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HomeMy WebLinkAboutSeptember 6, 2022Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may attend the meeting in person, or 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. Page 1.Roll Call 2.Disclosure of Interest 3.Delegations Members of the public looking to provide a verbal delegation to Members of the Executive Committee may do so either in person, or through a virtual audio telephone connection into the meeting. For more information, and to register as a delegate, visit www.pickering.ca/delegation, and complete the on-line delegation form or email clerks@pickering.ca. The list of delegates who have registered to speak will be called upon one by one by the Chair in the order in which they have registered. A maximum of 10 minutes shall be allotted for each delegation. 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. 3.1 Indrani Butany-DeSouza, President & CEO, Elexicon (In Person) Moranne McDonnell, Vice President, Distribution Operations, Elexicon (In Person) Re: Report FIR 04-22 Power Outage Event -Debrief, Action Plan & Next Steps with Elexicon Energy 3.2 Bryan Purcell, Vice President, Policy & Programs, The Atmospheric Fund (Virtual) Re: Report PLN 38-22 Pickering Integrated Sustainable Design Standards -City of Pickering 4.Matters for Consideration 4.1 Director, Corporate Services & City Solicitor, Report BYL 04-22 1 Electric Kick Scooter By-law Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Recommendation: 1.That the draft Electric Kick Scooter By-law (Attachment No. 1 to this Report) be received; 2.That staff be directed to proceed with a public consultation to obtain feedback from residents regarding the attached By-law; 3.That staff be directed to report back to Council in February, 2023 with the results of the public consultation and any recommended revisions to the attached By-law; and, 4.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this Report. 4.2 Director, Corporate Services & City Solicitor, Report BYL 05-22 8 Return of Toys for Tickets/Food for Fines Holiday Parking Fine Program Recommendation: 1.That parking tickets issued between Monday, November 28 through Wednesday, December 21, 2022 be eligible for the Toys for Tickets/Food for Fines program; 2.That the Toys for Tickets/Food for Fines program be implemented from November 28 through December 21, 2022; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.3 Chief Administrative Officer, Report CAO 14-22 10 Consulting Services for the Digital Readiness Assessment and Strategy Recommendation: 1.That the proposal submitted by MNP Digital Inc. dated April 13, 2022 in response to RFP 2022-2, regarding the selection of a consultant to provide a Corporate Digital Readiness Assessment and Strategy, be accepted in principle, with the final terms and Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca conditions of the contract to be satisfactory to the Chief Administrative Officer and Director, Finance & Treasurer; 2.That Council authorize the Director, Finance & Treasurer to finance the gross project cost of $179,670 (HST included) and the net project cost of $161,798 (net of HST), as approved in the 2022 Current Budget; and, 3.That the appropriate City of Pickering officials be authorized to enter into any agreements to give effect hereto, and take the necessary actions as indicated in this report. 4.4 Director, Corporate Services & City Solicitor, Report CLK 05-22 65 2023 Committee and Council Meeting Schedule Recommendation: 1.That the 2023 Committee and Council Meeting Schedule appended as Attachment No. 1 to Report CLK 05-22 be approved; and, 2.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.5 Director, Corporate Services & City Solicitor, Report CLK 06-22 68 2022 Municipal Election Update -Information Report Recommendation: That Report CLK 06-22 regarding the 2022 Municipal Election, be received for information. 4.6 Director, Community Services, Report CS 19-22 73 Community Safety and Well-Being Plan -Update Recommendation: 1.That Report CS 19-22 regarding the update on the Community Safety and Well-Being Plan, be received for information; Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2.That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. 4.7 Director, Community Services, Report CS 20-22 125 City of Pickering Volunteer Program Update -2021/2022 Activities Recommendation: 1.That Report CS 20-22, regarding the City of Pickering Volunteer Program Update, 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. 4.8 Director, Community Services, Report CS 21-22 129 Cultural Advisory Committee -Updated Terms of Reference Recommendation: 1.That Council endorse the updated Terms of Reference for the Cultural Advisory Committee, as set out in Attachment 1; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.9 Director, Engineering Services, Report ENG 20-22 133 Proposed All-way Stop -Tillings Road and Zents Drive Recommendation: 1.That the attached draft by-law be enacted to amend Schedule “6” and Schedule "7" to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Tillings Road and Zents Drive; and, Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.10 Fire Chief, Report FIR 04-22 139 Power Outage Event -Debrief, Action Plan & Next Steps with Elexicon Energy Recommendation: That Report FIR 04-22, regarding a summary of key findings, recommendations, and strategies from a debrief meeting with Elexicon Energy highlighting an Action Plan and Next Steps following the power outage event of May 2022, be received for information. 4.11 Director, Corporate Services & City Solicitor, Report LEG 16-22 142 Claremont Estates Ontario Inc. – Plan of Subdivision 40M-2143 -Final Assumption of Plan of Subdivision -Lots 1 to 15 and Block 16, Plan 40M-2143 -Carpenter Court Recommendation: 1.That works and services required by the Subdivision Agreement within Plan 40M-2143, 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 Claremont Estates Ontario Inc. be released from the provisions of the Subdivision Agreement and any amendments thereto relating to Plan 40M-2143; and, 3.That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. 4.12 Director, City Development & CBO, Report PLN 38-22 145 Pickering Integrated Sustainable Design Standards -City of Pickering Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Staff / Consultant Delegation Jenny McMinn, Managing Director, Urban Equation (In Person) Recommendation: 1.That Council adopt the Pickering Integrated Sustainable Design Standards: Low-Rise Residential Checklist, dated August 2022, for Site Plan and Plan of Subdivision Applications for development of less than four storeys and a minimum of five dwelling units, as set out in Appendix I to Report PLN 38-22; 2.That Council adopt the Pickering Integrated Sustainable Design Standards: Mid to High-Rise Residential & Non-Residential Checklist, dated August 2022, for Site Plan and Plan of Subdivision Applications for development of residential buildings of four storeys and higher, and all Industrial, Commercial and Institutional buildings, as set out in Appendix II to Report PLN 38-22; 3.That Council require all Site Plan and Plan of Subdivision Applications, for the type and scale of development referenced in Recommendations 1 and 2 above, that are deemed complete on or after January 1, 2023, to meet Tier 1 – Mandatory Performance Criteria as outlined in the Pickering Integrated Sustainable Design Standards Checklists; 4.That Council direct staff to: a.initiate an amendment to the Pickering Official Plan to add new policies that support the Pickering Integrated Sustainable Design Standards; b.add provisions to the City’s Draft Comprehensive Zoning By- law that support the Pickering Integrated Sustainable Design Standards; Executive Committee Meeting Agenda September 6, 2022 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Pickles For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca c.identify any additional staff resources, and cost recovery mechanisms, necessary to implement and enforce the ISDS, for inclusion within the proposed 2023 budget; d.review the Pickering Integrated Sustainable Design Standards every four years to reflect Ontario Building Code revisions, updated industry standards and climate science, and changing market demands; and, e.report back to Council on a proposed non-financial incentive strategy that supports the Pickering Integrated Sustainable Design Standards by the end of 2023; 5.That Report PLN 38-22 of the Director, City Development & CBO, which responds to Council Resolution #914/22 regarding a green roof by-law, be received for information; and, 6.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 5.Other Business 6.Adjournment Report to Executive Committee Report Number: BYL 04-22 Date: September 6, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Electric Kick Scooter By-law -File: L-2100 Recommendation: 1.That the draft Electric Kick Scooter By-law (Attachment No. 1 to this Report) be received; 2.That staff be directed to proceed with a public consultation to obtain feedback from residents regarding the attached By-law; 3.That staff be directed to report back to Council in February, 2023 with the results of the public consultation and any recommended revisions to the attached By-law; and, 4.That appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this Report. Executive Summary: On January 1, 2020, the Ministry of Transportation (“MTO”) introduced a five year pilot program to permit Electric Kick Scooters (“E-scooters”) on Ontario’s roads. Pursuant to the five year pilot project, the MTO has provided municipalities with the ability to regulate the use of devices on roads, paths and other property under their jurisdiction. The pilot project requires a municipality to pass a by-law to permit the use of E-scooters. Without a by-law, the use of E-scooters within the municipality is not permitted. On April 27, 2022, the Region of Durham passed By-law 23-2022 permitting the use of E-scooters on Regional roads. As a result, E-scooters are now permitted on Regional roads in Pickering, but not on City roads. In order to have a consistent approach to E-scooters on all roads in Pickering, staff have drafted the attached Electric Kick Scooter By-law. The By-law is consistent with the regulations implemented by the Region of Durham, but includes further restrictions prohibiting the use of these devices anywhere other than roadways. The By-law also provides enforcement authority to the Durham Regional Police Service. The use of E-scooters does, however, raise some safety concerns. Staff recommend that the attached draft By-law be circulated for public consultation, and that Council consider the attached By-law, together with the results of the public consultation, at a subsequent meeting. Financial Implications: There are no financial implications arising directly from this Report. The enforcement of the attached By-law will be conducted by Durham Regional Police. -C~o/- Pl(KERlNG - 1 - BYL 04-22 September 6, 2022 Subject: Electric Kick Scooter By-law Page 2 Discussion: Regional By-law 23-2022 creates an awkward situation in which E-scooters are permissible on some, but not all roads in Pickering. Approval of the draft By-law (Attachment #1 to this Report) would correct this problem by allowing E-scooters on all City roads. The implementation of the Electronic Kick Scooter By-law will allow residents to access an additional sustainable transportation option. It will provide an economical, clean-energy solution for transportation. This will assist in the reduction of traffic congestion, pollution and reliance on motor vehicles, especially as the use of E-scooters increases. It will also assist to fill a void where public transportation cannot address the “first or last-mile” of many commutes. The use of these devices will allow a wider range of choices for residents. At the same time, the use of E-scooters creates some safety concerns. A study conducted by the Insurance Institute for Highway Safety found that E-scooter riders were twice as likely to be injured because of potholes, pavement cracks and collisions with light posts/signposts than cyclists. In best practice reviews by other municipalities, there have been concerns raised regarding the safety of the use of these devices. Concerns related to rider safety are addressed by the proposed By-law’s safety requirements and are also included within Ontario Regulation 389/19. This Regulation places restrictions on both the rider and the equipment itself. There is still concern that injury to a rider may occur in a collision with a motor vehicle. This risk is similar to the risk associated with cycling. Specific insurance is not required, as an E-scooter is not considered to be a motor vehicle under the Highway Traffic Act. In the event of an accident, the same insurance rules that apply to cyclists would apply to E-scooter riders. The Province’s “no fault” insurance coverage requirement would apply to any collisions involving motorists or cyclists. Any claims made against the City of Pickering that involve E-scooters would be handled in the same manner as claims made by pedestrians, cyclists and operators of motor vehicles. To address concerns related to pedestrian safety, the draft By-law prohibits the use of E-scooters on sidewalks, trails or in parks. Given the speed and lack of audible emission from E-scooters, it is not recommended that they be used in areas frequented by pedestrians. The potential for collision-related injury to a pedestrian is increased if these devices are permitted to be operated anywhere other than on an open, travelled roadway. The attached By-law has been drafted accordingly. With traffic management and intensification plans for Kingston Road, including the Region’s Bus Rapid Transit (BRT) plans, it is possible for Regional and City planners to consider dedicated lanes for E-transport, along with bicycle lanes. Alternate forms for transportation will be increasing, and new infrastructure should be required to accommodate these new methods of transportation. Wider bicycle lanes or dedicated electronic mobility device lanes should be considered based on observations made regarding usage of these devices. Enforcement related to the use of E-scooters on roads is within the jurisdiction of the Durham Regional Police Service (“DRPS”). DRPS have the powers necessary to enforce provisions related to E-scooters, as DRPS officers have the power to stop a moving vehicle and demand identification from the vehicle operator. (This power is not conferred on Municipal Law Enforcement Officers.) To assist DRPS in enforcement, the provisions for on-road use of E- scooters mirror the ones in the Region of Durham’s By-law 23-2022. - 2 - BYL 04-22 September 6, 2022 Subject: Electric Kick Scooter By-law Page 3 The City’s Parks By-law prohibits the use of a vehicle in a park. An E-Scooter meets the definition of a vehicle under the Parks By-law, so the City’s Municipal Law Enforcement Officers can and will address the unauthorized use of E-scooters in parks. The rider can be asked to leave the park or be fined for contravening the Parks By-law. City enforcement in parks can be escalated to DRPS as may be required. Municipal Law Enforcement Services section will work with Corporate Communications Division and Engineering Services Department to develop the community consultation plan regarding the use of E-scooters on roadways. Attachments: 1.Draft Electric Kick Scooter By-law ______________________________________________________________________________ Prepared By: Kimberly Thompson Manager, Municipal Law Enforcement Services Approved/Endorsed By: Paul Bigioni Director, Corporate Services & City Solicitor Recommended for the consideration of Pickering City Council Marisa Carpino Chief Administrative Officer ~1 ~ ,'i' tfr' ,-J / Prepared By: Original Signed By: Jason Litoborski, CPSO Supervisor, Licensing & Enforcement Original Signed By: Original Signed By: Original Signed By: - 3 - The Corporation of the City of Pickering By-law No. /22 Being a by-law to regulate the operation and use of electric kick-scooters in the City of Pickering. Whereas the Municipal Act, 2001, Highway Traffic Act and Ontario Regulation 389/19 allow municipalities to regulate the use of electric kick scooters, And Whereas the Council of the City of Pickering desires to allow the operation of electric kick- scooters on municipal roadways; And Whereas the Council of the City of Pickering desires to restrict the use of electric kick- scooters on certain municipal property. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1.Short Title 1.1. This By-law may be referred to as the “E-Scooter By-law”. 2.Definitions In this By-law: 2.1 “boulevard” means all parts of a highway including the sidewalk, but excluding the roadway and shoulder. 2.2 “cargo” means goods carried on an electric kick-scooter by putting them on a platform, basket or container for carrying parcels or goods. Purses, backpacks or bags that are safely and securely attached to the operator are not considered cargo. 2.3 “Chief of Police” means the Chief of Police of the Durham Regional Police Service or an authorized representative. 2.4 “City” means the geographic area of the City of Pickering or The Corporation of the City of Pickering, as the context requires. 2.5 “e-scooter” means an electric kick-scooter vehicle that has: (a)two wheels placed along the same longitudinal axis, one placed at the front of the kick-scooter and one at the rear, (b)a platform for standing on between the two wheels, (c)a steering handlebar that acts directly on the steerable wheel, (d)an electric motor not exceeding 500 watts that provides a maximum speed of 24 kilometres per hour, and Attachment #1 to Report BYL 04-22 - 4 - By-law No. /22 Page 2 (e) a maximum weight of 45 kilograms (kg) and wheels with a diameter of more than 430 millimetres. 2.5 “highway” has the same definition as in subsection 1 (1) of the HTA. 2.6 “HTA” means the Highway Traffic Act, R.S.O. 1990, c. H.8, as amended. 2.7 “multi-use pathway” means an in-boulevard path physically separated from motor vehicle traffic for use by cyclists, pedestrians and other non-motorized users. 2.8 “official sign” means a sign required by or erected on behalf of any federal, provincial, regional, or municipal government or agency thereof or board or commission or public utility, including, but not limited to, signs designating hospitals, schools, libraries, community centres, arenas or other public government uses. 2.9 “pedestrian” means, (a) a person on foot; (b) a person in a wheelchair; or (c) a child in a carriage, stroller or play vehicle. 2.10 “Region” or “Regional” means the municipal corporation of The Regional Municipality of Durham or the geographic area as the context requires. 2.11 “reserved bicycle lane” means those parts of the highway set aside for the use of cyclists and designated by an official or authorized sign or by pavement markings. 2.12 “roadway” means that part of the highway that is improved, designed or ordinarily used for vehicular traffic, but does not include the shoulder, and, where a highway includes two or more separate roadways, the term “roadway” refers to any one roadway separately and not to all of the roadways collectively. 2.13 “shoulder” means that part of the highway immediately adjacent to the roadway and having a surface which has been improved for the use of vehicles with asphalt, concrete or gravel. 2.14 “sidewalk” means those parts of a boulevard set aside for the use of pedestrians. 2.15 “vehicle” includes a motor vehicle as defined in the HTA. Application and Interpretation 3.1 This By-law applies to the City of Pickering. Prohibition 4.1 No person shall operate, or cause to be operated, or use an e-scooter on a highway or any other property under the jurisdiction of the City unless: - 5 - (a) permitted by and in accordance with the provisions of the HTA and Ontario Regulation 389/19, as amended; (b) permitted by and in accordance with any applicable traffic by-laws; and (c) permitted by and in accordance with the provisions of this By-law. 4.2 No person shall operate, or cause to be operated, or use an e-scooter on a highway with a legal speed limit greater than 60 kilometres per hour, unless within a reserved bicycle lane. 4.3 No person shall operate, or cause to be operated, or use an e-scooter where cycling, skateboarding or rollerblading is prohibited. 4.4 No person shall operate, or cause to be operated any e-scooter on any sidewalk, trail, park or multi-use pathway under authority of the City. General Regulations 5.1 No person under the age of 16 years shall operate an e-scooter. 5.2 No person under the age of 18 years old shall fail to wear a helmet that complies with the HTA when operating an e-scooter. 5.3 No person operating an e-scooter shall carry any other person thereon. 5.4 No person operating an e-scooter shall tow another person, vehicle or device. 5.5 No person operating an e-scooter shall attach himself or herself to another e-scooter, vehicle or device for the purpose of being drawn or towed. 5.6 No person operating an e-scooter shall operate it in any position other than while standing at all times. 5.7 No cargo may be carried on an e-scooter. 5.8 No person shall park or stop an e-scooter or permit an e-scooter to remain parked or stopped on a roadway, shoulder, boulevard or any other public property in Pickering unless authorized by the City of Pickering. Safe Operation 6.1 The operator of an e-scooter shall keep a safe distance of at least one metre from pedestrians and other users of the roadway or shoulder at all times and shall give way to a pedestrian or bicycle by slowing or stopping where there is insufficient space for the pedestrian or bicycle and the e-scooter to pass. 6.2 Where reserved bicycle lanes are provided on a highway, an e-scooter shall only be operated in the reserved bicycle lane. 6.3 Where no reserved bicycle lanes exist on a highway where e-scooters are permitted to operate, the operator of an e-scooter shall ride as close as practicable to the right-hand curb or edge of the roadway or on the paved shoulder. - 6 - By-law No. /22 Page 4 6.4 No person shall operate an e-scooter within a crosswalk or pedestrian crossover, as defined in the HTA. 6.5 Every e-scooter shall be equipped with a bell or horn which shall be kept in good working order and sounded to notify cyclists, pedestrians or others of its approach. 6.6 When operated at any time from one-half hour before sunset to one-half hour after sunrise and at any other time when, due to insufficient light or unfavorable atmospheric conditions, persons and vehicles are not clearly discernible at a distance of 150 metres or less, every e-scooter shall carry a lighted lamp displaying a white or amber light at the front and a lighted lamp displaying a red light at the rear. The lamps may be attached to the e-scooter or may be carried or worn by the operator on his or her person. 6.7 No person shall operate or use an e-scooter in such a manner that it may harm, injure or damage, either directly or indirectly, any person or property. Enforcement 7.1 The provisions of this by-law may be enforced by a police officer pursuant to subsection 42(1)(h) of the Police Services Act, R.S.O. 1990, c. P.15. Offences and Fines 8.1 Every person who contravenes any of the provisions of this By-law is guilty of an offence. 