengrove RoadFaylee CrescentMalden CrescentAnton SquareBronte SquareR3 R3 R3 R3 R4 R3 R3 R3 R3 Clerk Mayor Schedule V to By-Law Passed This Day of N7874/21 27th September 2021 Established Neighbourhood Precinct Overlay Zone - 367 - The Corporation of the City of Pickering By-law No. 7875/21 Being a by-law to change the ward boundaries in the City of Pickering Whereas Section 222(1) of the Municipal Act, S.O. 2001, c. 25, as amended (the “Act”), provides authority for a municipality to divide or redivide the municipality into wards or to dissolve the existing wards; And Whereas at its Special Meeting held on August 30, 2021, the Council of The Corporation of the City of Pickering adopted Resolution #660/21 to approve changes to the ward boundaries in the City of Pickering; Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.That the ward boundaries, as shown and described in Schedule “A”, attached hereto and forming part of this by-law are hereby approved. 2.That pursuant to Section 222(8) of the Act, the new ward boundaries shall come into force on the day the new Council of The Corporation of the City of Pickering is organized following the 2022 Municipal Election provided that: (i)no notices of appeal are filed; (ii)notices of appeal are filed and are all withdrawn before January 1, 2022; or, (iii)notices of appeal are filed, and the Ontario Land Tribunal issues an order to affirm or amend the by-law before January 1, 2022. 3.That pursuant to Section 222(9) of the Act, the 2022 Municipal Election shall be conducted as if the by-law was already in force. 4.That By-law Numbers 3204 (1966), 3326 (1967), 288/75, and 6545/05 are hereby repealed and replaced by this By-law as of the date of this by-law coming into force and effect. By-law passed this 27th day of September, 2021. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 368 - Schedule “A” to By-law 7875/21 - Ward Boundary Descriptions - 369 - Ward 1 Beginning where the centre line of Third Concession Road meets the centre line of Scarborough-Pickering Townline (that is where the City of Pickering municipal boundary meets the municipal boundary of the City of Toronto), then in an easterly direction along the centre line of Third Concession Road to the centre line of Dixie Road, then in a southerly direction along the centre line of Dixie Road to Highway 401, then in a southeasterly direction along a line drawn from the end of Dixie Road to Frenchman’s Bay and across Frenchman’s Bay to the gap in the sandspit that separates the Bay from Lake Ontario, then in a westerly direction along the City of Pickering municipal boundary in Lake Ontario to the Rouge River (the municipal boundary with the City of Toronto), then in a northwestern direction along the Rouge River (the municipal boundary with the City of Toronto) to Twyn Rivers Drive then in a northern direction along the municipal boundary with the City of Toronto to the point of origin. - 370 - Ward 2 Beginning where the centre line of Third Concession Road meets the centre line of Dixie Road, then in an easterly direction along a line drawn from that point to join with that part of Third Concession Road east of West Duffins Creek to the City of Pickering municipal boundary with the Town of Ajax, then in a southerly direction along the City of Pickering municipal boundary with the Town of Ajax to the City of Pickering municipal boundary in Lake Ontario, then westerly along the City of Pickering municipal boundary in Lake Ontario to the gap in the sandspit that separates the Frenchman’s Bay from Lake Ontario, then in a northwesterly direction along a line drawn from that point to the end of a line drawn from Frenchman’s Bay to the end of Dixie Road, then in a northerly direction along the centre line of Dixie Road to the point of origin. - 371 - Ward 3 Beginning where the centre line of Pickering-Uxbridge Townline meets the centre line of Regional Road 30 (York Durham Line), then in an easterly direction along the centre line of Pickering-Uxbridge Townline (the municipal boundary of the City of Pickering with the Township of Uxbridge) to where it meets the centre line of Lake Ridge Road (eastern municipal boundary of the City of Pickering with the Township of Scugog), then in a southerly direction along municipal boundary of the City of Pickering with the Town of Whitby to the northern municipal boundary of the Town of Ajax, then in a westerly and southerly direction along the municipal boundary with the Town of Ajax to the centre line of Third Concession Road , then in a westerly direction along the centre line of Third Concession Road to the municipal boundary of the City of Pickering with the City of Toronto, then in a northerly direction along the centre line of Regional Road 30 (Scarborough Pickering Townline, the municipal boundary of the City of Pickering with the City of Toronto and the City of Markham) to the centre line of Uxbridge Pickering Townline and the point of origin. - 372 -