8.2 Every person who is convicted of an offence is liable to a fine as provided for in the Provincial Offences Act, R.S.O. 1990, c. P.33, as amended. Effective Date 9.1 This By-law shall come into force on September xxx, 2022 and shall be repealed on the earlier of: (a) the revocation of Ontario Regulation 389/19: Pilot Project – Electric Kick Scooters; and (b) November 27, 2024. By-law passed this day of September, 2022. ________________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 7 - Report to Executive Committee Report Number: BYL 05-22 Date: September 6, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Return of Toys for Tickets/Food for Fines Holiday Parking Fine Program - File: L-2220-001-22 Recommendation: 1. That parking tickets issued between Monday, November 28 through Wednesday, December 21, 2022 be eligible for the Toys for Tickets/Food for Fines program; 2. That the Toys for Tickets/Food for Fines program be implemented from November 28 through December 21, 2022; and 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: The Toys for Tickets/Food for Fines program operated for 11 years in the City prior to being paused during the COVID-19 pandemic due to health and safety concerns. Providing the program this year will be a welcome return to supporting members of the community in need. The Toys for TicketsIFood for Fines program accepts toys or groceries in lieu of payment for parking tickets. Toy or food donations must be dropped off to City Hall, and a receipt must be presented to confirm that the value of the donation equals or exceeds the fine. Tickets for parking in an Accessible Parking Space are not eligible for the program. Financial Implications: The lost revenue associated with the Toys for Tickets/Food for Fines program in 2018 was $850.00. Based on increases to parking fines, it is estimated the amount will range from $2,000.00 to $3,000.00 for 2022. Discussion: The first Toys for Tickets/Food for Fines program was offered by the City of Pickering in 2009. Since that time, it has been a tremendous success, supporting families in need and promoting the spirit of the holiday season. The program has received extensive media coverage at both the national and local level, as well as through social media. Participation from the community is always generous and enthusiastic. In 2018, the Toys For Tickets/Food for Fines program brought in approximately $1,050.00 in donations, as compared to the $850.00 in lost fine revenue. This year’s program will continue to benefit families in need by sharing donations with the Durham Regional Police Service Food and Toy Drive, and the Pickering Fire Services Food and Toy Drive. -C~o/- Pl(KERlNG - 8 - BYL 05-22 September 6, 2022 Subject: Return of Toys for Tickets/Food for Fines Holiday Parking Fine Program Page 2 CORP0227-07/01 revised Attachments: 1.Not applicable Prepared By: Approved/Endorsed By: Kimberly Thompson Paul Bigioni Manager, Municipal Law Enforcement Services Director, Corporate Services & City Solicitor KT:kt Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 9 - Report to Executi ve Committee Report Number: CAO 14-22 Date: September 6, 2022 From: Marisa Carpino Chief Administrative Officer Subject: Consulting Services for the Digital Readiness Assessment and Strategy -File: A-1440 Recommendation: 1.That the proposal submitted by MNP Digital Inc. dated April 13, 2022 in response to RFP 2022-2, regarding the selection of a consultant to provide a Corporate Digital Readiness Assessment and Strategy, be accepted in principle, with the final terms and conditions of the contract to be satisfactory to the Chief Administrative Officer and Director, Finance & Treasurer; 2.That Council authorize the Director, Finance & Treasurer to finance the gross project cost of $179,670 (HST included) and the net project cost of $161,798 (net of HST), as approved in the 2022 Current Budget; and 3.That the appropriate City of Pickering officials be authorized to enter into any agreements to give effect hereto, and take the necessary actions as indicated in this report. Executive Summary: The City of Pickering strives to become a municipal leader in customer-centred digital services and is retaining a consultant to help guide its digital transformation process. To that end, RFP 2022-2 Digital Readiness Assessment and Strategy was issued by City staff on March 9, 2022 and closed on April 13, 2022 at 12:00 pm. The City received ten submissions. The proponent that received the highest overall score from the Evaluation Committee was MNP. As a result, the Evaluation Committee staff have selected MNP Digital Inc. (MNP) as the consultant to enter into contract negotiations with. The consultant will prepare a digital readiness assessment and comprehensive, multi-year-term strategy, which will identify the City’s current service state, as well as determine the correct approach to maximizing value from current and future technology investments as we continue with our digital transformation journey. In particular, the City has identified the following projects of priority to help it reach its goal: •a new corporate website •a new Live Chat or Customer Experience tool •an eCommerce platform that can integrate with the new website, and new financial system, SAP •explore a Citizen’s Portal solution with self-serve municipal service options - 10 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 2 •automation of manual tasks, services and/or processes where feasible MNP understands that the purpose of this project is to develop a Digital Strategy which will provide short and long-term recommendations, including a clearly defined set of projects and actions related to technology architecture, selection , and implementation of technology solutions, digital governance, and technology investment that will enable the City to achieve its business objective of becoming a leader in citizen-centred digital services. The City's vision, to conduct an assessment and create a multi-year strategy, will address the needs and potential of digitally enabling and transforming City services to be available to its customers, online and 24/7. As such, this process will seek to enhance operational efficiencies for both citizen-facing services and associated internal business processes, some of which are manual, with an emphasis on digitization, automation, and improved produc tivity. Pickering is growing and it is important that technology play an important role in helping Pickering scale to the needs of an evolving community. Customers expect to be able to interact with organizations online, and complete many municipal service requests, 24/7, from any device, anywhere. COVID-19 has highlighted the need for digital services and municipalities have the potential to fulfil this need. There is an increased demand and expectation for modernized and efficient technology solutions to provide an improved, digitized user experience for our residents. Although we have adapted to provide short-term technology- enabled solutions, the City lacks a coordinated, long-term corporate vision to meet the digital service demands of our residents, businesses, and visitors, now and into the future. Today, all businesses rely on technology. Whether a firm is in the business of selling products, delivering packages, or providing healthcare – people, processes, and technology need to work together for those services to be delivered effectively. Municipalities are no different. Technology is increasingly central to the City’s ability to deliver services. Services as diverse as collecting taxes, dispatching fire trucks, planning a sub -division, communicating and engaging the community, checking out library books, and managing recreation program registration all rely on technology to operate effectively and safely. While email and smartphones keep every part of the organization connected and communicating, it is the back-office systems that allow managers and staff to track permit and planning applications, to manage customer requests, or monitor budgets. These are the tools that will enable the City to maximize its operational efficiency. Looking to the future, technology will continue to grow in importance. More customers will expect to use their computers and smartphones to make an inquiry, report a problem , or submit an application. Increasingly, sensors will be used to monitor critical infrastructure throughout the City and notify staff where problems are anticipated, or have occurred. Cities need to invest in infrastructure to attract/retain business investment, and meet the diverse needs of a growing population. Financial Implications: The recommended proposal from MNP Digital Inc., for the net project cost of $161,798 (net of HST), falls within the funds allocated in the approved 2022 Current Budget at $180,000 for the Digital Readiness Assessment and Strategy. Staff will - 11 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 3 continue to negotiate with the highest ranked proponent until the terms and conditions are satisfactory to the Chief Administrative Officer and Director, Finance & Treasurer. 1. Proposal Amount RFP 2022-2 $159,000.00 Subtotal $159,000.00 HST (13%) 20,670.00 Total $179,670.00 2. Estimated Project Costing Summary RFP 2022-2 $159,000.00 Subtotal – Costs $159,000.00 HST (13%) 20,670.00 Total Gross Project Cost $179,670.00 HST Rebate (11.24%) (17,872.00) Total Net Project Cost $161,798.00 3. Approved Source of Funds – Development Projects Capital Budget Expense Code Source of Funds Budget Required 502230.10010 Property Taxes $180,000.00 $161,798.00 Total $180,000.00 $161,798.00 Under/(Over) Approved Funds $18,202.00 Discussion: Successful Bid MNP has experience working with over 750 municipal clients across Canada in a number of service areas, including Digital Transformation Strategy and Solutions. MNP has developed a Municipal Technology Framework that outlines leading practices for how munic ipalities can leverage modern technology to achieve excellence in program and service delivery. Citizens are increasingly asking for digital, interactive, and user-friendly services in fast, efficient and - 12 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 4 user experience-driven environments and MNP has gathered extensive knowledge in understanding how a municipality can meet these needs. MNP’s clients in the digital solutions space include the City of Ottawa, City of Vaughan, County of Peterborough and City of Grande Prairie, to name a few. MNP has a team of technology experts that cover off the entire spectrum of skills that are required to develop an outstanding Digital Strategy, including individuals who are Canadian subject matter experts in privacy, cyber-security, data analytics, cloud technologies, system integrations, hosting, technology vendor management and all aspects of application management. Overview of Current State The City currently operates several independent technology applications, each having the potential to face challenges in terms of functionality, reporting and vendor support, in the future. Moveover, the City’s website is approaching its 12th year of operation, with the average website having an approximate shelf life of about 3 years. While it can vary, this is the typical time during which the website is seen as new, functional, and convenient for users. The City has already made significant investments in various major systems, like SAP for Finance and Human Resources, ActiveNet for program registration and management, Amanda for building, planning, and customer relationship management, to name a few, but we must understand how these existing solutions fit into the City’s long-term strategic plan. To date, there has been a siloed approach to acquiring the necessary digital tools and technology to suit Department and customer needs. The City intends to take a step back to look broadly at service delivery and customer expectations, and see what changes, leveraging technology, are possible to improve systems integration, outcomes, user experience, efficiencies, and effectiveness. As well as the design and implementation of a new corporate website, the City also intends to pursue an eCommerce platform that can integrate with the new website, along with the City’s financial system SAP. From an ecommerce perspective, the goal is to also integrate 100 percent of the back office operations so that all of the accounting transactions and corresponding work flows are fully automated. Technology has become essential to effective and efficient municipal operations. In today’s municipal environment, a Digital Strategy is a critical instrument to help cement the City’s commitment to modernize digital service and highlight accountability and responsibility for digital service delivery, with a clear set of priorities that will move the City forward. With the guidance of MNP, the City intends to modernize and enhance the internal and external customer experience, and foster an innovative and transformational culture that aligns with the City’s Strategic Plan. MNP will evaluate the City’s current state against broader industry technology and digital trends in other levels of government, in other countries and in other sectors – identifying what emerging practices and solutions the City could incorporate. - 13 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 5 MNP’s People, Process and Technology Framework brings together the three foundational elements of successful digital transformation. Guided by this Framework, MNP will ensure that the development of the Digital Strategy is holistic, reflective of the diverse needs of the community, and prioritizes purposeful business transformation as much as it looks at leading technology. Request for Proposal RFP 2022-2 Digital Readiness Assessment and Strategy was issued by City staff on March 9, 2022 and closed on April 13, 2022 at 12:00 pm. The City received ten submissions. All submissions were checked for compliance to the Mandatory Submission Requirements (Stage I) to proceed to Stage II of the evaluation process. Scores from Stage II, Stage III were added together and proponents were ranked based on their total scores. The proponent that received the highest overall score was MNP. MNP is a market leader in Digital Strategy and Solutions in Canada and experts in Municipal Transformation with extensive experience developing practical, leading edge digital strategies with and for municipalities. Staffing and Engagement Implementing a project of this magnitude will require staff participation from multiple Departments and needs to align with the City’s long term strategic vision. The proposed project team includes senior staff from across the corporation including: •Chief Administrative Officer •Director, City Development & CBO •Director, Corporate Services & City Solicitor •Director, Finance & Treasurer •Director, Operations •Division Head, Information Technology •Division Head, Public Affairs & Corporate Communications •Project Manager, SAP •Supervisor, Public Affairs & Corporate Communications MNP will work with the project team and leadership to define roles and confirm which stakeholder groups, internal and external, to engage with based on their engagement methodology and framework outlined in their proposal. As well, to gain alignment on the future state vision of what the City is hoping to accomplish through process and service modernization. MNP will focus their analysis on how citizens, stakeholders, and partners interact with the City of Pickering, and explore how they choose to do so, as well as their motivations, needs, and challenges. Internal consultations will include Mayor and Members of Council, senior management, and a broad spectrum of business units within the organization. - 14 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 6 Readiness Assessment The Readiness Assessment is an exercise to evaluate the current state of the City’s technology environment and identify opportunities to further utilize technology to improve service-related outcomes and identify where costs and efficiencies can be achieved. This will include a people, process, and technical assessment and will identify the City’s digital goals and gaps between the current state and desired future state. In it will also be a review of industry trends to support the summary of current state and future opportunities. Concurrently, the consultant will identify opportunities for early, and high level public engagement, utilizing a variety of digital tools, including the City of Pickering’s online engagement platform, LetsTalkPickering.ca. Feedback and insights derived from community engagement will be key towards developing and shaping the Digital Strategy. To summarize, this stage will include the following: •Stakeholder Engagement Sessions •Raw and Distilled Engagement Data •Industry Trend Analysis •Current State Assessment Report Digital Strategy This digital strategy (the strategy) will be a comprehensive, multi-year-term strategy to look closely at the needs and potential associated with the technology enablement and transformation of City services to digitally enabled services, available online for customers 24/7. The phase will include enhanced community, partner, and organization -wide consultation to identify community priorities, and will identify the key people, process, and technology requirements for becoming a more digitally savvy, digitally capable organization. The phase will identify efficiencies and benefits alongside the investment required to become more service oriented and meet community expectations. The strategy will include a year-by-year budget/investment plan and implementation plan for technology. MNP will develop a prioritized list of capabilities that can help drive digital transformation in our organization, as well as a list of possible service changes, service expansions and service improvements for our various business units. •The strategy will be designed to help execute on future digital transformation projects and identify areas of focus for IT investment (technology and business solution/process), people, funding, and timing necessary to achieve these recommendations . •The strategy will identify guiding digital principles, practices and standards, as well as digital and data literacy requirements. •The strategy will include a clearly defined set of projects and actions related to technology architecture, selection and implementation of technology solutions, digital governance and - 15 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 7 technology investment that will enable the City to achieve its business objective of becoming a leader in citizen-centred digital services. •The strategy will outline strategic direction setting and alignment recommendations for achieving the City’s digital government vision. •The strategy will include potential cost savings related to digital modernization and the identification of operational efficiencies for both citizen-facing services and internal business processes. The Digital Strategy must offer a clear, realistic, and actionable approach that can be executed over a three-five year timeframe with corresponding budget investments; an approach that supports internal and external service delivery improvements. The City is forecasting that technology and staffing investments will be required post -strategy in preparation for the digital implementation work identified , and these resources will be brought forward for approval in future budgets. To summarize, this stage will include the following: •External Stakeholder Sessions •Future State Vision including Cyber Security Posture •Prioritized Initiatives List •Digital Strategy Report Final Report and Presentation MNP estimates that, from project kick-off, it will take about 26 weeks to complete the project. At that time, the consultant will summarize the strategy and develop a report to present to Council, and be prepared to answer Council and audience-related questions. MNP will: •Prepare and present a key findings report to the staff project team, consisting of representation from Corporate Services, Communications and Finance. •Prepare and present a draft report based on feedback, to the project team. •Refine and present a draft report to CAO and Senior Management. •Finalize and resubmit the report to CAO who will be responsible for bringing this report to Council for review and adoption. Attachment: 1.RFP Proposal and Vendor Selection - 16 - CAO 14-22 September 6, 2022 Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 8 Prepared By: Approved/Endorsed By: Mark Guinto Stan Karwowski Division Head, Public Affairs & Director, Finance & Treasurer Corporate Communication Dale Quaife Division Head, Information Technology MG:sm Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By Original Signed By Original Signed By Original Signed By - 17 - Wherever business takes you Wendy Gnenz, Partner, MNP Digital Inc. 330 - 340 King Street East Toronto, ON M5A1K8 Wendy.Gnenz@mnp.ca Response to Request for Proposal Digital Readiness Assessment and Strategy April 13, 2022 Attachment #1 to Report CAO 14-22 - 18 - Wherever business takes you 2 Table of Contents Cover Letter Section 1: About MNP Digital Section 2: MNP Municipal Qualifications, Experience and Methodology Section 3: Our Project Team Section 4: Our Approach to Delivery Section 5: Appendices Schedule B Schedule C Schedule E 03 04 10 23 30 41 42 45 47 - 19 - Wherever business takes you 3 Dear Kayla Horne, MNP Digital Inc. (MNP) is pleased to present this proposal for services to partner with the City of Pickering to develop a best-in-class Digital Readiness Assessment and Strategy. We would welcome the opportunity to work with you and your community to leverage best practices from across the globe to create a Digital Strategy, Key Findings Report and Summary Feedback Report that upholds your digital goals and stands out as unlike any Digital Strategy in North America. AT MNP, we are passionate about digital transformation and see the development of a Digital Strategy as a key strategic initiative that will guide your community forward on your digital journey. We are a market leader in Digital Strategy and Solutions in Canada and experts in Municipal Transformation; we have extensive experience developing practical, leading edge digital strategies with and for municipalities. Through our work across the country, we have learned what will propel you into the digital future – including the identification and implementation of essential technology solutions, digitization projects, and our experience in using innovation frameworks in order to maximize value with existing and future technology investments. We will start our work by first understanding your current state, current strategic plans and your future goals. We recognize the City of Pickering has previously identified projects: new corporate website, eCommerce platform and integration with other technology platforms, and review of the existing Citizen’s Portal to be more self-serving. We will ensure these projects are part of the overall Digital Strategy and are included during our prioritization of initiatives exercise. We know that creating a strategic Digital Strategy that will exceed your expectations relies on meaningful engagement with your staff, executive leadership, elected officials and your community. We have assembled a team of creative thinkers that possess the passionate and energetic qualities in order to effectively engage with key stakeholders throughout the duration of this project. Our team includes talented, experienced facilitators who care about enabling collaborative, creative engagement processes. We also understand that engaging with the community is essential for successful execution of a Digital Strategy and will therefore create a Digital Governance framework as part of the overall Digital Strategy. Our team has significant experience leading public engagement initiatives, and we would leverage our MNP Stakeholder Engagement Approach for engagement with internal and external stakeholders throughout the duration of the project. Our approach includes design thinking methodology and a wide variety of facilitation techniques to encourage and enable blue sky thinking and divergent thinking, and we will employ our diverse range of data analysis techniques which we will tailor to meet the specific needs of this engagement. MNP is home to a broad range of experts, and we have multiple service lines that are complementary to digital transformation related projects such as this one. We will bring in key subject matter experts (SMEs) from our firm to augment our project team, as well as research and key findings from a scan of global municipalities to ensure the City of Pickering Digital Strategy is truly exceptional.On behalf of our entire team, we want to thank you for considering us for this project and express our excitement about the opportunity to work with the City of Pickering. Yours truly, Wendy Gnenz Partner, MNP Digital 780.733.8605 | Wendy.Gnenz@mnp.ca 330 - 340 King Street East Toronto, ON M5A1K8 Coverletter - 20 - Rated Criteria D.1Section 1: About MNP Digital 4 •Introduction to MNP •Company Experience and Qualifications •Our Team - 21 - Wherever business takes you About MNP 5 A history rooted in collaboration We customize every engagement to meet the specific needs of our clients. Our team provides world-class expertise, industry understanding and depth of knowledge, personalized service with “hands-on” partners, and significant value for your invested dollars. We understand how to balance the need for expert opinion and informed facilitation. And by having local, regional, and national expertise in all our markets, we can provide clients with partner-led engagements resulting in the highest caliber of deliverables, produced in the most effective and efficient manner. Our professionals are the driving force behind our success. They continually demonstrate our culture and values, which is integral to the way we conduct business, both internally and externally. As such, MNP has been proud to be recognized for 12 consecutive years as one of the Best Employers in Canada. At MNP, we have a client-centered philosophy and take pride in what we do. This is clearly reflected in the way we deliver services. Our mission is straightforward: For 60 years, MNP has proudly served and responded to the needs of clients in the public, private and not-for-profit sectors. 1000+ Partners 1958 Founded in Brandon MB 125+ Offices across Canada 7100+ Team members 400+ Digital consultants Serving a diverse range of industries in the public, private, and not-for-profit sectors, MNP advises organizations of all sizes. Introducing MNP Digital, the fastest growing service line of MNP’s advisory practice. MNP Digital is a group of highly skilled and curious problem solvers who are committed to guiding, protecting, and enabling our clients along their digital journey. We combine inspiration and expertise to deliver purpose- driven strategies and solutions across a diverse range of industries. From meeting fast-changing customer demands to streamlining operations, being driven by the right digital strategy and fueled by the right technology is critical for organizations that are eager to get ahead – and stay ahead. Made up of over 400 professionals located across Canada, MNP Digital provides a unique mix of strategic advisory and technical expertise to help accelerate digital transformation and deliver long-term value for our clients. At MNP we assist our clients in achieving their goals by identifying needs and providing solutions with timely, professional services.” - 22 - Wherever business takes you Digital Advisory Understand, anticipate, and accelerate with confidence. Applied Data & Analytics Harness your data to fuel digital transformation. Application Development Upgrade the way you work and captivate your customers. Digital Platforms Boost your growth and productivity using modern platforms and tools. Cyber Security & Privacy Minimize threats and proactively protect your most valuable assets. Cloud Services Gain efficiencies and amplify innovation by leveraging the cloud. Managed IT Services Simplify your IT mandate and focus on what you do best. What we do 6 We combine inspiration and expertise to deliver purpose-driven strategies and solutions. Wherever business takes you- 23 - Wherever business takes you Diversity, Equity &Inclusion at MNP 7 For more than 60 years, our commitment to diversity, equity and inclusion has spanned our entire firm and is woven into our values, culture and business strategy. We have watched this nation grow and mature - inviting people from all backgrounds to pursue their dreams and create a prosperous life. Over that time, our firm has also grown significantly. Extending from the smallest rural communities to the largest metropolitan centres, every region we serve and every person we connect with offers valuable perspectives, insights, wisdom and values that make our business stronger. We believe that bringing together people with unique perspectives from diverse backgrounds creates a collaborative, innovative and diverse workplace that inspires team members to achieve their career aspirations. We understand there is no single path toward inclusion, nor is there a clear destination. The social and cultural makeup of our national and local communities is constantly changing. With new people come new points of view and new opportunities to see and do things differently — to embrace our differences and develop our strengths together, ensuring our team members and clients feel understood, accepted and represented in the work we do. While we are proud of the progress, we've made in nurturing a diverse and inclusive workplace over the past six decades, we acknowledge it is a journey. Understanding where we are today is integral to our success as a top employer across Canada and in creating an environment where everyone feels respected, embraced and supported. The efficacy of our diversity, equity and inclusion framework requires continually reviewing our workplace demographics. Our framework empowers our team members by providing a meaningful and respectful environment for all clients, co-workers and stakeholders in the community. MNP is a home-grown Canadian firm. With offices from coast to coast, our team members are as diverse as the communities where we live and work. Our Values Regardless of who we are, where we're from or what we believe, everyone at MNP shares one thing in common. We are an organization of deeply held convictions and uncompromising values - from executive leadership to all team members. These foundational tenets are transcendent and instrumental to our firm's success. Everyone at MNP is committed to conducting themselves with humility and respect, delivering quality client service and acting with integrity. Equally, everyone at MNP values diversity. That's non-negotiable. It's embedded in the fabric of who we are. Our Culture It's one thing to declare that diversity, equity and inclusion are important. Quite another to realize their practical expression. Diversity, equity and inclusion reach far beyond tolerance and accommodation. It is a process of seeking and finding the right person for every role — actively pursuing team members and clients who represent different ages, cultures, religions, ethnicities, genders, sexual orientations and lifestyles. And then amplifying the strengths these differences naturally afford to reinforce the core structure of our business. That doesn't mean merely acknowledging the qualities that make people unique. It means celebrating them, too. By surrounding everyone with an atmosphere of empathy and respect, we empower our team members to contribute the best of their whole selves every day — not just in work but in life. - 24 - Wherever business takes you MNP and the Municipal Sector 8 MNP has experience working with over 750 municipal clients across Canada in the following service areas: Assurance, Enterprise Risk, Consulting, Taxation and Valuations, and Digital Transformation Strategy and Solutions. 500+ MNP team members working with municipalities MNP works with municipal clients in everything from policy development, digital strategy and organizational design to service reviews, enterprise risk management, audits and financial services. Digital Transformation and Innovation Leadership We have a dedicated MNP Digital community of practice with 50+ team members who have worked on digital transformation and innovation projects with municipalities. Municipal Sector Experience and Expertise MNP has a national community of practice that brings together municipality expertise across service areas. MNP’s dedication to the municipal sector is evident in the more than 100% growth over the past 5 years in providing services to municipal clients. Respected Thought Leader in the Municipal Sector MNP is actively involved in collaborative entities such as Municipal World, the Public Sector Network and MISA. Our team members have been speakers and provided papers and podcasts on digital transformation in municipalities. - 25 - Wherever business takes you Why MNP 99 Leadership in Technology Strategy & Roadmaps In today’s increasingly complex world, being driven by the right technology strategy is critical to helping any organization make better business decisions. We will work closely with you to create a Digital Strategy that will align with your digital trans. Municipal Technology & Innovation Framework MNP has developed a Municipal Technology Framework that outlines leading practices for how municipalities can leverage modern technology to achieve excellence in program and service delivery. Citizens are increasingly asking for digital, interactive and user-friendly services in fast, efficient and user- experience driven environments. MNP has gathered extensive knowledge in understanding how a municipality can meet these needs. We have gained a unique perspective on digital government and leading digital transformation initiatives and activities. MNP has become an experienced leader in the municipal space. MNP has extensive expertise in the municipal space throughout a variety of projects, including but not limited to strategy development, digital transformations, process redesign and technology implementations. Our identified project team members are experts in the digital space and the municipal government environment, and will provide the City with the guidance needed to create a Digital Strategy that will enable organization-wide digital transformation in alignment with your overarching digital goals. Extensive Experience in the Municipal Sector MNP has provided services across various industries for many years resulting in a high level of expertise pertaining to the public sector including engagements for municipalities, municipal districts, townsites, counties and villages. Our experience includes working with a number of Canadian municipalities on innovative, strategic and transformative technology engagements. Our municipal leadership has been formalized in the following frameworks, documents and speaking engagements: •MNP’s Smart Communities White Paper •MNP’s Municipal Technology & Innovation Framework •MNP’s Digital Maturity Framework •Public Sector Network Conference - Local Government Digital Transformation Presenter •Overcoming Digital Transformation Challenges in Local Government •Digital Transformation in Municipalities – live podcast on Municipal World- https://www.municipalworld.com/podcasts/mnp -wendy-gnenz/ The following pages further outline MNP’s Innovation Thought Leadership and our Municipal Technology and Innovation Framework. This framework can be utilized throughout the development of the Digital Strategy, in combination with other related MNP frameworks.- 26 - Rated Criteria D.1Section 2: MNP Municipal Qualifications, Experience and Methodology 10- 27 - Wherever business takes you Our Digital Transformation & Innovation Thought Leadership 11 MNP is a thought leader in the technology space in Canada. Our team of technology experts covers off the entire spectrum of skills that are required to develop an outstanding Digital Strategy, including individuals who are Canadian subject matter experts in privacy, cyber-security, data analytics, cloud technologies, system integrations, hosting, technology vendor management and all aspects of application management. Wendy Gnenz, the Engagement Partner for this project, will leverage this extensive expertise as required for this project. Outlined below are key learnings we have captured over the years regarding digital transformations, innovation, cyber security, and artificial intelligence (AI). Getting Digital ID Management Right While digital IDs pose privacy concerns, they can be an excellent enabler for the broader use of digital systems and services. Undoubtedly, digital IDs open up a world of opportunities to streamline operations for organizations with multiple authentication requirements. Increased Cyber Risks in an Age of Digital Transformation White Paper Almost every organization has blind spots when it comes to cyber security. Key processes and systems are required to identify potential vulnerabilities and cyber threats. MNP’s approach to cyber security helps organizations to mitigate risks. Implementing AI Responsibility with an Ethics Framework Virtually every big organization now has multiple AI systems. That’s why it’s critical for organizations to have a framework for building ethical AI. A framework helps to ensure that AI systems perform in a safe, secure, and reliable way, and that there are safeguards to prevent unintended adverse impacts. MNP Digital’s AI & ML Prioritization Framework Delivers Results At MNP Digital, we use a seven stage AI/ML project delivery process to help our clients avoid obstacles, manage risks, and get the results they want. With proper strategy and opportunity assessments, the risk of an overall program, and program costs, can be effectively managed allowing organizations to achieve their goals. 4 = Tools are fully digitized with the option for human interaction 3 = Partially digital tools with human dominant processes 2 = Human driven process with ad hoc digital tools 1 = Human interaction required with no digital tools available Pre-Approval Average: 3.2 Application Average: 2.4 Closing Average: 1.8 - 28 - Wherever business takes you 12 MNP’s Municipal Technology & Innovation Framework Municipalities are faced with operating in a period of rapid change and a call by citizens for more open, digital and interactive services. Every city also has significant amounts of valuable data, business solutions and diverse technologies. To better leverage these assets, MNP’s Municipal Technology and Innovation Framework provides a strategic plan for how to meet organizational goals and support technology implementation with a corresponding governance structure. The Framework helps ensure municipalities can meet the technology expectations of today and tomorrow through the utilization of available data to make data-driven decisions. Expectations for municipalities around the world have changed. Citizen Centric Enhance Citizen Experience Municipalities exist to serve the people who live, work and play there. Actively listening to community and consistently examining decisions and options from their perspective will give confidence that municipalities are focused on the right things. Integrated Think Enterprise-wide Business technology provides the most value when the needs and wants of the community and organization are considered collectively. The municipality’s business technology resources are planned, approved, and implemented with an enterprise view in order to achieve strategic and operational objectives. Usable Information Provide Reliable Information Information is a public asset. Municipalities steward this asset for the public good – sharing it transparently, using it for the benefit of all citizens, and managing and protecting it responsibly. The integrity of information is a priority in order to improve strategic and data- driven decision-making. Partnerships Promote Collaboration Municipalities develop partnerships to leverage and enhance the information and technological capabilities of citizens, academic institutions, non-profit organizations, businesses and the community. A thriving and collaborative environment leads to greater opportunity to achieve collective benefit. Innovation Learn And Grow Through Innovation Municipalities create and foster new approaches to business technology that support effective processes and improve where, how, and why citizens interact with local government. Disruptive technology is viewed as an opportunity to learn, grow, and enable the positive transformation of the municipality. Digital Transformation, Technology Governance, and Data and Analytics elements are discussed further on page 13. - 29 - Wherever business takes you 13 MNP’s Municipal Technology & Innovation Framework Elements of this framework include: Digital Transformation The adoption of innovative digital technology within a municipality to transform the delivery of programs and services for citizens. This involves replacing manual processes with digital processes or replacing older digital technology with newer digital technology. Technology Governance The processes that ensure the effective and efficient use of information technology that enable a municipality to achieve its goals. Data & Analytics The management of data analytics to drive data-driven decision-making. This involves protecting data from unauthorized access and data corruption. MNP understands how business technology is at the core of digital transformation. To achieve progress, municipalities must embrace new ways of delivering programs and services. MNP’s Municipal Technology and Innovation Framework outlines leading practices for leveraging modern technology to continuously improve municipal services. This includes guides, strategies and processes for developing endorsement for open government practises, embracing data-driven decision-making, improving digital citizen engagement and digitizing service delivery. •Data Governance •Digital Strategy & Roadmap •Enterprise Resource Planning (ERP) •Municipal Investment & Prioritization Model •Municipal Technology Risk Management •Organizational Change Management •STEM Partnerships & Internships •Technology Project Management •Artificial Intelligence •Civic Innovation •Design Thinking •Digital Citizen Experience •Hackathons •Integrated Service Delivery •Internet of Things •Robotic Process Automation •Smart Community Strategy •Special Interest Groups & Meet Ups •Analytics Centre of Excellence •Citizen Crowd Sourcing •Cybersecurity •Data Architecture •Data Science & Advanced Analytics •Data Storytelling •Open Data Strategy •Open-Source Framework •Privacy Impact Assessments •Route Optimization - 30 - Wherever business takes you Cyber Security – Maturity Threat Assessment Framework 14 In an environment of increased digitalization, many organizations find it challenging to protect against many of today’s emerging threats that can originate from various sources, utilizing numerous avenues of attack. Our approach focuses on identifying your key cyber security exposures and reporting on your organization’s overall posture. This includes providing prioritized recommendations to reduce your risk, based on industry accepted practices tailored to your environment. The results of our assessment will enable management to collaborate when making risk management decisions, see the organization from an attacker’s perspective and foster management’s commitment to allocate resources and implement reasonable security solutions. Benefits At the end of this engagement, you will have the following: •Benchmark against cyber security standards •Identification of your key cyber security risks •High-level cyber threat modeling •Prioritized and practical recommendations to reduce your risk The Maturity Threat Assessment component of the Current State Assessment will include the observations from our analysis, a discussion of identified risks, a threat and maturity dashboard (illustrated below), and prioritized recommendations for improvement. - 31 - Wherever business takes you MNP’s Clients in Digital Solutions (1 of 2) 15 Client Summary of Engagement Engagement Challenge Solution Results City of Ottawa Implementing Data & Analytics to Drive Insight and Optimize Program Delivery Unable to optimize its service delivery or provide the level of insight needed on its stakeholder needs. •Develop a data analytics strategy •Identify high-priority analytics use cases •Address data governance and quality needs through a strategy and plan for data quality and categorization •Developed an enterprise data and analytics platform •Migrated significant data stores through combining agile and low-code development •Knowledge transfer and training were done to set the client departments up for continuous innovation with reporting, dashboarding, and advanced analytics use cases •Long-running analytics issues were addressed City of Vaughan Citizen Experience Transformation Through Digital Strategy Improve the services it provides to its citizens and other members of the community. •Perform an assessment of the current state of citizen services •Establish a foundation for a digital strategy and implementation plan •Provide a vision for the future state of the citizen experience •Developed a roadmap for the deployment of initiatives aimed to enhance citizens’ digital experience •An Innovation program that allows the city to follow a formal and structured approach to innovation City of Ottawa Mobile App Helps Better Engage and Connect Today's Citizens Revisit mobile application strategy and technology to be securely and readily integrated into City systems and data. •Conduct a mobile strategy and technology assessment •Map out options for re-platforming the existing mobile application •New mobile application developed •Better maintainability and support, and ease of adding new services •City services can be scaled based on geo-location City of Lloydminster Business Needs and Current ERP Assessment Conduct a comprehensive review of their Enterprise Resource Planning system to support the organizations’ business technology development. •Review business requirements to understand where challenges with implementation occurred •Evaluate the people, process, and technology impacts of their ERP system and technology strategy and governance •Identified improvement opportunities and MNP is currently building an implementation roadmap for the City of Lloydminster •Improved ERP functionality City of Grande Prairie ERP Assessment and Selection Full assessment and selection of an ERP solution and transformation. •Fuse the City’s procurement process with detailed information previously gathered to co-author the RFP documentation •Complete a financial analysis and develop a model to identify cost- saving estimates •Provided leadership in the selection of an ERP system •Assisted with process and organization design by leveraging experts from other service lines across MNP A sample of MNP’s Digital Solution clients in the Municipal Sector - 32 - Wherever business takes you MNP’s Clients in Digital Solutions (2 of 2) 16 Client Summary of Engagement Engagement Challenge Solution Results County of Peterborough Service Delivery and Organizational Review Required a service delivery review to identify efficiency and effectiveness improvements to the services that the County provides. •Develop a Technology Strategic Plan that specifies a set of projects and initiatives, laid out year by year •The Technology Strategic Plan and the overall Service Delivery and Organizational Review recommendations assisted the County of Peterborough in becoming more operationally effective and efficient •Enhanced the organization's focus on excellence in quality customer service and alignment of organizational capacity to ongoing strategic priorities County of Peterborough Operational Excellence Through Digital Transformation – 5-Year IT & GIS Strategic Plan Establish a structured approach to digital transformation and develop a 5-year IT and GIS Strategic Plan as part of an overall service delivery and organizational review. •Assess the current state of systems, processes and technology Develop a vision for the future state of technology •Develop a 5-year IT and GIS Strategic Plan that specifies a set of projects and initiatives, laid out year by year, focusing on key areas identified by the County •A 5-year roadmap was developed to improve technology governance, develop staff capacity, leverage GIS more broadly across the organization, enhance systems to improve financial management, and improve functions such as asset management and land development •The County has subsequently engaged MNP to assist with change- facilitation and software selection City of Ottawa Digital Strategy and Smart City Roadmap The City’s approach to innovation was siloed by department and focused heavily on operational improvements versus the desired move to digital services and innovation. •Establish a Smart Cities 2.0 strategy •Develop Digital Services and Data Analytics Strategies to guide their decision-making and find areas that would have the largest impact on citizens •The City confidently makes impactful and efficient investment decisions •The path to innovation is clear •The City is in the process of implementing new digital solutions for their agencies on a new digital cloud platform Township of Cavan Monaghan Digital Modernization Review and Plan Conduct a Technology Modernization Review and develop a 4-year technology modernization plan. •Develop a current state assessment, a future state definition, and a plan to get from the current state to the desired future state •A Modernization plan that specifies a set of projects and initiatives scheduled year by year, including costs •The Township adopted the Modernization Plan with a focus on risk mitigation, operational effectiveness, and improved citizen service •Three overarching strategies were recommended: upgrading infrastructure; rebalancing the application portfolio and strengthening governance A sample of MNP’s Digital Solution clients in the Municipal Sector - 33 - Wherever business takes you 17 People •Citizen Experience •Civic Partners’ and Stakeholders’ Experience •Employee Experience and Culture •Change Management •Employee Training and Communications Process •Business Processes •Roles and Responsibilities •Reporting •Policies, Procedures, Standards and Directives •Leadership, Management and Governance Digital Innovation and Planning Initiatives MNP’s People, Process and Technology Framework brings together the three foundational elements of successful digital transformation –People, Process, and Technology. Guided by this Framework, MNP will ensure that the development of your Digital Strategy, is holistic, reflective of the diverse needs of the community, and prioritizes purposeful business transformation as much as it looks at leading technology. Technology •Existing Systems, Applications and Technical Tools •Functionality and Integration •Data Governance and Records Management •Business Intelligence and Data Analytics •Security and Privacy ProcessPeople Technology Our Methodology |People, Process & Technology Framework - 34 - Wherever business takes you 18 01 |Identify Strategic and meaningful engagement is fundamental to the success of this project. MNP will work with you to identify and confirm a comprehensive engagement participant list, and determine the means and frequency of engagement based on the perspectives and information or idea contribution needed from each identified group. In this step, an engagement map is created to determine which individuals and groups to engage with based on the methodology shown below. •Their scope of influence and impact will determine the type and amount of engagement questions each group will be asked to reflect and provide input on. •Engagement sessions are focused on leveraging the materials and methodologies that will result in active and meaningful participation. Session Plans will be created for each engagement to ensure they are appropriately tailored to the group being engaged. Consult Keep Satisfied/Meet Needs Monitor Gather & Share Information Dialogue Engage Closely Inform Provide Information HIGH HIGHLOW LOW Interest of Stakeholder In f l u e n c e o f St a k e h o l d e r 02 |Engage MNP uses a variety of methods to engage with people. This variety gives us flexibility to keep participants engaged throughout the entire process. MNP focuses on collaboration. Our approach is inclusive, authentic, treats stakeholders as equals, and focuses on root problem identification. MNP develops engagement activities to best suit the needs of unique stakeholder groups and make use of a diverse array of tools to ensure meaningful engagement. These tools provide the vehicle with which to inform, generate and obtain input, gain acceptance, and onboard engagement participants to a direction forward. 03 |Analyze & Interpret Data is analyzed to understand themes, trends and issues. This includes rating/categorizing responses to identify commonalities or relationships between trends. Results are extrapolated to identify causality and understand correlations, variations and outliers. MNP employs a diverse range of data analysis techniques which we will tailor to meet the specific needs of this project. Sample of Data Analysis Techniques •Cluster Analysis The grouping of observations based on similarities to identify structures. •Cohort Analysis The categorization of data into related groups to measure user behaviour and engagement over time. •Data mining The identification of common themes and patterns within a large set of data, transforming raw data into useable and meaningful information. Sample Engagement Types •Interviews •Individual Reflection •Focus Groups •Workshops •Surveys •Process Mapping •Requirements Gathering Sample Facilitation Methods •Question & Answer •Brainstorming & Reverse Brainstorming •Prototyping •Empathy Mapping •Role Playing •Focused Conversation Model •Group Consensus Model •RACI Responsibilities Matrix MNP’s Stakeholder Engagement ApproachMNP’s Stakeholder Engagement Approach MNP’s Stakeholder Engagement Approach is our formal strategy to engage with people in a meaningful way. MNP will use this methodology, to obtain input into the current state assessment and to facilitate ideation that will contribute to the development of the City’s Digital Strategy. Municipalities often have a complex web of stakeholders, internally and externally. MNP will work with your project team and leadership to confirm which groups, internal and external, to engage with based on the methodology outlined in this framework. Our engagement approach ensures we maximize the value from each encounter to optimize time. Stakeholder Methodology |Engagement Approach - 35 - Wherever business takes you Stakeholder Methodology |Journey Mapping 19Wherever business takes you User journey mapping and service blueprints allow us to focus our analysis on how citizens, stakeholders and partners interact with the City of Pickering. User journey maps and service blueprints are used to illustrate the citizen and stakeholder experience within the service delivery model. Fundamental to defining the user’s journey is first to understand the user. Persona analysis, empathy mapping, and journey mapping exercises allow us to identify key stakeholder groups engaged with the City and explore how they choose to interact, as well as their motivations, needs, and challenges. We follow a human-centered design approach to design that focuses on engagement, collaboration, and iterative design to define and optimize experiences. Why Human-Centered Design Matters •It teaches you to ask the right questions •It helps you break free from “the way we’ve always done it” approach •It makes user feedback routine •It treats design as a team sport •It focuses on building minimum viable prototypes Empathize Learn about the audience & their needs Ideate Brainstorm & collaborate Test Test ideas & iterate Define Ask the right questions Prototype Create interactive designs 01 03 05 02 04 - 36 - Wherever business takes you Stakeholder Methodology |Journey Mapping 20Wherever business takes you User journey maps will give us insight into how and why customers engage with the City of Pickering. Our Approach •Existing service delivery documentation review (personas, user journey maps, etc.) •Persona analysis and empathy mapping •User journey mapping (current state and future state analysis) •User needs analysis and research •Prototyping the future service design model Engagement Techniques •Interviews •Focus Groups •Workshops •Ideation Sessions Facilitation Tools •Persona Analysis •Empathy Mapping •Journey Mapping •Prototyping Example: Persona Analysis Example: Journey Map- 37 - Wherever business takes you 21 Leading threat globally •Cyber crime is a critical organizational risk •Cyber crime affects all industries both small and large •Every organization has unique risks and vulnerabilities Knowledge of the industry •We advise on a broad range of cyber and privacy risks •Built up expertise through more than 20 years of experience working with clients •Local expertise and support across Canada Practical approach •Continuous client involvement and communication •Collaboration with client to ensure understanding and proper assessment of risks identified •Phased approach if necessary to address key concerns and areas of risk Tailored scope •Scope is customized for each client, no two are the same •We provide tailored cyber security and privacy strategies that put the client in control Understanding top threats •Organizations are moving to digital environments to capitalize on new technologies and innovations to deliver business results •They need to ensure that they build and maintain customer trust •We have the experience and insight to identify top threats and define mitigation approaches Wherever business takes you Cyber crime is one of the leading threats globally, making it a critical business risk. A blanket approach to cyber security and privacy is no longer viable; you need to be proactive and prepared. We provide tailored cyber security and privacy strategies to keep you in control by identifying threats early and defining mitigation approaches to effectively protect against them. Methodology |Cyber Security and Privacy - 38 - Wherever business takes you 22 Strategy & Governance Enable secure digital transformation and innovation What’s at risk? •Brand and reputation •Service commitment fulfillment •Regulations and compliancy •Legal damages (liability/lawsuits) •Intellectual property (IP) •Internal audits •Supply chain/vendor management (third party) Offensive Security Proactively identify and manage vulnerabilities Incident & Threat Management Prepare to respond to threats and incidents with confidence Security Architecture Implementation of cyber technology including managed service in MNP’s Security Operation Center (SOC) Privacy & Data Protection Get insights from data while maintaining customer trust Risk Management Actively identify and manage cyber risks (Health Check) Managed Services Methodology |Cyber Security and Privacy The Power of an Integrated Cyber & Privacy Resiliency Program - 39 - Rated Criteria D.2Section 3: Our Project Team 23- 40 - Wherever business takes you 24 Project Team We’ve assembled the best for this project, with each team member an expert in their own right. By clearly understanding your needs, we have assembled a team of professionals with demonstrated work experience and knowledge. Our proposed team brings the relevant experience and expertise in municipal service delivery and digital transformation leadership needed to design and develop an exceptional Digital Strategy. Note: Team member availability depends on the timeliness of contract negotiation processes. If the timelines change, some team members may no longer be available for the project. If this becomes the case, these team members will be replaced by other team members with equivalent or greater experience for the duration of the engagement. Wendy Gnenz Engagement Partner Paul Witherow Quality Assurance Partner Anne Harvey Project Manager Team Member Municipal Experience Digital Strategy eGovernment Platforms (Amanda, ESRI, SAP) Cyber Security Citizen Engagement Wendy Gnenz  Paul Witherow  Lisa Prentiss  Vivek Baijal  Anne Harvey  Drew Buhr  Kim Cable  Kunal Jain  Lisa Page  Project Team Lisa Prentiss User Experience SME Vivek Baijal GIS/ Asset Management SME Kim Cable SAP SME Drew Buhr Cyber Security SME Kunal Jain Project Analyst Lisa Page Project Analyst - 41 - Wherever business takes you Wendy Gnenz CMC, CPA, CA Engagement Partner Edmonton, Alberta Wendy Gnenz is a proven innovative strategist and transformation leader with over 25 years of progressively responsible expertise in setting innovative, practical strategic direction for numerous organizations in technology strategic planning, data governance, analytics and artificial intelligence. As a visionary leader, she drives digital transformation through developing, motivating and leadings teams. Described as inspirational, collaborative and intuitive, Wendy is known for her ability to be a growth change catalyst who infuses productive energy to strategically drive transformation and deliver measurable results. With her unique combination of financial and technology expertise, Wendy is able to provide practical business advice to improve and transform businesses. Wendy has experience developing strategies for Digital Transformation Programs including at the following organizations – ATB, Government of Alberta, City of Edmonton, AGLC, Alberta Health Services, Alberta Medical Association. Wendy will act as the primary point of contact for City of Beaumont and will coordinate the supporting team as tasks are completed. She will be accessible to provide strategic technology advice on a broad range. Relevant Experience Digital Transformation Strategy and Business Case (Engagement Partner) Catholic Social Services:July 2021 – December 2021 Service Counter Redesign and Experience Transformation (Engagement Partner) City of North Vancouver: August 2021 – February 2022 ERP Review (Engagement Partner) City of Lloydminster: February 2021 – July 2021 Budget Transformation Assessment and Zero-Based Budgeting Pilot (Engagement Partner) City of Kelowna:October 2020 – August 2021 Financial Management Assessment and Roadmap (Engagement Partner) City of North Vancouver: April 2021 – August 2021 Technology Transformation (City of Edmonton CIO and Digital Transformation Leader) City of Edmonton:October 2017 to September 2019 Led the creation of the City of Edmonton’s Business Technology Strategy, Open Data Program, Smart City Initiatives, Analytics Centre of Excellence and Digital Action Plan 25 Project Team Paul Witherow PMP, CSM, MCP, P2RP Quality Assurance Partner Ottawa, Ontario Paul is a Partner with MNP Digital in Ottawa. He brings over 25 years of industry experience and specializes in leading strategic change initiatives and technology-enabled transformation, largely in the public sector. He works with Federal, Provincial/State and Municipal clients to create digital government experiences that engage citizens, streamline and automate case management processes, enable data-driven decision-making and ultimately make public services more efficient and effective. As MNP’s National Technology Innovation Lead, Paul identifies growth opportunities for new technologies, blending proven experience, vision and strong customer experience focus to develop new products or services for the firm. He is also responsible for the Digital Practice’s Customer Platforms Centre of Expertise which delivers the firm’s Digital Experience, Digital Commerce, Web Content Management, Customer Relationship Management, Customer Analytics and Low Code Application Development and RPA offerings. Relevant Experience Mobile App Development City of Ottawa: January 2021 – present Dynamics 365 Implementation of the Social Eligibility Reporting Vendor Information System (SERVIS) Replacement City of Ottawa: February 2020 – present D365 Grants Management Solution Implementation City of Ottawa: October 2020 – present COVID-19 Facilities Pre-Screening Portal City of Ottawa: March 2021 – May 2021 COVID-19 Case and Contact Management (CCM) Solution City of Ottawa: June 2020 – October 2020 Data Analytics Platform Implementation City of Ottawa: January 2020 – April 2021 COVID-19 Analytics Dashboards City of Ottawa: July 2020 – October 2020- 42 - Wherever business takes you 26 Project Team Vivek Baijal GIS/ Asset Management SME Ottawa, Ontario Vivek Baijal is a Senior Manager with MNP’s Technology Solutions group in MNP’s Ottawa office. Drawing on more than 25 years of technology experience, Vivek helps clients improve business performance by implementing technology solutions that are aligned with business strategy and stakeholder interests. Vivek has extensive knowledge and experience in the areas of Technology Solutions and Consulting. He helps client organizations develop and implement technology strategies that enable change by managing the development or selection and implementation of enterprise software. With deep knowledge and experience in requirements definition, systems analysis, software/vendor selection, custom application development, project management and program management, Vivek develops practical solutions and delivers results for his clients. His cross-industry expertise includes Forestry, Natural Resources, Environmental Management, Sustainability, Manufacturing and Distribution, Indigenous, Agriculture, Food Processing, Not-for-Profit, Public Sector, and Utilities. Relevant Experience Work Order/Asset Management and Land Development Permitting Software Selection County of Peterborough: September 2021 – January 2022 Service Delivery Review and Technology Master Plan County of Peterborough: February 2020 – June 2020 Software Procurement SOP & IT Policy Handbook Township of Cavan Monaghan: April 2021 – June 2021 Website and IT Modernization Review Township of Cavan Monaghan : October 2020 – December 2020 Vote Counting Technology Options Analysis City of Toronto: August 2019 – January 2020 Project and Portfolio Management Requirements Analysis Canada Post Corporation: September 2019 – December 2019 Project and Portfolio Management Future State Phase 2 Export Development Canada: May 2018 – October 2018 Lisa Prentiss Citizen Engagement SME Ottawa, Ontario Lisa Prentiss is a Director in MNP’s Digital team MNP’s Ottawa office and leads the Digital Experience solution area. Drawing on more than 20 years of technology experience, Lisa leads clients through digital transformation initiatives, helping them explore the opportunities being digitally focused can bring, finding operational efficiencies, creating new digital experiences, and developing new services and products. Lisa helps simplify the complexity of the changing digital technology landscape to identify solutions that best support the achievement of the organization’s goals and address their stakeholders’ needs and expectations. Lisa applies design thinking approaches to engage stakeholders to explore and understand the challenge the client is trying to solve, looking at it from many perspectives. Lisa has extensive knowledge and experience in the areas of digital marketing strategy, user experience design, customer experience strategy, management consulting, advanced analytics, and Agile project management. Lisa has led numerous large-scale complex technology integrations, specifically related to implementing digital experience platforms, advanced analytics solutions, collaboration environments, Microsoft Dynamics solutions, and enterprise resource planning (ERP) solutions. She melds her strengths in corporate strategy and marketing with her love for technology to bring clients a holistic perspective to digital transformation. She also helps organizations understand the customer journey, define new service delivery models, establish the digital experience and technology roadmap, and implement solutions using agile methods to realize their strategy. Relevant Experience Digital Modernization Roadmap York Region Court Services: March 2021 – October 2021 Drupal Website Implementation Planning City of Ottawa: August 2019 – October 2019 My ServiceOttawa/Digital Services Hub Technology Architecture and Implementation Plan City of Ottawa: December 2018 – June 2019 Service Vaughan Strategy & Implementation Plan City of Vaughan: November 2016 to April 2017 Ottawa.ca & My ServiceOttawa User Experience Design City of Ottawa: July 2017 – December 2017 - 43 - Wherever business takes you 27 Project Team Kim Cable SAP SME Ottawa, Ontario Kim Cable is a senior consultant in MNP Digital. She has over 25 years consulting experience both in the private sector and in public sector, focused primarily on business process and technology improvement. Kim’s experience and training focuses on process re-design; she has helped transform traditional corporate and government operations to more focused value-added activities, often using technology. Kim helped manage several large engagements requiring her to advise on and execute new business processes, architect and guide change initiatives, then coach and advise senior executives on proposed changes to their organizations. Her experience in business design came through her work with Canada Post Corporation, the Department of Public Works and Government Services Canada, the U.S. Department of Defense, the Treasury Board Secretariat of Canada, and the United States Postal Service. Kim has also worked on numerous SAP projects over the past 25 years and is currently conducting business analysis work on multiple SAP implementation projects with the Canadian Federal Government. Relevant Experience Change Request Management (ChaRM) Project Agriculture and AgriFoods Canada: July 2021 – Present Service Management Business Process Review City of Ottawa: July 2021 – October 2021 SAP Options Analysis Canadian Radio and Telecommunications Commission: December 2020 - present SAP Onboarding Project Veterans’ Affairs Canada/Elections Canada: November 2020 – June 2021 Business Consulting and Web Development Various Small Business Organizations: September 2010 - November 2020 Business Transformation Project Canada Post: June 2000 - December 2002 ePOST International Canada Post: December 1999 – February 2000 Drew Buhr CISSP, CISA, ISO 27001 LA, PCI QSA Cyber Security SME Edmonton, Alberta Drew is the national cyber security assessments lead for MNP. With over 15 years of practical experience, he specializes in cyber security risk assessments, security audits, penetration testing, security strategy and governance, as well as network security architecture, design and operations. He tackles difficult technical security challenges while effectively communicating results to senior management in understandable business language. Drew has a strong technical networking and infrastructure background but focuses his attention on helping clients solve their cyber security challenges related to strategy, governance, risk management as well as compliance. Drew works extensively with clients in the public and private sector to help them better understand their cyber security risk posture, increase their security maturity and reduce risk. This includes clients in a variety of industries, including post-secondary, financial institutions, provincial and municipal government, oil and gas, professional, healthcare, property management, insurance and construction. Relevant Experience Penetration Test Peoples Trust: 2021 - present Cyber Security Assessment and Roadmap CPA Alberta: 2021 - present Cyber Security Risk Assessment Gibson Energy: 2021 Cyber Security Review British Columbia Automobile Association (BCAA): 2021 Cyber Security Strategy and Roadmap ATB Financial: 2021 Penetration Testing and Network Security Architecture Review City of Edmonton: January 2021 – July 2021 Stakeholder and Employee Engagement Leadership Service Alberta: 2020 Maturity Threat Analysis City of Lethbridge: 2018- 44 - Wherever business takes you 28 Project Team Anne Harvey MA, BAST Project Manager Edmonton, Alberta Anne Harvey is a Manager with MNP Digital in Edmonton. She is a relationship-oriented leader with extensive experience in the public sector leading multi-disciplinary high-performance teams and managing transformation projects and processes. Anne is passionate about facilitating inclusive engagement to spark collaborative innovation. Anne’s areas of expertise include business strategy, people-centred service delivery design, process development and continuous improvement, change and people management, public and employee engagement, communications management and community development. She is a trusted change and innovation leader and an experienced facilitator and public speaker. Anne has worked in multiple business areas within municipal government, with a constant focus on people and leadership through times of change. From developing a neighbourhood-based community development model in Edmonton to directing corporate wide service design strategy with customer experience top of mind, Anne has gained significant knowledge and experience in working alongside diverse stakeholders and partners, enabling them for future growth and success. Relevant Experience Technology Review Calgary Municipal Land Corporation (CMLC): January 2022 – present Digital Transformation Roadmap Calgary Health Foundation (CHF): December 2021 – present Strategic Communications Management for Culture, Process Change and Engagement Organization:March 2020 – December 2020, August 2021 – December 2021 Service Design, Innovation and Customer Experience Strategy Leadership City of Edmonton: January 2021 – July 2021 Stakeholder and Employee Engagement Leadership City of Edmonton: October 2017 – March 2020 Engagement Design and Facilitation City of Edmonton: October 2011 – December 2021 Lisa Page Project Analyst Edmonton, Alberta Lisa Page is an Analyst in Edmonton’s Digital Advisory practice. Her prior experience includes municipal and non-profit work focusing on customer relations and logistical management. Since joining MNP, Lisa has worked on various engagements in the public and non-profit sector, including Digital Transformation, Technology Modernization, Policy Development, Solution Selection, ERP Evaluation, Financial Management Assessment, and Process Redesign, for mid-scale organizations across Canada. Relevant Experience Digital Transformation Strategy and Business Case Catholic Social Services:July 2021 – December 2021 Service Counter Redesign and Experience Transformation City of North Vancouver: August 2021 – February 2022 ERP Review City of Lloydminster: February 2021 – July 2021 Financial Management Assessment and Roadmap City of North Vancouver: April 2021 – August 2021 Low Value Purchasing Review City of Kelowna: November 2021– January 2022 Edmonton’s Smart Cities Challenge (Business Analyst) City of Edmonton: May 2017 – November 2017 - 45 - Wherever business takes you 29 Project Team Kunal Jain Project Analyst Toronto, Ontario Kunal Jain is a Consultant in Toronto’s Technology Advisory practice, joining MNP in May of 2021 following with completion of his Master of Science, Management degree from Ivey Business School. Kunal has a bachelor’s degree in Electronics Engineering with internship experiences in telecom and software development industries. His prior experience includes public and private sector work focusing on data analytics, data modeling, data validation, software selection, business analysis, process flows & operations management. Since joining MNP, Kunal has been involved in data analytics dashboard design, cloud migration, ERP evaluation, financial management assessment, and solution selection engagements for mid-scale organizations across Canada. Relevant Experience Requirements Analysis for Key Performance Indicators and Power BI Analytics Dashboard Design Work Safe New Brunswick: June 2021 – September 2021 Business Requirements Analysis and Custom Power BI Analytics Dashboard Design Palliser Insurance: August 2021 – October 2021 Digital Transformation-Vendor Response Analysis City of Toronto: July 2021 Digital Transformation-Asset Management and Land Development Tracking System Process Analysis and System Selection County of Peterborough: September 2021 – January 2022 Financial and Asset Management Analysis and System Selection Delivery Ink – Globe & Mail and Toronto star partnership company: October 2021 – Ongoing - 46 - Rated Criteria D.3Section 4: Our Approach to Delivery 30 •Our Understanding of Your Requirements •Approach, Workplan and Timeline - 47 - Wherever business takes you 31 Objectives Modern information technology is a key enabler of transformation initiatives for municipal governments. As such, the City has determined that the development of a City Digital Strategy is required to enable the City to improve service delivery to citizens as well as organizational effectiveness. MNP understands that the purpose of this project is to develop a Digital Strategy which will provide short- and long-term recommendations, including a clearly defined set of projects and actions related to technology architecture, selection and implementation of technology solutions, digital governance and technology investment that will enable the City to achieve its business objective of becoming a leader in citizen-centred digital services. The Strategy will include a year-by-year budget/investment plan and implementation plan for technology and will be based on best practices and benchmarking of similar municipalities. MNP’s approach leverages the methodologies presented on the previous pages and will: •Focus on real requirements, opportunities or “pain points” as articulated by the business and by external stakeholders and on addressing those critical issues. •Ensure that the Strategy is focused on digitization, automation and improved productivity to enhance citizen experience and achieve operational efficiencies. •Ensure that currently planned projects (new website; eCommerce platform, Citizen’s Portal) are funded, designed and aligned to deliver tangible improvements in citizen experience and operational effectiveness; •Ensure that both strategic level issues articulated by “business” stakeholders and operational or system level issues articulated by “functional” users are addressed by the Strategy. •Ensure that the recommended Strategy comprises specific, costed, achievable actions that the City can complete within an agreed upon time horizon. •Establish a digital governance framework that will ensure the successful execution of the Strategy. •Establish a process at the City for maintaining the Strategy on an on-going basis. Our Understanding of Your Requirements Background MNP understands that the City of Pickering strives to be a municipal leader in delivering citizen-centred digital services. In pursuit of this goal, the City is soliciting assistance in the selection and implementation of technology solutions, digitization projects and maximizing value from current and planned technology investments. The City has identified some key technology priorities to enable its digital transformation. These include: the design and implementation of a new corporate website; implementation of an eCommerce platform to integrate with the corporate website as well as its other platforms such as SAP; and potential implementation of a Citizen Portal with self-service capabilities. MNP understands that digital transformation requires the enhancement of IT services that support citizen service as well as internal operations for all nine line of business departments. - 48 - Wherever business takes you Value Added Services 32 MNP will provide the City with the following value-added services (at no additional cost) to support the development of the City Digital Strategy: Tech Talk – Smart Cities Framework for Engagement and Planning MNP will provide a Smart City seminar for internal and external stakeholders or partners at the City, focused on establishing a strong foundation for leading locally in a digital world. This seminar is designed to provide municipal leaders and their partners with a framework for smart city engagement and planning. The objectives of this informal session will be to provide general technology knowledge and information to staff and executives with a focus on emerging technologies, leading practices and industry trends Leveraging MNP’s Frameworks MNP’s Municipal Technology and Innovation Framework is an accelerator and provides a proven foundation for Municipal digital strategies. It will enable the City and the MNP project team to quickly focus on key issues, design effective governance and align projects in support of the City’s overall objectives. . - 49 - Wherever business takes you Proposed Approach & Timeline 33 This section (pages 29-36) detail how MNP will complete this project based on the requirements and deliverables outlined in the RFP. MNP is prepared to commence work any time after mid-April. The plan highlights our commitment to developing an effective governance model and managing the project in a collaborative and focused manner in order to provide the greatest value to the City of Pickering and its stakeholders. Foundational to our approach is forming a true partnership with you – a strong working relationship that is rooted in open, honest, and transparent communication and collaboration. We are invested in your success and enabling a project culture of shared innovation, learning and development. Your team’s ability to meaningfully contribute to the development of the Digital Strategy, at every stage, is critical to the overall success of this transformative initiative. Project Phases and Timeline MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY Stage 4: Final Report and Presentation Stage 2: Digital Readiness Assessment Stage 1: Kick off and Engagement Strategy Stage 3: Digital Strategy and Report November 2022 Final Presentation to Council Mid-April 2022 Engagement Start Date Ongoing Project Management September 2022 Digital Strategy Report October 2022 Key Findings Report July 2022 Current State Assessment Report November 2022 Key Findings Report - 50 - Wherever business takes you Proposed Approach &Timeline 34 Our proposed approach is centered around a methodology that is tailored to provide service excellence while remaining flexible in its execution. The approach looks at four major Stages (outlined on the right). Within our approach, we will move systematically between the stages in order to ensure all project objectives are effectively delivered and are grounded in the unique attributes of the City of Pickering. Within our methodology, we place a distinct focus on ensuring shared learning and understanding is achieved. We will remain agile in our approach and navigate between stages as needed in order to ensure a focus on collaboration with identified key stakeholders and engagement groups. Note that activities can occur simultaneously to ensure timelines stay on track and are effectively met. Stage 1 1–2 WEEKS Kick Off and Engagement Strategy 1.Conduct external stakeholder sessions (e.g., key community members, partners) to identify initiatives 2.Develop future state definition including cyber security posture 3.Create weighting system and prioritized initiatives 4.Develop Digital Draft Strategy Report which includes: •Efficiencies, benefits and investment required •Key areas of focus •Digital guiding principles, practices, standards and data literacy requirements •Digital governance framework 5.Review Draft Digital Strategy Report with Key Stakeholders. 6.Revise and finalize Digital Strategy Report External Stakeholder Sessions Future State Vision including Cyber Security Posture Prioritized Initiatives List Digital Strategy Report Stage 3 8–10 WEEKS Digital Strategy and Report 1.Develop Digital Strategy Key Findings Report 2.Present Key Findings Report to selected Council members 3.Present Key Findings Report to project team staff including: •Corporate Services •Communication •Finance 4.Obtain feedback from project team staff and create Summary Feedback Report 5.Present Summary Feedback report to project team 6.Revise and refine Key Findings and Summary Feedback reports to present to CAO and Senior Management Key Findings Report Summary Feedback Report Presentations to Council members, project staff and project team Stage 4 3–4 WEEKS Final Report and Presentation 1.Develop and validate key stakeholder questions to assess digital readiness, digital goals, current strengths and areas for improvement. 2.Execute engagement with key stakeholder groups (to obtain an understanding of current state environment and areas for improvement in order to align with the City of Pickering digital goals. 3.Conduct Cyber Security Maturity Threat Assessment 4.Provide and present stakeholder engagement raw and distilled data with key themes. 5.Conduct industry trend analysis to support the summary of the current state and future state opportunities. 6.Develop Current State Assessment report based on raw and distilled data Stakeholder Engagement Sessions Cyber Maturity Threat Assessment Raw and Distilled Engagement Data Industry Trend Analysis Current State Assessment Report Stage 2 8–10 WEEKS Digital Readiness Assessment 1.Conduct a Project Kick-Off Meeting. 2.Prepare Project Charter and detailed Project Schedule (GANTT) identifying key dates and milestones. 3.Establish Project Governance. 4.Review and analyze existing background documentation, reports and plans. 5.Prepare project kick-off Communications Plan (internal and external) and draft initial communications. 6.Confirm the Stakeholder Engagement Approach and prepare the Engagement Plan, including the identification of cross functional groups within the city such as Senior Management, the Mayor and Members of Council. 7.Within the Stakeholder Engagement approach, identify opportunities to engage with the public using digital tools including LetsTalkPickering.ca Project Kick-Off and Governance Detailed Project Schedule (GANTT) Communications Plan Stakeholder Engagement Approach and Plan Ongoing Project Management Estimated total project hours (MNP hours) = 900- 51 - Wherever business takes you Stage 1 Kick Off and Engagement Strategy Detailed Proposed Approach 35 Purpose The objective of Kick Off and Engagement Strategy is to confirm project objectives, scope, resources and approach resulting in a detailed work plan and an understanding of the purpose and execution of the project. This stage will also include the development of a stakeholder engagement plan and project communication plan. Deliverables Project Kick-Off Project Schedule Project Governance Communications Plan Stakeholder Engagement Plan Major Activities &Key Milestones 1.Conduct a Project Kick Off meeting in order to confirm scope of engagement, identify roles and responsibilities and obtain any relevant existing documentation/context. 2.Prepare detailed Project Schedule identifying key dates, activities and milestones. •Determine any internal or external constraints that may adversely impact the project and develop strategies to overcome them. 3.Establish Project Governance. •An effective governance model will be determined to manage the project in a collaborative and focused manner in order to provide the greatest value to the City. •Determine frequency of meetings with Project Committee, Project Sponsor and Project Manager. •Confirm frequency and format of written status reports that will include summary of progress; activities completed; remaining activities and expected delivery of each; and risks, issues, concerns and decisions affecting any aspect of the project. 4.Review and analyze existing background documentation, reports and plans. 5.Confirm Stakeholder Engagement Approach and prepare the Engagement Plan, including the identification of a cross functional group to engage with across the City’s internal and external stakeholders, such as Senior Management, the Mayor, and Members of Council, and various Citizen groups. •Work with Steering Committee to identify key stakeholders to participate in stakeholder engagement for current state understanding and future state vision. •Develop facilitation plans, including identifying effective methods / channels for engagement. •Schedule engagement with key internal and external stakeholder. •Identify opportunities and stages to engage with the public using a variety of digital tools such as Let’sTalkPickering.ca 6.Prepare Communications Plan (internal and external) and draft required materials. •Prepare and deliver any required project communication materials, including Project Introduction, Key Messages, Stakeholder Invitations, etc. •Incorporate the usage of Let’sTalkPickering.ca into the communication plan Supporting Activities &Dependencies Maintain ongoing project management activities. •Ensure alignment with Steering Committee on timelines and interdependencies between the stages. •Ensure timely scheduling of stakeholder interviews and/or focus groups. •Prepare and deliver ongoing written status reports (bi-weekly frequency or as required by Steering Committee). Timeline 1 - 2 WEEKS ~24 HOURS - 52 - Wherever business takes you Stage 2 Digital Readiness Assessment Detailed Proposed Approach 36 Purpose The objective of Digital Readiness Assessment is to interact with key individuals and groups both internal and external to the City obtain an understanding of current state environment and areas for improvement in order to align with digital goals. Major Activities &Key Milestones 1.Develop and validate key stakeholder questions to assess digital readiness, digital goals, current strengths and areas for improvement. •Key questions will be developed and utilized to help stakeholders create and collaborate on their own ideas. ‘Brain jogger’ questions will be developed in case groups are inactive. •Questions will be framed in order to capture readiness around People, Process and Technical assessments and gaps. •Focus will be on current state technical architecture as well as digital service capabilities •Questions will be tailored towards the specific stakeholder groups, so they are most relevant. 2.Execute engagement with key internal focused stakeholder groups (to obtain an understanding of current state environment and areas for improvement) in order to align with the City of Pickering digital goals. •Sessions may occur in a variety of methods, both in-person and online, to best fit the stakeholder group needs. •This engagement will look for operational efficiencies with citizen facing services, and internal business processes which emphasize digitization, automation and improved productivity. •Examples of methods may include Zoom, polls, email, City website, meetings, boards, digital kiosks and other creative / innovate channels as identified in the stakeholder engagement plan. •Sessions will be held with all 9 departments and the CAO’s office 3.Conduct Cyber Security Maturity Assessment. Conduct a cyber- security assessment to assess gaps in firewalls, equipment configuration, and the presence of depreciated protocols. 4.Provide and present stakeholders raw and distilled data with key theme and opportunities. •MNP will remove personal identifiers from raw data, to a reasonable extent, to maintain stakeholder privacy and confidentiality. 4.Conduct industry trend analysis to support the summary of the current state and future state opportunities. Research and review other City digital strategies at the global level. 5.Develop Current State Assessment report based on raw and distilled data. •Review Current State Assessment report with key stakeholders and make revisions based on stakeholder feedback Supporting Activities &Dependencies Stakeholder availability. •Successful completion of this stage of work is dependent on the availability and participation of key stakeholders identified by the City. Deliverables Stakeholder Engagement Sessions Raw and Distilled Engagement Data Industry Trend Analysis Current State Assessment Report Timeline 8 –10 WEEKS ~260 HOURS - 53 - Wherever business takes you Stage 3 Digital Strategy and Report Detailed Proposed Approach 37 Purpose The objective of this stage of the project is to conduct external stakeholder sessions, develop future state definition and complete a Digital Strategy Report which will include efficiencies, benefits, investments required and key areas of focus. Major Activities &Key Milestones 1.Conduct external stakeholder sessions (e.g., key community members, partners) to identify initiatives •Includes extensive community, partner and organization-wide consultation to identify and highlight community priorities. •Identify initiatives towards Digital Strategy goals through stakeholder sessions •Identify possible services changes, services expansions and service improvements based on stakeholder session feedback •Examples of methods may include Zoom, polls, email, City website, meetings, boards, digital kiosks and other creative / innovate channels as identified in the stakeholder engagement plan. 2.Develop Future State Definition •Based on stakeholder sessions, clarify and define the future state definition towards becoming a more digital savvy and capable organization. •Design future Cyber Security Posture 3.Create Weighting System and Prioritized Initiatives •Include previously identified projects in list of initiatives which are: new corporate website, eCommerce platform that integrates with new website and other platforms (e.g. SAP), and explore opportunities for new Citizen Portal solution with self-serve municipal service options. •Identify prioritization criteria and apply to initiatives 4.Develop Draft Digital Strategy Report •Includes future digital transformation projects and focus areas for IT investments as well as overall efficiencies, benefits related to digital goals •Includes recommendations related to network infrastructure and security •Digital guiding principles, practices, standards and data literacy requirements •Outlines strategic direction as well as potential cost savings related to digital modernization and identification of operational efficiencies for citizen and internal business processes. •Includes a Digital governance framework which will outline key roles and responsibilities as well as change management needs to support the City’s future digital presence. 5.Review, validate and Draft Strategy Report with key stakeholders. 6.Revise and Finalize Digital Strategy Report. •Digital Strategy Report to be completed September 2022. Supporting Activities &Dependencies Review, validate and finalize Digital Strategy Report. •MNP will facilitate one review cycle of Digital Strategy report and make revisions as required before moving into the next stage of work. Deliverables External Stakeholder Sessions Future State Vision including Cyber Security Posture Prioritized Initiatives List Digital Strategy Report Timeline 8 – 10 WEEKS ~524 HOURS - 54 - Wherever business takes you Phase 4 Final Report and Presentation Detailed Proposed Approach 38 Purpose The objective of this phase of the project is to draft and finalize a Key Findings Report based on the Digital Strategy as well as a Summary Feedback report which is based on input from the project team and Council members. The final reports will be delivered to the CAO for presentation to Council. Major Activities &Key Milestones 1.Develop a Summary Key Findings Report •The Summary Key Findings Report will be a summary of the most relevant points of the Digital Strategy report and will be completed in Microsoft PowerPoint. •The intent of the Summary Key Findings Report is to be used as a communication tool for presenting over all Digital Strategy concepts and results. •The Summary Key Findings Report can be customized based on the audience for presentations. 2.Present Key Findings Report to Council Members •This will be done in a dynamic presentation style to the Council Members who were identified as part of the stakeholder engagement plan 3.Present Key Findings Report to Project Team •The Project Team will include staff members from Corporate Services, Communications and Finance 4.Obtain feedback from project team staff and create Summary Feedback Report •Facilitate an easy mechanism to receive feedback on the Key Findings report (e.g. survey or questionnaire) •A Summary Feedback report will be created based on survey/questionnaire results 5.Present Summary Feedback to Project Team 6.Revise and Refine Feedback Report 7.Presentations to CAO and Senior Management •Present Key Findings Report and Summary Feedback Report to CAO and Senior Management in order obtain their feedback •Conduct one round of revisions based on feedback from the presentation •Finalize the Key Findings and Summary Feedback reports and deliver to CAO who will be presenting to Council for final review and adoption. Supporting Activities &Dependencies Review, validate and finalize Reports. •MNP will present Key Findings Report to Council and Project team members. MNP will look to the City for support in ensuring members are available for these presentations. •MNP can support the City with the final review and adoption with Council as needed. Deliverables Key Findings Report Summary Feedback Report Presentations to Council members, project staff and project team Timeline 3 – 4 WEEKS ~90 HOURS - 55 - Wherever business takes you 39Wherever business takes you 39 What we need from you Designate a Project Authority The City will designate a Project Authority who will be the main point of contact for MNP and will be responsible for organizing and scheduling City resources for this project. Participate in Designated Meetings and/or Interviews MNP will be scheduling interviews/meetings and focus groups as part our stakeholder engagement plan. These meetings will be cross-organizational wide within City staff. The key assumption is that City Staff will be able to participate in scheduled sessions in order to adhere to project timelines. Provide Background Supporting Documentation As Required MNP will request background documentation in order to complete a comprehensive Current State Assessment Report. Communicate and Share information as Requested MNP will create a project communication plan and will draft up key messages. MNP will request assistance from City stakeholders in order to help share key communication messages. Review and Provide Feedback on Draft Deliverables MNP will request feedback be provided in a timeline manner in order to meet key project deadlines. Key Assumptions and Responsibilities regarding City Staff - 56 - Wherever business takes you 40 Meaningful: Communications contain only the information that is essential to deliver the objective of the message. Open: Communications need to be open and transparent, or we risk missing out on the real objectives. Balanced: There is such a thing as too much communication. We will need to strike the right balance between communicating effectively and reducing productivity. Fundamentals of Communications Quality Assurance Our approach ensures these through: Weekly meetings to review project status and issues Daily “stand-ups” with all project teams during iterative phases to set the tone, review progress, highlight blocking issues All levels of project leadership in the governance model are aligned with a Perth County counterpart to facilitate frequent conversations and touchpoints that ensure all groups remain on the same page MNP assigns a Quality Assurance Partner to all projects They are responsible for the quality of deliverables and the processes used to achieve those deliverables. Our approach focuses on assessing process quality to identify ineffective processes. This approach reduces risk and cost for Perth County by identifying process strengths and weaknesses and facilitating action plans to improve. At a high level, quality assurance includes: Assessments of project plans and charters Compliance reviews Final sign-off on the relative proposed scope, approach, plan, and project resources Periodic reviews of project schedule and progress Risk management Conducting formal quality assurance process (QAP) review sessions Follow-up to ensure the QAP risk mitigation strategies and action items have been executed Review and sign-off on significant deliverables Traditional Methods Steering Committee Meetings MNP will conduct weekly progress reporting across the entire project to ensure all stakeholders have frequent checks on its overall status. A progress report provides a high-level view into the status and health of the project. MNP’s standard progress report includes the following: Summary of activities completed last week Activities planned for next week Risks, Actions, Issues, or Decisions that need to be made for the team to move forward Status check on all major deliverables and activities per project phase Through regularly scheduled Steering Committee meetings we will be able to review the progress made towards each deliverable and received ongoing input and feedback into their development to ensure the final output aligns with the overall strategic goals and vision for the organization. Managing Risk Risk Profiles Managing risk is a critical element of laying the foundation for success in a project. It is integral to identify, assess, and mitigate risk to achieve organizational priorities, goals, and objectives. As part of the project planning and in its delivery, MNP will identify, anticipate, and manage areas of actual and potential risk. Rigorous project management activities will address any challenges encountered Risks and issues will be reported as part of regular status reporting and will be presented with mitigation strategies and owners Within the project manager’s set of duties, a formal Action, Issue, Risk, Change, Decision log will be kept current for effective reporting and health checks The following groupings are used to profile risks: Strategic Stems from poor strategic decisions, substandard decision execution, inadequate resource allocation, or failure to respond to changes in the business environment Financial Leads to potential monetary cost to the organization Operational Associated with inefficiencies in business processes which incur added cost and work effort or may hinder the provision of services Employee Employee behaviours exposing risks which lead to a lack of knowledge management and counterproductive practices Reputational Impact the organization’s image and its critical role within society or with stakeholders. Risks are profiled, evaluated, and assigned an inherent risk rating based on Likelihood and Impact. Perth County will determine their risk appetite and any risks that exceed this will require a mitigation strategy. Progress Reporting Risk ManagementCommunication and Quality Assurance - 57 - Appendices 41- 58 - Wherever business takes you 42Wherever business takes you 42 Appendix B: Form of Submission Full Legal Name of Proponent:MNP Digital Inc. Any other relevant name under which Proponent carries on business N/A Street Address:MNP Tower, Suite 1600, 10235 101 Street NW City, Province/ State:Edmonton, AB Postal Code: T5J 3G1 Phone number:780.451.4406 Fax number:N/A Company Website (if any): https://mnpdigital.ca/ Proponent Contact Name and Title: Wendy Gnenz, Partner Proponent Contact Phone:780.733.8605 Proponent Contact Fax:N/A Email Address:Wendy.Gnenz@mnp.ca 1. Proponent Information Please fill out the following form, naming one person to be the Proponent’s contact for the Request for Proposal process and for any clarifications or communication that might be necessary. 2. Acknowledgement of Non-binding Procurement Process The Proponent acknowledges that the Request for Proposals process will be governed by the terms and conditions of the Request for Proposals, and that, among other things, such terms and conditions confirm that this procurement process does not constitute a formal, legally binding bidding process (and for greater certainty, does not give rise to a Contract A bidding process contract), and that no legal relationship or obligation regarding the procurement of any good or service will be created between the City and the Proponent unless and until the City and the Proponent execute a written agreement for the Deliverables.- 59 - Wherever business takes you 43Wherever business takes you 43 Appendix B: Form of Submission 3. Ability to Provide Deliverables The Proponent has carefully examined the Request for Proposals documents and has a clear and comprehensive knowledge of the Deliverables required. The Proponent represents and warrants its ability to provide the Deliverables in accordance with the requirements of the Request for Proposals for the rates set out in the completed Pricing Form (Appendix C). 4. Non-binding Pricing The Proponent has submitted its pricing in accordance with the instructions in the Request for Proposals and in the Pricing Form (Appendix C). The Proponent confirms that the pricing information provided is accurate. The Proponent acknowledges that any inaccurate misleading or incomplete information, including withdrawn or altered pricing, could adversely impact the acceptance of its proposal or its eligibility for future work. 5. Addenda The Proponent is deemed to have read and accepted all addenda issued by the City prior to the Deadline for Issuing Addenda. The onus is on Proponent to make any necessary amendments to their bid based on the addenda. The Proponent is requested to confirm that it has received all addenda by listing the addenda numbers, or if no addenda were issued by writing the word “None”, on the following line: #1, #2 6. No Prohibited Conduct The Proponent declares that it has not engaged in any conduct prohibited by this Request for Proposals. 7. Conflict of Interest For the purposes of this Request for Proposals, the term “Conflict of Interest” includes, but is not limited to, any situation or circumstance where: (a) in relation to the Request for Proposals process, the Proponent has an unfair advantage or engages in conduct, directly or indirectly, that may give it an unfair advantage, including but not limited to (i) having, or having access to, confidential information of the City in the preparation of its proposal that is not available to other proponents, (ii) communicating with any person with a view to influencing preferred treatment in the Request for Proposals process (including but not limited to the lobbying of decision makers involved in the Request for Proposals process), or (iii) engaging in conduct that compromises, or could be seen to compromise, the integrity of the open and competitive Request for Proposals process or render that process non-competitive or unfair; or (b) in relation to the performance of its contractual obligations under a contract for the Deliverables, the Proponent’s other commitments, relationships or financial interests (i) could, or could be seen to, exercise an improper influence over the objective, unbiased and impartial exercise of its independent judgement, or (ii) could, or could be seen to, compromise, impair or be incompatible with the effective performance of its contractual obligations.- 60 - Wherever business takes you 44Wherever business takes you 44 Appendix B: Form of Submission If the box below is left blank, the Proponent will be deemed to declare that (a) there was no Conflict of Interest in preparing its proposal; and (b) there is no foreseeable Conflict of Interest in performing the contractual obligations contemplated in the Request for Proposals. If the Proponent declares an actual or potential Conflict of Interest by marking the box above, the Proponent must set out below details of the actual or potential Conflict of Interest: 8. Disclosure of Information The Proponent hereby agrees that any information provided in this proposal, even if it is identified as being supplied in confidence, may be disclosed where required by law or by order of a court or tribunal. The Proponent hereby consents to the disclosure, on a confidential basis, of this proposal by the City to the advisers retained by the City to advise or assist with the Request for Proposals process, including with respect to the evaluation this proposal. The Proponent declares that there is an actual or potential Conflict of Interest relating to the preparation of its proposal, and/or the Proponent foresees an actual or potential Conflict of Interest in performing the contractual obligations contemplated in the Request for Proposals. Signature of Witness Name of Witness Vivek Baijal Signature of Proponent Representative Name of Proponent Representative Wendy Gnenz Title of Proponent Representative Partner Date April 08, 2022 I have the authority to bind the Proponent. - 61 - Wherever business takes you As a professional services firm, MNP understands your need to maximize value for the fees that you pay. We strive to keep fees at the lowest possible level consistent with high professional standards and top-quality service. These fees are based on the professionals assigned to the engagement and our commitment to timely and efficient service delivery. Our fees include travel costs. Based on our current understating of your requirements, MNP’s estimated professional fees to conduct this engagement are $159,000. Our fee estimate is presented in Canadian dollars and excludes any applicable taxes. MNP’s Timeline/Milestones for Billing MNP will provide the City with a monthly invoice that reflects milestones achieved as well as progress made towards the completion of project milestones in alignment to the Key Activities and Project Milestones identified in this proposal. 45Wherever business takes you 45 Appendix C: Pricing Form Pricing Table #1: Professional Fees- Principal, 1st, 2nd and 3rd Associate Team Member Proponent to indicate title Estimated Hours Hourly Rate ($) Extended Price Estimated Hourly Rate x Hourly Rate Principal - Anne Harvey Project Manager & Municipal SME 384 $170.00 $65,280 1st – Associate - Lisa Prentiss User Experience SME 200 $170.00 $34,000 2nd Associate - Vivek Baijal GIS/ Asset Management SME 200 $170.00 $34,000 3rd Associate – Kunal Jain Project Analyst 200 $128.60 $25,720 Additional Staff Proponent to Indicate title Hourly Rate 4th Associate – Drew Buhr Cyber Security SME $170 5th Associate – Kim Cable SAP SME $170 We do not want fees to be a barrier preventing our selection as your service partner. If our fee proposal differs significantly from your expectations, we would be pleased to meet with you to reconcile the differences in detail so that fees are not a factor in your decision to engage us for this project.- 62 - Wherever business takes you 46Wherever business takes you 46 Assumptions MNP Team. In addition to the individuals named in the Pricing Table #1, effort will be put in by the Engagement Partner, our SAP SME and our Cyber Security SME. MNP Hours and Price. MNP will deliver this engagement for an all-inclusive price of $159,000 plus taxes. The effort for each of the MNP team members may differ from the hours listed in the pricing form. Designate a Project Authority. The City will designate a Project Authority who will be the main point of contact for MNP and will be responsible for organizing, scheduling and providing access to City resources for this project. Level of Detail.The deliverables we produce will be at a level of detail sufficient to support policy decisions regarding technology directions and a program of technology transformation. The deliverables are not intended to be a software or equipment specification to be used for development, configuration or installation activities. Timeline dependent on availability of City stakeholders.The timeline for the completion of the engagement is dependent on the availability of City and External stakeholders for interviews, workshops and deliverable reviews. If City and External stakeholders are unavailable, project timelines will be adjusted accordingly. Access to Information and Infrastructure.MNP has assumed that the City shall provide, in a timely manner, all supporting information necessary for MNP to perform its responsibilities. This will include reviews of existing systems and processes and documentation. The City will be responsible for leading the identification of external stakeholders and assisting MNP contact them for information. Travel. Travel by the MNP team to the City will be limited to the following: Engagement Partner – 2 trips/3 days on-site; Project Manager/Municipal SME – 2 trips/6days onsite. One of our Project Analysts can be available for on-site work as needed. Interviews and Workshops. MNP has assumed that some of the interviews and workshops will take place remotely via Web conferencing in keeping with the number of on-site visits listed above. Scope Management.MNP will manage the scope of the project closely. We will proactively communicate any perceived issues that may impact the scope of the project through a Scope Change Request form and seek City approval prior to undertaking any further work related to the issue.- 63 - Wherever business takes you 47 Appendix E: References Wherever business takes you Company Name Peterborough County City of Guelph Township of Cavan Monaghan City of Edmonton Company Address 470 Water Street Peterborough ON K9H 3M3 1 Carden Street Guelph ON N1H 3A1 988 County Road 10 Millbrook ON L0A 1G0 1 Sir Winston Churchill Sq Edmonton AB T5J 2R7 Contact Name SHERIDAN GRAHAM Chief Administrative Officer DAVID BOYLE Manager of IT Infrastructure Operations- Corporate Services BRIGID AYOTTE Economic & Community Development Co-ordinator DARYL CROFT Chief Information Officer Contact Telephone Number 705-743-0380 ext. 2500 519-822-1260 ext. 2311 705-932-9339 780-293-8910 Date Work Undertaken February 2020 – June 2020 10 years October 2020 – December 2020 October 2017 to September 2019 Nature of Assignment Service Delivery Review and IT Master Plan PCI Compliancy, Security Assessments and Solutions, Data Roadmap and Data Migration Pilot Website & IT Modernization Review & Plan, Software Procurement SOP & IT Policy Handbook Business Technology Strategy Artifacts •Organizational and Service Delivery Review •IT & GIS Five Year Strategic Plan •Public Works Service Delivery Review •Software Selection Due to the nature of the client agreement, we are unable to share artifacts at this time. •Website and IT Service Delivery and Modernization Review •Smart City Strategy •Open Data Strategy •Edmonton's Digital Action Plan •Business Technology Strategy - 64 - Report to Executive Committee Report Number: CLK 05-22 Date: September 6, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: 2023 Committee and Council Meeting Schedule -File: A-1440 Recommendation: 1.That the 2023 Committee and Council Meeting Schedule appended as Attachment No. 1 to Report CLK 05-22 be approved; and, 2.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. Executive Summary: In accordance with Section 238(2) of the Municipal Act, 2001, S.O 2001, c.25, every municipality shall pass a procedure by-law for governing the calling, place and proceedings of meetings and the procedure by-law shall provide for public notice of meetings. To comply with the provisions of the Municipal Act and Procedure By-law 7926/22, the 2023 Committee and Council Meeting Schedule is presented to Council for approval. Financial Implications: There are no financial implications associated with this Report or the adoption of the 2023 Meeting Schedule. Discussion: In the spirt of openness, transparency and accountability, the adoption and posting of the annual Committee and Council Meeting dates is an important exercise to ensure as much advance notice is provided to the public for upcoming Committee and Council Meetings. Section 04.02 of the Procedure By-law provides for all regular meetings of Council to be held on the fourth Monday of each month at 7:00 pm and if a Council Meeting falls on a public or civic holiday, the Council shall meet at the same hour on the next following day, which is not a public or civic holiday, unless otherwise provided by resolution of the Council. Section 04.05 states the Executive Committee shall meet on the first Monday of each month at 2:00 pm, and the Planning & Development Committee shall meet on the first Monday of each month at 7:00 pm, unless otherwise provided by resolution of the Council. Every effort has been made to adhere to the above noted provisions of the Procedure By-law and any variances or adjustments are due to statutory holidays and/or significant events or -aft;of- Pl(KERJNG - 65 - CLK 05-22 September 6, 2022 Subject: 2023 Committee and Council Meeting Schedule Page 2 dates. In addition to regular Committee and Council meetings, and in coordination with Community Services Staff, a date has been included for the annual Civic Awards Ceremony being May 15, 2023. In coordination with the Director, Finance & Treasurer, budget meeting dates have been scheduled for April 13 and 14, 2023. The last recession was in 2009 and the City’s budget for that year was a recessionary budget that reflected Federal and Provincial grant announcements. By scheduling the budget meeting dates in April, it will enable the City’s 2023 budget to include any and all capital grant announcements which senior levels of government may announce. With the potential review of large scale capital projects for the new Council, this will allow staff to plan accordingly. Education and Training Sessions, In-Camera meetings, and other Special Council meetings are not included in the schedule, however these meetings can be called by the Mayor if required. Statutory holidays have been included on the Meeting Schedule for ease of reference. Once approved by Council, the Meeting Schedule dates will be posted on the City’s Event Calendar and circulated to Members of Council and Staff in accordance with Standard Operating Procedures. Attachments: 1.2023 Committee and Council Meeting Schedule Prepared By: Approved/Endorsed By: Susan Cassel Paul Bigioni City Clerk Director, Corporate Services & City Solicitor Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 66 - S M T W T F S S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 6 7 1 2 3 4 1 2 3 4 1 8 9 10 11 12 13 14 5 6 7 8 9 10 11 5 6 7 8 9 10 11 2 3 4 5 6 7 8 15 16 17 18 19 20 21 12 13 14 15 16 17 18 12 13 14 15 16 17 18 9 10 11 12 13 14 15 22 23 24 25 26 27 28 19 20 21 22 23 24 25 19 20 21 22 23 24 25 16 17 18 19 20 21 22 29 30 31 26 27 28 26 27 28 29 30 31 23 24 25 26 27 28 29 30 S M T W T F S S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 6 1 2 3 1 1 2 3 4 5 7 8 9 10 11 12 13 4 5 6 7 8 9 10 2 3 4 5 6 7 8 6 7 8 9 10 11 12 14 15 16 17 18 19 20 11 12 13 14 15 16 17 9 10 11 12 13 14 15 13 14 15 16 17 18 19 21 22 23 24 25 26 27 18 19 20 21 22 23 24 16 17 18 19 20 21 22 20 21 22 23 24 25 26 28 29 30 31 25 26 27 28 29 30 23 24 25 26 27 28 29 27 28 29 30 31 30 31 S M T W T F S S M T W T F S S M T W T F S S M T W T F S 1 2 1 2 3 4 5 6 7 1 2 3 4 1 2 3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 6 7 8 9 10 11 3 4 5 6 7 8 9 10 11 12 13 14 15 16 15 16 17 18 19 20 21 12 13 14 15 16 17 18 10 11 12 13 14 15 16 17 18 19 20 21 22 23 22 23 24 25 26 27 28 19 20 21 22 23 24 25 17 18 19 20 21 22 23 24 25 26 27 28 29 30 29 30 31 26 27 28 29 30 24 25 26 27 28 29 30 31 Committee Meeting Budget Council Meeting December May June July August Civic Awards Statutory Holidays September October November January February March April 2023 Committee & Council Meeting Schedule Attachment #1 to Report CLK 05-22 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ - I - 67 - Report to Executive Committee Report Number: CLK 06-22 Date: September 6, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: 2022 Municipal Election Update -Information Report -File: A-1440 Recommendation: That Report CLK 06-22 regarding the 2022 Municipal Election, be received for information. Executive Summary: The 2022 Municipal Election will be held on Monday, October 24, 2022. Through By-law #7846/21, Pickering City Council approved the use of Internet Voting and Paper Ballots using Vote Tabulators, as the voting methods for the 2022 Municipal Election. These services are being provided by Dominion Voting Systems as approved through Council Resolution #678/21. This report is provided to update Council and the public on the particulars of the upcoming election including available voting opportunities, information on the designated Voter Assistance Centres and Voting Locations, as well as other pertinent general election information. Financial Implications: Any expenses related to the Election have been included and approved in the 2022 Budget. Discussion: The administration of municipal elections is governed by the Municipal Elections Act (the “Act”) and the municipal clerk, as Returning Officer, is responsible for the administration. Aside from approving the voting method that will be utilized for the election, municipal councils do not approve how the administration of the election is carried out. This information report is intended to provide an update on some facets of the election administration that have occurred to date and as a means to highlight important election information to the public. Voters’ List On September 1, 2022, the Voters’ List for the upcoming municipal election is available and electors may add, amend or remove their information on the Voters’ List up to the close of voting on Election Day. For this year’s Election, several options are available for electors to update their information on the Voters’ List. Electors can access an on-line portal, available on -aft;of- Pl(KERJNG - 68 - CLK 06-22 September 6, 2022 Subject: 2022 Municipal Election Update Page 2 the City’s website, attend a designated Revision Centre, the Clerk’s Office in City Hall, or one of the designated Voter Assistance Centres or Voting Locations during the voting period. In order to be an eligible elector, on Election Day an individual must be: • 18 years of age or older; • a Canadian citizen; • a resident of Pickering (they or their spouse lives, rents or owns property in Pickering); and, • not otherwise prohibited by law from voting. The Voters’ List is an important facet of municipal elections and electors are encouraged to check to ensure their information is included and accurate so that they will receive a Voter Information Package. Voter Information Packages will be delivered to individual, eligible electors in late September/early October, and will contain all the necessary information needed to vote, including the unique Elector ID and Personal Information Number (PIN) required to access the internet voting site. As noted above, there are various ways in which an elector can verify their information on the Voters’ List and, in addition to the online portal available on the City’s website, the following represents the list of available Revision Centres where electors may attend in person: • All Pickering Public Library Branches during regular operating hours until October 14, 2022: • Central Library, One The Esplanade • George Ashe, 470 Kingston Road • Claremont, 4941 Old Brock Road • City Hall, City Clerk’s Office, One The Esplanade, during regular business hours, Monday to Friday, 8:30 am to 4:30 pm. Once the voting period begins, electors will need to visit a designated Voter Assistance Centre or Voting Location to have their information added or corrected on the Voters’ List so that they can receive their Voter Information Package with their internet voting credentials. Voting Period and Voting Methods The voting period for this year’s election will be eight consecutive days beginning at 10:00 am on Monday, October 17, and ending at the close of polls on Election Day, Monday, October 24, 2022 at 8:00 pm. The available voting methods include the use of internet voting for the entire eight day voting period, and the use of paper ballots and vote tabulators on Election Day only. Electors can access the internet voting site on any device and from anywhere they have access to the internet. Electors are encouraged to vote early in the voting period and beat the Election Day rush. For paper ballot voting, a vote anywhere Election is being offered, meaning that electors can attend any designated Voting Location in the City no matter what ward they reside in. - 69 - CLK 06-22 September 6, 2022 Subject: 2022 Municipal Election Update Page 3 The Internet Voting system is compliant with WCAG 2.0 Level AA accessibility standards through the use of standard HTML and JavaScript. Electors can use WCAG compliant screen readers, and ballot navigation via browser-based personal assistive devices, to cast their ballot independently. On Election Day, Assistive Voting Devices will also be offered at all Voting Locations so that electors with disabilities can cast a paper ballot independently. Voter Assistance Centres, Voting Locations, and Special Voting Locations Section 43 of the Act states that the Clerk shall establish the number and location of voting places, and the hours which the voting places shall be open. Section 45(1) of the Act further states the clerk shall establish the number and location of voting places for an election as he or she considers most convenient for the electors. During the first seven days of the voting period, Voter Assistance Centres will be available at the following locations to assist voters who may not have access to the internet, require assistance with the use of internet voting, did not receive a Voter Information Package, or who need to add or amend their information on the Voters’ List. The following locations will be available at the dates and times noted to assist electors with the internet voting process: Locations: • Chestnut Hill Developments Recreation Complex, 1867 Valley Farm Road • Dr. Nelson F. Tomlinson Community Centre, 4941 Old Brock Road • East Shore Community Centre, 910 Liverpool Road South • George Ashe Library & Community Centre, 470 Kingston Road West • Whitevale Community Centre, 405 Whitevale Road (Open on Oct. 17-18th and Oct. 23- 24th only) Days and Hours of Operation: • October 17 to October 21 – 1:30 pm to 7:30 pm • October 22 to October 23 – 10:30 am to 5:30 pm • October 24 (Election Day) – 10:00 am to 8:00 pm. On Election Day, all Voter Assistance Centres will be expanded into Voting Locations where both paper ballots, using vote tabulators, and internet voting will be available. In addition to the list of Voter Assistance Centres noted above, a sixth location at St. Mary Catholic Secondary School, located at 1918 Whites Road, will be available on Election Day only from 10:00 am to 8:00 pm. In accordance with the Act, special voting locations have also been established. Section 45(7) of the Act requires that a voting place be held on Election Day at an institution where 20 or more beds are occupied by persons who are disabled, chronically ill or infirm, and a retirement home where more than 50 beds are occupied. Special voting locations were determined utilizing the definitions under the Long Term Care Act, and Retirement Homes Act, as well as the property code definitions provided by the Municipal Property Assessment Corporation (MPAC). The following represents the list of - 70 - CLK 06-22 September 6, 2022 Subject: 2022 Municipal Election Update Page 4 special voting locations that will be held on Election Day for the residents of those facilities only: •Abbeylawn Manor •Amica Pickering •Chartwell Pickering City Centre •Livita Parkway Retirement Residence •Orchard Villa Retirement Residence and Long Term Care Home •Revera Bay Ridges •V!VA Pickering Retirement Community Communication of Election Information Over the past several months, the Clerk’s Elections Team has undertaken an extensive communication plan to inform electors of key election information. Dedicated election webpages have been created on the City’s website and continue to be updated as the election planning progresses. Clerk’s staff have also been regularly attending the Farmer’s Market to educate electors on the voting methods, voting opportunities, verifying their information on the Voters’ List, recruitment of election officials and nomination of candidates. An election information brochure was also created and mailed to each household in the City to educate and inform the electorate on the upcoming election process. With the closing of nominations on Friday, August 19, 2022 at 2:00 pm, a complete list of certified candidates is posted on the City’s “Who’s Running” Election Webpage. Additional election messaging has been delivered through the City’s social media channels, digital signs, curbex signs, and the local newspaper. All the information contained in this report pertaining to the locations, dates, and times that Revision Centres, Voter Assistance Centres, and Voting Locations are available, is included on the City’s website at www.pickering.ca/PickeringVotes. A dedicated voter help-line has been established to address election related inquires. The help-line is currently available Monday to Friday, from 8:30 am to 4:30 pm, and these hours will be expanded during the voting period. The election help-line phone number is 905.420.4660 Ext. 8683 (VOTE). The Clerk’s Election Team continues to work toward the opening of the voting period and are focused on the recruitment and training of approximately 100 election officials, robust logic and accuracy testing of all voting equipment, keeping electors and candidates informed on all election related matters, and working with Dominion Voting to meet legislated and administrative deadlines for the project. A post-election report will be provided to Council which will include an overview of the 2022 Election and any areas that may be improved upon for future elections. - 71 - CLK 06-22 September 6, 2022 Subject: 2022 Municipal Election Update Page 5 Attachments: 1.Not applicable Prepared By: Approved/Endorsed By: Susan Cassel Paul Bigioni City Clerk Director, Corporate Services & City Solicitor Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 72 - Report to Executive Committee Report Number: CS 19-22 Date: September 6, 2022 From: Sarah Douglas-Murray Director, Community Services Subject: Community Safety and Well-Being Plan -Update -File: A-1440-001 Recommendation: 1.That Report CS 19-22 regarding the update on the Community Safety and Well-Being Plan, be received for information; 2.That the appropriate officials of the City of Pickering be authorized to take necessary actions as indicated in this report. Executive Summary: As per the Safer Ontario Act, 2018, S.O. 2018, c. 3 – Bill 175, the Community Safety and Well-Being Plan (CSWB Plan) came into enactment in the current Police Services Act, R.S.O. 1990, c.p15. Following an extension due to COVID-19, all municipalities (except lower tier) were to create and by resolution adopt a CSWB Plan by July 1, 2021. In two tier municipalities, such as the Region of Durham, it is the responsibility of the upper tier to develop and implement the Plan, through the creation of measurable goals and objectives. Lower tier municipalities play an instrumental role to facilitate those efforts. On February 25, 2019, Community Services staff were directed by Council to begin work on development of a CSWB Plan, as per Resolution #43/19. The City’s plan will identify strategies to support and help implement the Region’s CSWB and other locally identified issues. In September 2020, through Report CS 28-20, staff provided Council with an update on the CSWB Plan advising that progress at both the Regional and City level were unfortunately impacted by COVID-19. Again, in June 2021, through Report CS 25-21, staff provided Council with an update on the CSWB Plan advising that the Region of Durham had requested an extension to the July 1, 2021 deadline and that the request was denied. In order to meet the deadline, the Region of Durham submitted an interim submission in June of 2021 and continued work on the CSWB Plan throughout the summer and fall of 2021. In November 2021, the Region of Durham Council endorsed the Durham Region CSWB Plan (as set out in Attachment 1). The purpose of this report is to provide Council with an update on the progress, with respect to CSWB, and the work planned for the next six months. Financial Implications: The development and implementation of the City’s CSWB Plan will be significantly supported by the purchase of a membership to the Canadian Municipal - 73 - CS 19-22 September 6, 2022 Subject: Community Safety and Well-Being Page 2 Network on Crime Prevention, at a cost of $1,000 for 2022. The cost of membership is based on population and charged to account 10205.502250. The development and implementation of the Community Safety and Well-Being Plan will be supported, in part, by a Community Safety and Well-Being Coordinator position which has been approved by Council in the 2022 Current Budget with a start date in September 2022. Discussion: Community Safety and Well-Being (CSWB) describes a place where everyone feels safe, has a sense of belonging, where individuals and families can meet their needs for education, health care, food, housing, income, as well as social and cultural expression. The Region of Durham has now released its final CSWB Plan, which includes the three main components required by provincial legislation – identifying priority risk factors, identifying strategies to reduce risk factors, and setting measureable outcomes. The goal of the CSWB Plan is to get the right services to the right people at the right time at the lowest cost, meaning the most efficient way. Since the adoption of the Durham Region CSWB Plan, the City of Pickering has been involved in a number of initiatives in order to support the Regional Plan, as well as working on individual goals for the City of Pickering. The first step in the implementation of the Regional CSWB Plan was to identify the priority risk factors which include mental health, substance use, homelessness and basic needs, criminal involvement, victimization, social isolation and experiences of racism. The Regional CSWB Implementation Plan for 2022 is in place to roll out and work with municipalities on tasks including, creating a CSWB Plan Secretariat, hosting the Greater Toronto and Hamilton Area (GTHA) Community Safety Symposium, transition from planning to implementation, assemble working groups, establish a Citizen’s Advisory Table, experiences of racism and intersection with the Diversity Equity and Inclusion Office, expand searchable program and strategy catalogue, and build future phases for implementation. It is with the direction of the Region within the Municipal Working Group that Pickering will continue to be part of the Regional CSWB Plan and be positioned to work within our own municipality on areas of current concern and those which may arise in the future. The following highlights have taken place over the past six months by City of Pickering staff: •Attendance of Pickering’s Manager, Recreation Services at Municipal Working Group meetings; •Appointment of Pickering’s Manager, Recreation Services to Regional Steering Committee as Municipal Representative for the remainder of 2022;Ongoing work and submission to the Regional – Searchable Program Strategy – Database which will have each municipality submit information; •Ongoing work to develop the City of Pickering program database; •Participation in the GTHA Symposium on CSWB held on June 10, 2022; •Creation of Job Description for Coordinator, CSWB with hiring planned for September 2022; - 74 - CS 19-22 September 6, 2022 Subject: Community Safety and Well-Being Page 3 •Development of new internal City of Pickering staff procedure for dealing with vulnerable population; •Worked with the Region in Winter 2022 on a new overnight warming centre at East Shore Community Centre for extreme cold weather conditions; •Continued work with community organizations including DARS, Region of Durham street team, CAREA and Christian Faith Outreach Centre; and, •Ongoing staff attendance at Canadian Municipal Network on Crime Prevention – education and sessional offerings. The City’s work plan for the next six months includes: •Hiring of the Coordinator, CSWB (September 2022); •Attend ongoing meetings with the Municipal Working Group – next meeting set for October 2022; •Attend ongoing meetings with the Regional Steering Committee – next meeting set for October 2022; •Develop City of Pickering CSWB Working Committee – to be comprised of the Office of the CAO, Public Affairs & Corporate Communications, Community Services, Operations, Information Technology, By-Law, Fire Protection and the Central Library. DRPS will be requested to join the committee to assist with ongoing work specific to the City of Pickering; •Ongoing work on Regional Searchable Program and Strategy Database; •Ongoing work on City of Pickering Programs and Catalogue (to submit to City website and to provide to the Region); •Attend ongoing training and education opportunities with Canadian Municipal Network on crime prevention; and, •Develop and implement the City of Pickering CSWB Plan to align with the Regional Plan, subject to Council’s approval. Attachment: 1.Durham Region Community Safety and Well-Being Plan Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Sharon Milton Manager, Recreation Services Sarah Douglas-Murray Director, Community Services SDM:sm - 75 - CS 19-22 September 6, 2022 Subject: Community Safety and Well-Being Page 4 Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 76 - Attachment #1 to Report CS 19-22 If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2666 The Regional Municipality of Durham Report To: The Committee of the Whole From: Commissioner of Planning and Economic Development and Commissioner of Social Services Report: #2021-COW-29 Date: November 10, 2021 Subject: Durham Region Community Safety and Well-Being (CSWB) Plan - Final Submission Recommendations: That the Committee of the Whole recommends to Regional Council: A)That Council endorse Attachment 1 as the Region of Durham’s Community Safety and Well-Being Plan; B)That this report be submitted to the Solicitor General of Ontario as the Region’s final submission of the CSWB Plan; C)That the Regional CAO be authorized to appoint a new interim Manager to lead the creation of the CSWB Plan Secretariat and commence the recommended Year One Implementation Plan; D)That the Regional Chair and Regional CAO continue to advocate for CSWB Plan implementation funding from all levels of government; and E)That a copy of this report be sent to Durham MPs and MPPs, Area Municipalities, Durham Regional Police Service, and the CSWB Plan Steering Committee. - 77 - Report #2021-COW-29 Page 2 of 9 Report: 1.Purpose 1.1 The purpose of this report is to recommend that Regional Council endorse Durham’s Community Safety and Well-Being (CSWB) Plan contained in Attachment 1. 1.2 Once endorsed by Regional Council, the CSWB Plan will be forwarded to the Solicitor General of Ontario in fulfilment of the Provincial final submission requirements. 2. Background 2.1 In January of 2019, legislative amendments to the Police Services Act mandated communities across the province develop a Community Safety and Well-Being (CSWB) Plan. The province describes community safety and well-being as a place where everyone feels safe, has a sense of belonging, where individuals and families can meet their needs for education, health care, food, housing, income, as well as social and cultural expression. 2.2 It is the responsibility of the Region of Durham to develop the CSWB Plan. The original legislated deadline for CSWB Plan completion was January 1, 2021. Shortly after the COVID-19 provincial emergency was declared, the CSWB Plan deadline was suspended by the Province and the Region’s work on the project slowed considerably to manage the demands of the pandemic. 2.3 On December 24, 2020, the Province announced a new CSWB Plan deadline of July 1, 2021. Given the ongoing demands of the COVID-19 pandemic facing the Region and its CSWB Plan stakeholders, it was not possible to deliver a final Plan by the deadline. For this reason, the Region of Durham made an Interim submission by the provincial deadline (#2021-COW-11). 2.4 Regional staff remained focused on completing a plan that will capably serve the community while meeting legislative requirements, relying on the relationships that have been carefully cultivated. Following additional community engagement in 2021, the Region has completed its final CSWB Plan submission (Attachment 1). 3. CSWB Plan 3.1 The CSWB Plan creates a foundational human services plan and framework for the shared responsibility of community safety and well-being. It intentionally aligns existing plans and bodies of work for the purpose of avoiding duplication, sharing best practices, and realizing efficiencies. - 78 - Report #2021-COW-29 Page 3 of 9 3.2 The CSWB Plan acknowledges this work must extend beyond the system of policing to address complex social issues that often contribute to crime and poor health. The planning framework focuses on improving early interventions and preventative services, as the key to diversion from acute care, deep poverty, and punitive justice. This Plan offers meaningful direction in getting the right services, to the right people, at the right time, at the lowest cost (most efficient). 4. Previous Reports and Decisions 4.1 The preparation of the CSWB Plan reflects a concerted effort by a large group of individuals. The following reports document the process: Report 2019-COW-15, Report 2019-SS-17, Report 2021-INFO-16, Report 2021-COW-11, Report 2021-INFO-79 and durham.ca/cswbplan. 5. Overview of the Durham Region Community Safety and Well-Being Plan 5.1 Priority Risk Factors – A key legislative requirement of the CSWB Plan is the identification of priority risk factors. Based on the analysis of data, feedback from stakeholders and community engagement, the CSWB Plan identifies the following priority risk factors: • Mental Health • Substance Use • Homelessness and Basic Needs • Criminal Involvement • Victimization • Social Isolation • Experiences of Racism 5.2 Priority Risk Factor Action Items – The CSWB Plan contains action items for each of the priority risk factors. These action items were informed by community engagement in 2021 and will act as a starting point for consideration by the Steering Committee and working groups as they develop work plans and establish priorities during implementation. 5.3 Each priority risk factor will have a working group comprised of subject matter experts. These working groups will establish terms of reference, work plans and evaluation metrics. - 79 - Report #2021-COW-29 Page 4 of 9 5.4 Foundational Action Items – In addition to the action items that are specific to each risk factor, the CSWB Plan contains a number of action items that are critical to the success of the Plan’s implementation. The following action items are the result of feedback collected through the numerous engagement sessions held throughout the development of the Plan: a. Create a CSWB Plan Secretariat: The CSWB Plan requires secretariat support to provide key functions to lead, sustain, grow, coordinate, and operationalize the work of the CSWB Plan. To ensure an uninterrupted approach, this report recommends the CAO appoint a new interim manager to lead the development of the Secretariat and the Year One Implementation Plan. The creation of this Secretariat is essential for progress to be made on the action items. b. Establish a Citizen Advisory Table: A Citizen Advisory Table will ensure the CSWB Plan implementation is informed by the voices of residents with lived experience. c. Launch the CSWB Plan Information Hub: The Hub exceeds legislative requirements and was developed in response to community consultations. The Hub will contribute to demonstrating a level of community maturity that investors, talent, and funders require, and strengthens the relationship within the business community. The Hub will continue to grow with the support of the CSWB Plan Secretariat and includes the following: • Interactive map of community amenities and services in Durham • Custom searchable catalogue of Regional programs and strategies • A link to Durham 211 • Custom data dashboard for performance measurement and information sharing, with connections to the Regional Strategic Plan d. Year One Implementation Plan: The Implementation Plan (included as part of Attachment 1) is a first step toward realizing the objectives laid out in the CSWB Plan, as identified by the community. It includes specific action items for year one following the creation of the Secretariat, availability of resources, and public health and social service priorities. 6. Continuous Reporting 6.1 Durham’s CSWB Plan establishes a collaborative framework for integrated service delivery, working with community partners to encourage an upstream approach. Starting in 2023, the CSWB Plan Secretariat will report to Council annually and post those - 80 - Report #2021-COW-29 Page 5 of 9 reports on the CSWB Plan Information Hub. Review of this Plan will be tied to the Region of Durham Strategic Plan and reviewed in 2024, creating alignment and efficient use of resources. 6.2 The function of the Citizen Advisory Table is to ensure that the voices of residents inform the continuous improvement process. This will serve as one of many checks and balances. 6.3 Each priority risk factor working group will develop terms of reference that include a continuous improvement process. A function of the Secretariat will be to ensure consistency and accountability across working groups. 7. Implementation 7.1 The CSWB Plan is a living document, designed to be responsive and flexible to community needs. It will be reviewed and updated throughout implementation, as the Steering Committee and working groups continue to receive feedback and recommendations from community partners and stakeholders. 7.2 The work of the CSWB Plan, specifically the action items, is supported through an implementation plan which will guide the work of the Secretariat and act as a measurable, outcome-based reporting tool. All stakeholders, led by the Region and DRPS, will continue to work together. 8. Financial Implications 8.1 The CSWB Plan is positioned to be a premier human services planning document for the Region of Durham and requires an investment consistent with our comparator Regions across the province. This is critical as communities begin to see the impacts of the wind down of provincial pandemic relief funding and programs, despite the continued need for these services. 8.2 Supporting the implementation of this Plan is critical to community development. Although all efforts will be made to advocate for additional funding, the Region has a responsibility to invest in and support this work. The CSWB Plan is built on a foundation of carefully cultivated relationships and a disruption at this phase would result in lost credibility and momentum with our community partners, stakeholders and residents. 8.3 The work of the Secretariat will focus on developing upstream solutions and a network for coordination across sectors. This investment will provide the necessary resources to - 81 - Report #2021-COW-29 Page 6 of 9 target the identified priority risk factors, which includes acute issues in downtown Oshawa and other communities. 8.4 The creation of the Secretariat will be included in the 2022 Regional Business Planning and Budget process. The request will include up to four staff, including: a manager, policy advisor, policy analyst, and program assistant. These positions will report to the Director of Diversity, Equity and Inclusion, in the Office of the Chief Administrative Officer. This positioning within the organization will allow the Secretariat to advance interdepartmental and cross-sectoral work as a demonstrated corporate priority. Appendix A provides an illustration of the proposed CSWB Plan implementation structure, including the role of the Secretariat. 8.5 Next steps will also involve continued coordination with DRPS to assess opportunities for involvement in the Secretariat and ongoing implementation. 9. Relationship to Strategic Plan 9.1 The Community Safety and Well-Being Plan is aligned with the following objectives found in the Region of Durham 2020 -2024 Strategic Plan: a.Under Goal 2: Community Vitality Objective: To foster an exceptional quality of life with services that contribute to strong neighbourhoods, vibrant and diverse communities, and influence our safety and well-being: •2.1 Revitalize existing neighbourhoods and build complete communities that are walkable, well-connected, and have a mix of attainable housing; •2.2 Enhance community safety and well-being; •2.3 Influence the social determinants of health to improve outcomes for vulnerable populations; •2.4 Support a high quality of life for all through human services delivery; •2.5 Build a healthy, inclusive, age-friendly community where everyone feels a sense of belonging b.Under Goal 3: Economic Prosperity Objective: To build a strong and resilient economy that maximizes opportunities for business and employment growth, innovation, and partnership: •3.1 Position Durham Region as the location of choice for business; - 82 - Report #2021-COW-29 Page 7 of 9 c.Under Goal 4: Social Investment Objective: To ensure a range of programs, services and supports are available and accessible to those in need, so that no individual is left behind: •4.1 Revitalize community housing and improve housing choice, affordability, and sustainability; •4.2 Build awareness and community capacity to address poverty; •4.3 Demonstrate leadership in poverty prevention; •4.4 Expand access to existing life stabilization programs d.Under Goal 5: Service Excellence Objective: To provide exceptional value to Durham taxpayers through responsive, effective, and fiscally sustainable service delivery: •5.1 Optimize resources and partnerships to deliver exceptional quality services and value 10.Conclusion 10.1 The CSWB Plan is an important step toward the development of an integrated, multi- sectoral collaborative approach to community safety and well-being in Durham Region. This Plan will remain a living document, committed to evolving in response to the realities and challenges facing the community. 10.2 The CSWB Plan creates a formal framework to convene system and sector leaders to share, plan, and strategize together. This includes the involvement of persons with lived experience and the not-for-profit community, which is vital to community safety and well- being. This Plan offers meaningful direction in getting the right services, to the right people, at the right time. 11.Attachments Attachment #1: Region of Durham’s Community Safety and Well-Being Plan Respectfully submitted, Original signed by Stella Danos-Papaconstantinou Commissioner of Social Services - 83 - Report #2021-COW-29 Page 8 of 9 Original signed by Brian Bridgeman, MCIP, RPP Commissioner of Planning and Economic Development Recommended for Presentation to Committee Original signed by Elaine C. Baxter-Trahair Chief Administrative Officer - 84 - Report #2021-COW-29 Page 9 of 9 Appendix A provides an illustration of the proposed CSWB Plan implementation structure, including the role of the Secretariat. A Steering Committee of system leaders from across the Region will provide advice and guidance to the Secretariat. The Secretariat will act as the backbone to implementation. The Secretariat will receive information from the Steering Committee, Data Sub-Committee and DRPS Risk-Tracking Database. Working groups for each of the priority risk factors will be established. They could consist of representatives from area municipalities, service providers, residents with lived experience, and local not-for-profits. The Secretariat will oversee the Working groups, including the development of Terms of Reference, action plans and evaluation metrics for each group. - 85 - Mental Health Substance Use Criminal Involvement Social Isolation Victimization Homelessness and Basic Needs Experiences of Racism Attachment #1 Community Safety and Well-Being Plan November, 2021 - 86 - Table of Contents Page 3 - CSWB Plan Land Acknowledgment Page 4 - Message from Regional Municipality of Durham CAO and CSWB Plan Steering Committee Chair, Elaine Baxter-Trahair Page 5 - Chair Message Page 6 - Message from Durham Regional Chief of Police, Todd Rollauer Page 7 - Testimonials Page 8 - CSWB Plan Purpose *>}in‡ i˜iwÌÃœvCSWB Plan Page 9 - CSWB Plan Framework Page 10 - Impact of COVID-19 Page 10 - Durham Region: Community Overview Page 12 - Priority Risk Factors Page 17 - Durham’s Approach to Plan Development Page 20 - Community Engagement Page 22 - CSWB Plan Action Items Page 27 - Continuous Improvement and Reporting Page 27 - Next Steps & Implementation Page 29 - Appendix A Page 30 - Year One (2022): Activities Page 32 - Appendix B Page 37 - Appendix C 2 - 87 - - CSWB Plan Land Acknowledgment The Region of Durham is located on land which has long served as a site of meeting and exchange among the Mississauga Peoples and is the traditional and treaty territory of the Mississaugas of Scugog Island First Nation. We honour, recognize, and respect this nation and all Indigenous Peoples as the traditional stewards of the lands and waters on which we have the privilege to live. We must acknowledge the perpetuated discrimination, numerous health crises, and the uncovering of the remains of Indigenous children and unmarked graves at Residential schools across our country, that were highlighted during the development of Durham’s Community Safety and Well-Being Plan. Indigenous worldviews demonstrate the importance of community members taking care of one another and building community through shared environment, tradition, and knowledge. We understand that Western colonization, including policies, practices, and discriminatory laws, has devalued traditional Indigenous communities and we recognize the long standing impacts this has had on Indigenous peoples. Locally, we are committed to engaging and nurturing the relationship with Indigenous community members through building trust, reciprocity, and respect. We are committed to joining in the healing by connecting the past to the present and the future. Miigwech/ Nia:wen/ Marsi/ Thank you 3 - 88 - - Message from Regional Municipality of Durham CAO and CSWB Plan Steering Committee Chair, Elaine Baxter-Trahair As the CAO of the Regional Municipality of Durham, it ˆÃ“Þ«i>ÃÕÀi̜ˆ˜ÌÀœ`ÕVi̅i,i}ˆœ˜½ÃwÀÃÌ œ““Õ˜ˆÌÞ Safety and Well-Being Plan. Durham is one of the fastest growing communities in Ontario. This Plan will serve to connect local plans and strategies, communities, people, and efforts across jurisdictions and community partners. Safety and well being are the cornerstones upon which healthy, vibrant, prosperous communities are built. The COVID-19 pandemic has taught us the critical importance of community health, the impacts of income disparity, and the importance of all sectors working together to achieve common goals. Guided by the spirit of a traditional African proverb, “If you want to go fast, go alone. If you want to go far, go together”, the strength of this plan rests with the depths of its partnerships, strong leaders, and vibrant communities. ÕÀ…>“ˆÃÃiÀÛi`LÞÀiȏˆi˜Ì˜œÌ‡vœÀ‡«ÀœwÌÃ]ÃiÀۈVi providers and businesses that have come together to look beyond the horizon and see the opportunities collaboration can bring to the people who call Durham home. I invite you to see yourself in this plan. 4 - 89 - CSWB Plan Message from Regional Chair John Henry On behalf of Durham Regional Council, I am proud ̜ˆ˜ÌÀœ`ÕViœÕÀwÀÃÌ œ““Õ˜ˆÌÞ->viÌÞ>˜`7i‡ Being Plan. This plan serves as a call to action for Durham Region—a call for our leaders to work together in harmony and to champion the initiatives that will drive true change in our communities. We strive to be a caring place where every person can live a life of dignity, and every community reaches its potential. We remain focused on improving the life of people and businesses in Durham through everyday services, supporting public health and a clean environment, and working in partnership with the Durham Regional Police Service to create even safer communities. This plan aims to improve more than just safety. It envisions a Durham where everyone feels not only safe, but also has a sense of belonging. A Durham where individuals and families’ needs are met for education, health care, food, housing, income, as well as social and cultural expression. This plan envisions a Durham that is the best place in Ontario to live, work and raise a family. I look forward to the work ahead, laid out in this plan, that will steer us toward this vision of a better Durham for all. 5 - 90 - Message from Durham Regional Chief of Police, Todd Rollauer On behalf of the dedicated members of the Durham Regional Police Service (DRPS), we commend Durham Regional Council for adopting the Community Safety >˜`7i‡ iˆ˜}­ -7 ®*>˜° ÛiÀÞ`>Þ]œÕÀœvwViÀà put their own safety at risk to make our community a safe place to live, work and play. And every day, they appreciate that they are not alone in their mission. Durham is richly endowed with many other highly capable partner agencies and organizations dedicated to addressing the underlying social challenges which all too often manifest in crime statistics; organizations ܈̅iÝ«iÀ̈Ãiˆ˜̅i«ÀˆœÀˆÌÞÀˆÃŽv>V̜ÀÈ`i˜Ìˆwi`ˆ˜̅ˆÃ plan. As critical as law enforcement is to the welfare of our citizens, we have long realized that community safety requires a coordinated and sustained effort involving «œˆVi>˜`œÌ…iÀwÀÃÌÀi뜘`iÀÃ]ÜVˆ>ÃiÀۈVi agencies, healthcare professionals, educators and the many other community resources dedicated to keeping Durham residents healthy and safe. Our police service currently partners with many of these community organizations on projects and initiatives, including Durham Connect, DRPS Mental Health Response Unit, and De-Escalation Training. We are constantly looking for ways to improve our community police services and the outcomes for all residents. We believe the CSWB Plan is an opportunity to create even better coordination, communication and collaboration among the police and all of our partner agencies. Only by working together will we succeed in our common mission to ensure Durham remains a safe, healthy and welcoming community for all residents. 6 - 91 - Testimonials Testimonial from Stakeholder The Durham Community Safety and Well-Being Plan is a great opportunity to align service systems toward common priorities which will serve residents in more intentional and effective ways. Collaborations are key to successful communities and critical to achieving the objectives of the Community Safety and Well-Being Plan. Paul McGary, MSW, RSW Senior Director, Mental Health and Addictions - Pinewood Centre Lakeridge Health Testimonial from Community Leader /…i˜œ˜‡«ÀœwÌ>˜`V…>ÀˆÌ>LiÃiV̜ÀVœ˜ÌÀˆLÕÌiÃfÈxLˆˆœ˜­ ®̜"˜Ì>Àˆœ½Ã *]“œÀi ̅>˜̅iVœ˜ÃÌÀÕV̈œ˜­fxä ®]i˜iÀ}Þ­f£x ®>˜`>}ÀˆVՏÌÕÀi­f£ä ®ÃiV̜Àð7iŽ˜œÜ our sector is critical to ensuring community health, prosperity, and vitality. Together, and in collaboration with our partners involved in the Durham Region Community Safety and Well-Being Plan, we can successfully achieve our common goals and values. Vivian Curl Executive Director, Durham Community Foundation 7 - 92 - 1. CSWB Plan Purpose ˜>˜Õ>ÀÞÓ䣙]V…>˜}iÃ̜̅i*œˆVi-iÀۈViÃƂVÌ“>˜`>Ìi`Vœ““Õ˜ˆÌˆiÃ>VÀœÃÃ̅i«ÀœÛˆ˜Vi̜`iÛiœ« Community Safety and Well-Being (CSWB) Plan. The province describes community safety and well-being as a place where everyone feels safe, has a sense of belonging, and where individuals and families can meet their needs for education, health care, food, housing, income, as well as social and cultural expression. Following a thorough process of community engagement, the Region of Durham’s CSWB Plan includes the following: • `i˜ÌˆwV>̈œ˜œv«ÀˆœÀˆÌÞÀˆÃŽv>V̜ÀÃ1 • `i˜ÌˆwV>̈œ˜œv«Àœ}À>“Ã]ÃÌÀ>Ìi}ˆiÃ]>˜`Lœ`ˆiÃ̜>``ÀiÃÃ̅œÃi«ÀˆœÀˆÌÞÀˆÃŽv>V̜Àà • Measurable outcomes to track the effectiveness of the CSWB Plan • Presentation of action items and a short-term implementation plan ÌŜՏ`Li˜œÌi`>Ì̅iœÕÌÃiÌ̅>Ì>-iVÀiÌ>Àˆ>Ì]̜LiVÀi>Ìi`ˆ˜ÓäÓÓ]܈LiiÃÌ>LˆÃ…i`̜}Ո`i̅i ongoing implementation of the CSWB Plan. Immediately following endorsement of this Plan by Regional Council, it will be forwarded to the Ministry of the Solicitor General. Ó° i˜iwÌÃœv -7 *>˜ No one organization or sector can have total responsibility for community safety and well-being. Building robust community capacity to ensure residents have access to the right services at the right time is the responsibility of all sectors. The CSWB Plan provides an opportunity to intentionally align existing relationships, plans, and strategies at the regional, area municipal, and community level to make the best use of resources, avoid duplication, learn best practices, and facilitate effective cross-sectoral collaboration. ,iÈ`i˜ÌÃ]œÀ}>˜ˆâ>̈œ˜Ã]ˆ˜Ã̈ÌṎœ˜Ã]>˜`“Õ˜ˆVˆ«>«>À̘iÀȘ̅i,i}ˆœ˜œv ÕÀ…>“܈Li˜iwÌvÀœ“ the CSWB Plan. The CSWB Plan will serve as an umbrella document creating the opportunity for plans and strategies at the regional, municipal, and community levels to align. The CSWB Plan creates a formal framework to convene system and sector leaders to share, plan, and strategize together. This includes the ˆ˜ÛœÛi“i˜Ìœv«iÀܘÃ܈̅ˆÛi`iÝ«iÀˆi˜Vi>˜`̅i˜œÌ‡vœÀ‡«ÀœwÌVœ““Õ˜ˆÌÞ]܅ˆV…ˆÃۈÌ>̜Vœ““Õ˜ˆÌÞ safety and well-being. 1Risk factors: negative characteristics or conditions in individuals, families, communities or society that may increase social disorder, crime or fear of crime, or the likelihood of harms or victimization to persons or property. 8 - 93 - 3.CSWB Plan Framework The CSWB Plan calls upon different sectors, institutions, and service delivery agents, to share in the collective responsibility of creating the type of community we want to live in. The CSWB Plan acknowledges this work must extend beyond the system of policing to address complex social issues that often contribute to crime and poor health. Figure 1.1 demonstrates how the planning framework focuses on improving early interventions and upstream services, as the key to shifting away from acute care and punitive action. The intention is to offer residents the right services at the right time. Figure 1.1 Ris k I n t e rventio n S o c i a l D e v elopment Incident Response P r e v e ntion Critical and non-critical incident response Mitigating situation of elevated risk Proactively reducing identified risks Promoting and maintaining community safety and well-being Figure 1.1 illustrates that by using community-based planning, such as a CSWB Plan, many of the crises and incidents that occur, could potentially be avoided or reduced, if collaborative social interventions addressed the originating issue. These rings show the interconnectedness of community challenges and the importance of addressing issues across all four levels in the service spectrum. The focus and efforts of the CSWB Plan rest primarily in the social development and prevention rings, promoting alignment and integration of services. This approach utilizes critical community services, such as emergency responders, in a more effective and intentional manner. It also provides system users with more information about what is available and more control over their options. 9 - 94 - - 4.Impact of COVID-19 A CSWB Plan provides the framework for communities to collectively respond to emerging issues, allocate resources, and leverage best practices. COVID-19 revealed new vulnerabilities in the community and as a result, new partnerships and bodies of work were developed to address community need. Intelligence gathered from the pandemic helped inform the CSWB Plan, demonstrating the advantages of being able to swiftly pivot to react to an ever evolving reality. The impacts of the pandemic are still being understood and will continue to be considered throughout the implementation of this Plan. 5.Durham Region: Community Overview Durham Region is a great place to live, work, and build a life. As the eastern anchor to the Greater Toronto Area, Durham œvviÀëÀˆ“i>VViÃÃ̜>Vœ˜ÃՓiÀ“>ÀŽiÌœv“œÀi̅>˜wÛi million people. The broader region provides a wide range of programs and services to a growing, and increasingly diverse community of residents, businesses, and visitors. /œ`>Þ]̅iÀi}ˆœ˜ˆÃ…œ“i̜œÛiÀÇää]äää«iœ«i°ƂÃŜܘ in Figure 1.2, Durham is comprised of eight area municipalities >˜`LÞ̅iÞi>ÀÓäx£]̅i«œ«Õ>̈œ˜ˆÃvœÀiV>ÃÌ̜ˆ˜VÀi>Ãi ̜£°Î“ˆˆœ˜«iœ«i]܈̅œÛiÀ{Èä]ää䍜LðƂà ÕÀ…>“ continues to grow, the importance of maintaining high levels of safety and well-being is a top priority. Durham Region is performing well against many indicators of safety and well-being. However, we know there are areas for improvement, requiring targeted, collaborative, and intentional solutions. Oshawa Clarington Whitby Ajax Pickering Scugog Brock Uxbridge Figure 1.2 10 - 95 - To fully understand the main issues facing the region, several key indicators and data sets were assessed to identify priority risk factors. Figure 1.3 displays some of these data points. of Durham Region students seriously considered attempting suicide, representing approximately 4,000 students (2017) low-income applicants were on the Durham Access to Social Housing (DASH) wait list (2019) of violent crimes were domestic-related (2020) of mental health related calls to Police resulted in apprehension (2020) visits to the emergency room for opioid poisonings (2020), tripled from 231 in 2015 15% 7,506 31% 54% 666 of adults 18+ worried about their 76% own or household members’ mental health (2020) of adults who rated sense of 47% belonging as somewhat weak or very weak (2020) Examples of Risk Factors In Durham 22% 8.2 of households reported any level of food insecurity (2020) years is the average wait time on the DASH wait list for non-senior singles without priority status (2019) 11 Figure 1.3 - 96 - 6. Priority Risk Factors Based on the analysis of data, feedback from stakeholders, and community engagement outlined in Section 8 of the Plan. ˆ}ÕÀi£°{œÕ̏ˆ˜iÃ̅iˆ`i˜Ìˆwi`«ÀˆœÀˆÌÞÀˆÃŽv>V̜ÀÃ\ Mental Health Substance Use Criminal Involvement Victimization Homelessness and Basic Needs Social Isolation Experiences of Racism Figure 1.4 12 - 97 - The following provides more information about each priority risk factor: Mental Health i˜Ì>…i>Ì…Ü>È““i`ˆ>ÌiÞˆ`i˜Ìˆwi`>Ã>«ÀˆœÀˆÌÞ̅ÀœÕ}…̅iVœ““Õ˜ˆÌÞ engagement process and supported by Regional data. Three-quarters of Durham Region adults are worried about their own or a household members’ mental health and the percentage of people who rate their mental health as fair or poor has been increasing. The percentage of adults 18+ in Durham Region who reported their “i˜Ì>…i>Ì…>ÃiÝVii˜ÌœÀÛiÀÞ}œœ``iVÀi>Ãi`vÀœ“Ç£¯ˆ˜Óä£Î̜ÈÓ¯ˆ˜Ó䣙° ƂÈ`ivÀœ“>Ìi“«œÀ>ÀÞ`iVÀi>Ãiˆ˜Óä£Ç]̅i«Àœ«œÀ̈œ˜œv“i˜Ì>…i>Ì…‡Ài>Ìi` V>Ã̅>ÌÀiÃՏÌi`ˆ˜>“i˜Ì>…i>Ì…>««Ài…i˜Ãˆœ˜…>ÃLii˜œ˜̅iÀˆÃiȘViÓä£È° ,iVi˜ÌÞ]Ó䣙>˜`ÓäÓäÃ>Ü̅i…ˆ}…iÃÌ«Àœ«œÀ̈œ˜œv“i˜Ì>…i>Ì…‡Ài>Ìi`V>Ã that resulted in a mental health apprehension. Themes emerged around lengthy waitlist times, barriers to service and complicated referral processes. The negative impact of the pandemic on mental health was ÀiyiVÌi`̅ÀœÕ}…vii`L>VŽvÀœ“̅iVœ““Õ˜ˆÌÞ`ÕÀˆ˜}œ«i˜…œÕÃiÃiÃȜ˜Ã>˜`̅i public survey. Substance Use (e.g., cannabis, opioids, alcohol) Substance use data highlighted how demands for support services are on the rise. Local data showed emergency department visits for opioid poisonings tripled from Óä£x̜ÓäÓä>˜`œ«ˆœˆ``i>̅ÓœÀi̅>˜ÌÀˆ«i`ˆ˜̅iÃ>“ï“i«iÀˆœ`° iœ}À>«…Þ«>ÞÃ>ŽiÞÀœiˆ˜>VViÃÃ̜ÃiÀۈViÃvœÀÃÕLÃÌ>˜ViÕÃiëiVˆwV«Àœ}À>“à and access to rehabilitation programs is not meeting the current demands of the community. It was also noted that people can struggle with concurrent disorders, both substance use and mental health concerns occurring at the same time, and therefore, the importance of understanding the interrelatedness of these priorities Ü>È`i˜Ìˆwi`°œÀ̅iÃiÀi>ܘÃ]ˆÌˆÃˆ“«œÀÌ>˜ÌvœÀÃiÀۈViÃ̜Li}iœ}À>«…ˆV>Þ distributed based on population and community needs. 13 - 98 - Homelessness & Basic Needs (e.g., no stable housing, inability to meet basic needs, food insecurity) The demand for housing is exceeding local supply, which is having an impact on the `i“>˜`ÃvœÀ…œ“iiÃØiÃÃÃiÀۈViȘ̅iVœ““Õ˜ˆÌÞ°˜Ó䣙]̅i`>Ì>ŜÜi`̅>Ì œv̅iÇ]xäȏœÜ‡ˆ˜Vœ“i>««ˆV>˜ÌÃœ˜̅i ÕÀ…>“ƂVViÃÃ̜-œVˆ>œÕȘ}­ Ƃ-® wait list; 44.8% were families, the average wait time was 8.2 years for a single non- senior person without priority status, and despite being the largest cohort on the Ƃ-Ü>ˆÌˆÃÌ]œ˜Þ£ä˜œ˜‡Ãi˜ˆœÀ>««ˆV>˜ÌÃÜiÀi…œÕÃi`܈̅œÕÌ«ÀˆœÀˆÌÞÃÌ>ÌÕà ˆ˜Ó䣙­ÃˆÝȘ}iÃ>˜`vœÕÀv>“ˆˆiî°Ƃœv̅iÃi>««ˆV>˜ÌÃÜiÀi…œÕÃi`̅ÀœÕ}… programs not tied to legislated wait list rules or with alternative housing providers that have a mandate to house people who are homeless or hard to house. The data also shows that just over half of the individuals experiencing homelessness have visited the emergency department an average of three times, 17% had, on >ÛiÀ>}i]vœÕÀˆ˜ÌiÀ>V̈œ˜Ã܈̅«œˆVi]>˜`£È¯Ài«œÀÌi`«iÀˆœ`Ãœvˆ˜V>ÀViÀ>̈œ˜° Themes regarding the demand for housing outweighing the local supply, how lack of housing impacts service delivery for individuals requiring multiple services, and the interconnectedness of homelessness and other community resources were emphasised throughout engagement sessions. Participants also shared valuable ˆ˜Ãˆ}…ÌÃœ˜̅iivviVÌÃœv̅i«>˜`i“ˆVœ˜…œ“iiÃØiÃÃ>˜`«œÛiÀÌÞ]ëiVˆwV>Þ food insecurity and the impact on mental health. 14 - 99 - Criminal Involvement (e.g., gangs, use of guns, other illegal activities) Criminal involvement as a priority risk factor includes, gangs, use of guns and other illegal >V̈ۈ̈ið ÕÀ…>“,i}ˆœ˜>*œˆVi̜œŽ>ÀiVœÀ`££{ˆi}>}՘Ãœvv̅iÃÌÀiiÌȘÓäÓä]>xä per cent increase in three years. Sixteen of those “crime guns 2” were discovered and seized `ÕÀˆ˜}ÀœṎ˜iÌÀ>vwVÃ̜«Ã° Engagement participants shared observations of an increase in incidents involving tagging, Û>˜`>ˆÃ“]}À>vẅ]>˜`iÝ«œˆÌ>̈œ˜̅ÀœÕ}…œÕÌ̅i«>˜`i“ˆV° Victimization (e.g., control and use of threats or violence to exploit another for w˜>˜Vˆ>}>ˆ˜]>LÕÃiœÀ˜i}iVÌvÀœ“>v>“ˆÞ“i“LiÀœÀˆ˜Ìˆ“>Ìi«>À̘iÀ® Victimization as a priority risk factor includes, sexual and/or physical assault, domestic ۈœi˜Vi]…Õ“>˜ÌÀ>vwVŽˆ˜}]>˜`ÀœLLiÀÞ°˜ÓäÓä]̅i«iÀVi˜Ì>}iœvۈœi˜ÌVÀˆ“i̅>ÌÜ>à `œ“iÃ̈V‡Ài>Ìi`Ü>Ã>̈ÌÃ…ˆ}…iÃÌȘViÓä£È]>ÌΣ¯°/…i«Àœ«œÀ̈œ˜œvÀi«i>ÌۈV̈“Ãœv >ۈœi˜Ìˆ˜Vˆ`i˜ÌÃ…>ÃLii˜œ˜̅iˆ˜VÀi>ÃiȘViÓä£Ç]>˜`ÓäÓäÀi«ÀiÃi˜Ìi`̅i…ˆ}…iÃÌ year. Փ>˜/À>vwVŽˆ˜}­/®ˆÃ̅iv>ÃÌiÃÌ}ÀœÜˆ˜}VÀˆ“iˆ˜ >˜>`>°"v>…Õ“>˜ÌÀ>vwVŽˆ˜}ˆ˜ >˜>`>]ÈȯœVVÕÀȘ"˜Ì>Àˆœ>˜`ˆÌˆÃ>}ÀœÜˆ˜}«ÀœLi“ˆ˜ ÕÀ…>“,i}ˆœ˜° ,*-½…Õ“>˜ ÌÀ>vwVŽˆ˜}՘ˆÌ…>ÃÀi«œÀÌi`>Þi>À‡œÛiÀ‡Þi>Àˆ˜VÀi>Ãiˆ˜…Õ“>˜ÌÀ>vwVŽˆ˜}ˆ˜ÛiÃ̈}>̈œ˜ÃȘVi Óä£n°˜ÓäÓä]̅i/՘ˆÌVœ˜`ÕVÌi`£ÎLj˜ÛiÃ̈}>̈œ˜Ã° Participants in the engagement sessions pointed out new forms of harassment are happening œ˜ˆ˜i>˜`̅iÀiˆÃ>˜ˆ˜VÀi>Ãiˆ˜…Õ“>˜ÌÀ>vwVŽˆ˜}°*>À̈Vˆ«>˜ÌÃ>Ãœ…ˆ}…ˆ}…Ìi`̅i increasing mental health and social isolation experienced by domestic violence survivors as they are restricted to spending more time at home as a result of lockdown measures. This has also been referred to as the “Shadow Pandemic 3”. 2#pETKOGIWPqKUCP[ƂTGCTOVJCVKUWPNCYHWNN[QDVCKPGFRQUUGUUGFQTWUGFKPCETKOGJCUCP QDNKVGTCVGFUGTKCNPWODGTQTJCUDGGPQVJGTYKUGOQFKƂGFVQDGCƂTGCTO 3+PETGCUGKPXKQNGPEGVQYCTFYQOGPCPFIKTNUFWTKPIVJG%18+&RCPFGOKE 15 - 100 - Social Isolation (e.g., living alone without support or too far away from services) Social isolation as a priority risk factor includes, hoarding, loneliness, elder abuse, sense of belonging, >˜`ˆÛi‡ˆ˜ÃÕ««œÀÌ}>«Ã°˜>ÌiÓäÓä]œ˜Þxίœv>`ՏÌãn³À>Ìi`̅iˆÀÃi˜ÃiœvLiœ˜}ˆ˜}̜̅i œV>Vœ““Õ˜ˆÌÞ>ÃÃÌÀœ˜}œÀÛiÀÞÃÌÀœ˜}ˆ˜>˜œ˜ˆ˜iÃÕÀÛiÞVœ“«>Ài`܈̅œÛiÀn䯈˜Óä£n>˜` Ó䣙ˆ˜Ìii«…œ˜iÃÕÀÛiÞð Throughout the engagement sessions outlined in Section 8, there was consensus that rates of social isolation have increased since the pandemic across all demographics and age groups. Participants also emphasized that the pandemic has elevated the collective understanding of social isolation and how it relates to the other areas of priority. It was further stated that social isolation is about people who are disconnected from their support network, which impacts their sense of well-being. Experiences of Racism (e.g., identify barriers of anti-racist practice) /…i -7 *>˜Vœ˜ÃՏÌ>̈œ˜«ÀœViÃÃ>“«ˆwi`̅iVœ““Õ˜ˆÌÞ½ÃVœ““ˆÌ“i˜Ì̜`iˆLiÀ>Ìi>˜` ˆ˜Ìi˜Ìˆœ˜>ܜÀŽ`iÈ}˜i`̜>``ÀiÃÃÀ>VˆÃ“]ëiVˆwV>Þ>˜Ìˆ‡ >VŽ>˜`>˜Ìˆ‡˜`ˆ}i˜œÕÃÀ>VˆÃ“° This work will focus on identifying barriers and other anti-racist practices. This work will be linked with the efforts already underway at the Region of Durham and will be a priority of the CSWB Plan Implementation Plan. This will ensure the most effective use of resources, providing consistent messaging and leveraging best practices across the province. 16 - 101 - 7.Durham’s Approach to Plan Development The CSWB Plan follows a data driven model, built on community engagement. This Plan required a unique level of inclusiveness, to bring together a broad range of intelligence, skills, expertise, experiences, and institutional knowledge from all sectors. ˆ}ÕÀi£°xÜ>Ã`iÛiœ«i`̜ˆÕÃÌÀ>Ìi̅i>««Àœ>V…̜`iÛiœ«ˆ˜}̅i -7 *>˜° The process began by analyzing Regional and DRPS data and followed an extensive engagement process, including oversight from the Steering Committee, to develop a ÕÀ…>“ëiVˆwV«>˜° /œ>ÃÈÃ̈˜̅iˆ`i˜ÌˆwV>̈œ˜œvœV>«ÀˆœÀˆÌÞÀˆÃŽv>V̜ÀÃ]>Vœ“«Ài…i˜ÃˆÛi`>Ì>ÀiۈiÜ was undertaken using several data sources which included: •Provincial Risk-Driven Tracking Database • Statistics Canada • Heath Department data including Durham Region Health Neighborhoods • Durham Regional Police Services data • Paramedic Services data • Social Services and Housing data • Feedback through two public surveys and three open houses • Service provider/stakeholder roundtable • Guidance and feedback from the Steering Committee, area municipal working group and internal working groups 17 - 102 - An Illustration of Durham’s Approach to Plan Development Figure 1.5 Region of Durham & DRPS: Review Data, Programs and Services Two community surveys and three virtual open houses CSWB Plan Community Partner Roundtable Identify risk factors Refine and readjust as necessary Learn from community members Result: Durham Specific Plan Steering Committee: System Leaders Guidance and Oversight of Plan Development Service Providers Indigenous Engagement Area Municipal Working Group 18 - 103 - - /…ivœœÜˆ˜}Ìi>“ÃܜÀŽi`VœiV̈ÛiÞ̜i˜ÃÕÀi̅i`>Ì>w˜`ˆ˜}Ã>ˆ}˜i` with the professional judgement and experience of senior level staff and system leaders. The following outlines the responsibilities of these groups: • Internal Working Group and Data Sub-Committee: An internal Regional working group and data sub-committee met regularly to analyze data, plan, coordinate, and develop public engagement activities. These groups had Ãi˜ˆœÀ,i}ˆœ˜>ÃÌ>vvÀi«ÀiÃi˜Ì>̈œ˜vÀœ“̅i Ƃ"½Ã"vwVi] ,*-]*>˜˜ˆ˜} and Economic Development, Social Services, Health, Paramedic Services and Corporate Communications. This group acted as a conduit for the transfer of information from the Working Groups to the Steering Committee. Please see Appendix B for a detailed list of working group and data sub-committee members. • Steering Committee: The Steering Committee, chaired by Elaine Baxter Trahair, Regional CAO, is comprised of system leaders who manage diverse systems across the Region including health, mental health and addictions systems, justice, education, child protection and more. Please see Appendix B for a detailed list of Steering Committee members. During implementation, ̅i-ÌiiÀˆ˜} œ““ˆÌÌii܈iۜÛi̜ÀiyiVÌ̅i«ÀˆœÀˆÌˆiÈ`i˜Ìˆwi`ˆ˜̅ˆÃ Plan. • Area Municipal Working Group: An area municipal working group was established to ensure an integrated approach to identifying and addressing local priorities. This group is comprised of area municipal CAOs or delegates. Please see Appendix B for a detailed list of area municipal working group members. 19 - 104 - 8. Community Engagement Leadership has remained committed to developing a stakeholder-driven CSWB Plan to serve as a foundational human services planning document integrating and aligning the work of Durham’s stakeholders. It is imperative for service providers, stakeholders and residents to see themselves in this Plan. Different methods were used to raise awareness of the Plan, to ensure the greatest number of stakeholders understood its importance and were invited to participate in its development. These methods included: • Regular reporting to Regional Council (Reports: Ó䣙‡ "7‡£x; Ó䣙‡--‡£Ç; ÓäÓ£‡ "‡£È; ÓäÓ£‡ "7‡££; ÓäÓ£‡ "‡Ç™) • Project website (durham.ca/cswbplan) • Social media campaign • Print material distribution • Leveraging existing events and partnerships • Television interview - Seniors Talk with DRPS (Rogerstv) • Newspaper interview – Uxbridge Times 20 - 105 - In addition to this multi-media project promotion, many engagement formats were utilized. The following outlines the major engagement milestones throughout the development of the CSWB Plan. Community Partner Roundtable (November 2019): • Community partners, all dedicated to the delivery of programs and services that focus directly on Vœ““Õ˜ˆÌÞÃ>viÌÞ>˜`Üi‡Liˆ˜}ÜiÀiVœ˜Ûi˜i`°Ƃ“œÃÌ£ääÃÌ>Ži…œ`iÀÃVœ˜ÌÀˆLÕÌi`̜̅ˆÃvՏ day workshop. • Staff from the Ministry of the Solicitor General provided a summary of the legislative context. • Attendees had an opportunity to receive information and give feedback about the six areas of elevated risk and collectively develop action plans to address these areas. First Public Survey (February - March 2020, Pre-pandemic): • /…i«ÕÀ«œÃiœv̅iÃÕÀÛiÞÜ>Ã̜Û>ˆ`>Ìiw˜`ˆ˜}Ã>˜`i>À˜vÀœ“̅œÃi܅œˆÛi>˜`ܜÀŽˆ˜ Durham Region about challenges and opportunities related to community safety and well-being. • /…iÃÕÀÛiÞÀiViˆÛi`{äÎÀi뜘ÃiÃ>˜`“œÃÌ«>À̈Vˆ«>˜ÌÃ>}Àii`܈̅̅i«ÀˆœÀˆÌÞÀˆÃŽv>V̜Àà ˆ`i˜Ìˆwi`ˆ˜̅i`>Ì>° Second Public Survey (May - June 2021): • The second survey was an intentional opportunity to ensure the impacts of COVID-19 were ÀiyiVÌi`ˆ˜̅iˆ`i˜ÌˆwV>̈œ˜œv«ÀˆœÀˆÌÞÀˆÃŽv>V̜ÀðÌ>ÃœVœiVÌi`«œÌi˜Ìˆ>>V̈œ˜ˆÌi“Ã̜ inform the Implementation Plan. • /…iÃÕÀÛiÞÀiViˆÛi`ÎǙÀi뜘ÃiÃ>˜`“œÃÌ«>À̈Vˆ«>˜ÌÃ>}Àii`܈̅̅i«ÀiۈœÕÏÞˆ`i˜Ìˆwi` priority risk factors. Community Virtual Open Houses (June 2021): • The goals and objectives of the open houses mirrored those of the second public survey (above). • Three virtual open house sessions were hosted, each targeting a different population group: equity groups, or those working on equity issues, the public, and service providers. • /…iœ«i˜…œÕÃiÃ…>`>̜Ì>œvxÇ«>À̈Vˆ«>˜ÌÃ]Ài«ÀiÃi˜Ìˆ˜}œÛiÀÎxœÀ}>˜ˆâ>̈œ˜Ã° 21 - 106 - 9. CSWB Plan - Foundational Action Items The CSWB Plan is an important step toward the development of an integrated, multi-sectoral collaborative approach to community safety and well-being in Durham Region. This Plan will remain a living document, committed to evolving in response to the realities and challenges facing the community. Additionally, the CSWB Plan will be reviewed on a regular basis in alignment with the Region’s Strategic Plan. The following action items are the result of feedback collected through the numerous engagement sessions held throughout the development of the plan. 1. Create a CSWB Plan Secretariat The CSWB Plan will require secretariat support to provide key functions to lead, sustain, grow, coordinate, and operationalize the work of the CSWB Plan. The key functions will include engaging stakeholders, identifying collaborative partnership opportunities within all sectors, building the Implementation Plan, and assisting in future plan development. This Secretariat, to be created in ÓäÓÓ]܈Li̅iŽiÞ̜̅iÃÕVViÃÃvՏˆ“«i“i˜Ì>̈œ˜œv̅i*>˜° 2. Establish a Citizen Advisory Table -ÕVViÃÃvՏVœ““Õ˜ˆÌÞ«>˜ÃÀiÞœ˜ˆ˜«ÕÌvÀœ“>Û>ÀˆiÌÞœvÜÕÀVið/…i -7 *>˜܈Li˜iwÌvÀœ“̅iۜˆViÃœvÀiÈ`i˜Ìà with lived experience through a Citizen Advisory Table. This diverse group of residents will ensure continuous improvement and create a mechanism to respond to emerging issues. 22 - 107 - 3.Launch the CSWB Plan Information Hub The CSWB Plan is an opportunity to demonstrate and grow the type of institutional maturity that attracts investment, where LÕȘiÃÃiÃ]ÀiÈ`i˜ÌÃ]ÃiÀۈVi«ÀœÛˆ`iÀÃ>˜`ˆ˜˜œÛ>̜ÀÃV>˜w˜`œV>`>Ì>]˜iÜ«>À̘iÀň«Ã>˜`i݈Ã̈˜}Lœ`ˆiÃœvܜÀŽ̅>Ì܈ help to inform their planning and service delivery. This tool will result in a level of community maturity that investors, talent, and funders require, and it will continue to strengthen relationships within the business community. ƂÃŜܘˆ˜ˆ}ÕÀi£°È]̅iwÀÃ̈ÌiÀ>̈œ˜œv̅i˜vœÀ“>̈œ˜ÕL­ÕL®܈ˆ˜VÕ`i̅i œ““Õ˜ˆÌÞ->viÌÞ>˜`7i‡ iˆ˜}*>˜]> physical asset map (Health Neighbourhoods), a searchable program and strategy catalogue, a link to Durham 211 and a new data dashboard. The Hub will continue to grow with the support of the CSWB Plan Secretariat. Work is underway between the Region and local post-secondary institutions to map the networks of social organizations across the region. This work will build on existing databases of service providers to better understand how groups are working together, the respective partners and mandates of each organization. /…iˆ˜vœÀ“>̈œ˜œ˜̅iÕL܈ÃiÀÛi>Ã>ÀiÜÕÀVi̜̅iLÀœ>`iÀVœ““Õ˜ˆÌÞ>˜`ÀiÃՏ̈˜̅ii>ÃÞˆ`i˜ÌˆwV>̈œ˜œvܜÀŽ ՘`iÀÜ>Þ]VÀi>̈˜}œ««œÀÌ՘ˆÌˆiÃvœÀ«>À̘iÀň«Ã]œ««œÀÌ՘ˆÌˆiÃvœÀivwVˆi˜VˆiÃ>˜`>ۜˆ`ˆ˜}`Õ«ˆV>̈œ˜ˆ˜ÃiÀۈViÃ>˜` programs. Online Information Hub Community Interactive Map: Searchable Link to CSWB Plan Safety and Community Program Durham 211 Data Well-Being Amenities and Strategy Dashboard Plan and Services Catalogue Figure 1.6 23 - 108 - 4. Advance Existing Programs, Strategies and Bodies ƂˆÃÌœvÀi}ˆœ˜>«Àœ}À>“Ã>˜`ÃÌÀ>Ìi}ˆiÃ…>ÃLii˜ˆ`i˜Ìˆwi`̅>ÌÀi>Ìi to the priority risk factors (Appendix C). A searchable catalogue will be available on the CSWB Plan Information Hub, to be used as a resource to the community and a driver of economic development by way of capacity building. With the support of the Secretariat, this catalogue will continue to grow to include a wider, community-based, inventory of programs and strategies. This support will help inform future planning by the broader community, future funding opportunities and partnerships as they relate to the outcomes of the priority risk factors. 24 - 109 - 5. Establish Performance Indicators Having accurate and timely data, widely available to our community members and service providers is critical to informed policy and planning development. These data points will comprise the data dashboard which will be housed on the CSWB Plan Information Hub. This data will be available to community partners looking to grow services and meet needs in Durham Region, demonstrating to funders, through data and partnerships, that Durham has the capacity to manage further investments. /…ÀœÕ}…̅iܜÀŽœv̅i -7 *>˜]̅ivœœÜˆ˜}`>Ì>«œˆ˜ÌÃ…>ÛiLii˜ˆ`i˜Ìˆwi`̜>VÌ>ÃÌÀ>VŽ>Li«iÀvœÀ“>˜Vi indicators: • Mental health-related calls to the police • Police mental health calls resulting in apprehensions • Self-rated mental health (excellent or very good) • -iv‡…>À“i“iÀ}i˜VÞ`i«>À̓i˜ÌۈÈÌȘޜÕ̅>}i`£ä̜Ó{ • Paramedic calls related to suspected opioid overdoses • Infants born with neonatal abstinence syndrome • Emergency department visits for opioid poisoning • Deaths due to opioid poisoning • People actively experiencing homelessness • People experiencing homelessness who moved into housing • Total people housed • Percent of households with food insecurity • Sense of belonging (strong or very strong) • -i˜ˆœÀψۈ˜}>œ˜i­Èx³® • Youth diversion rate • Crime severity index • Property crime rate • Violent crime rate • Percent of violent crime that is domestic-related • Percent of repeat victims of violent incidents 25 - 110 - 6. Actions Related to Individual Priority Risk Factors The following outlines the top three recommended action items for each of the priority risk factors. These action items ÜiÀiˆ˜vœÀ“i`LÞ̅iÃiVœ˜`Vœ““Õ˜ˆÌÞÃÕÀÛiÞˆ˜ÓäÓ£>˜` provide a starting point for consideration by the Steering Committee and working groups during implementation. Future work will be approached with the recognition that historic and systemic disparities exist within our structures and systems. There are no timelines associated with these action items as it will be job of the Secretariat in collaboration with the working groups to establish a plan to address these issues. Mental Health 1. Improve supports and services to foster positive mental health 2. Increase awareness about the programs and services available in Durham Region 3. Develop community hubs that deliver programs and services in one place Substance Use 1. Streamline and improve programs and services to make them more accessible for people experiencing addiction 2. Increase awareness about the programs and services available in Durham Region 3. Involve people with lived experience in developing programs and services Homelessness & Basic Needs 1. Provide supportive housing options for those who cannot live independently 2. Increase and improve coordinated, outcome-based supports and services to address homelessness 3. Create more affordable housing options Criminal Involvement 1. Develop and improve preventive programs and services (e.g., hubs) to address the root causes of violence and crime 2. Develop programs for income support and skill development for young people 3. Develop holistic, systemic, and comprehensive approaches to address crime Victimization 1. Develop and improve preventive programs and services to address the root causes of violence and crime 2. Develop holistic, systemic, and comprehensive approaches to address victimization 3. Increase awareness about the programs and services available in Durham Region Social Isolation 1. Provide programs that connect people with the community 2. Increase awareness about the programs and services available in Durham Region 3. Increase awareness of volunteer opportunities Experiences of Racism 1. Enhance representation of diverse population groups and their perspectives in developing policies and delivering programs and services 2. Apply an equity lens to the design and delivery of all programs and services 3. Involve people with lived experience in designing and improving programs, supports and services 26 - 111 - 10.Continuous Improvement and Reporting Durham’s Community Safety and Well-Being Plan establishes a collaborative framework for integrated service delivery, ܜÀŽˆ˜}܈̅Vœ““Õ˜ˆÌÞ«>À̘iÀÃ̜i˜VœÕÀ>}i>˜Õ«ÃÌÀi>“>««Àœ>V…°-Ì>À̈˜}ˆ˜ÓäÓÎ]̅i -7 *>˜-iVÀiÌ>Àˆ>Ì>˜` working groups will report to Council annually and post those reports on the CSWB Plan Information Hub. /…ˆÃ*>˜܈Lïi`̜̅i,i}ˆœ˜œv ÕÀ…>“-ÌÀ>Ìi}ˆV*>˜>˜`ÀiۈiÜi`ˆ˜ÓäÓ{]VÀi>̈˜}>ˆ}˜“i˜Ì>˜`ivwVˆi˜ÌÕÃi of resources. 11.Next Steps & Implementation As the Region of Durham continues to grow and mature, the Community Safety and Well-Being Plan will do the same. /…i -7 *>˜ˆÃ>ˆÛˆ˜}`œVՓi˜Ì]`iÈ}˜i`̜LiÀi뜘ÈÛi>˜`yi݈Li̜Vœ““Õ˜ˆÌÞ˜ii`ðÌ܈LiÀiۈiÜi`>˜` updated throughout implementation as the Steering Committee and working groups continue to receive feedback and recommendations from community partners and stakeholders. /…iܜÀŽœv̅i -7 *>˜]ëiVˆwV>Þ̅i>V̈œ˜ˆÌi“Ã]܈LiÃÕ««œÀÌi`̅ÀœÕ}…>˜ˆ“«i“i˜Ì>̈œ˜«>˜܅ˆV…܈ guide the work of the Secretariat and act as a measurable, outcome-based reporting tool. All stakeholders, led by the Region and DRPS, will continue to work together. The Secretariat will receive data from a number of sources, including the Risk-Tracking Database, to ensure local data informs local planning. Figure 1.7 illustrates the CSWB Plan implementation structure. Working Groups will drive implementation and will be organized by priority risk factor. Please see Appendix A for Durham’s CSWB Plan Year One Implementation Plan. This Plan offers meaningful direction in getting the right services, to the right people, at the right time. 27 - 112 - CSWB Plan Implementation Structure (2022 and beyond) Steering Committee DRPS Risk-Tracking Database Regional Secretariat Data Sub-Committee Mental Health Criminal Involvement Victimization Homelessness and Basic Needs Experiences of Racism Substance Use Social Isolation Working Groups e.g. Person(s) with Lived Experience, Service Providers, Municipal Staff, Community Partners, Existing Action Groups Figure 1.7 28 - 113 - Appendix A: Durham Community Safety and Well-Being (CSWB) Plan Implementation Plan: The Regional Municipality of Durham Community Safety and Well-Being Plan was adopted LÞ œÕ˜Vˆœ˜­…œ`vœÀ`>Ìi®°/…ˆÃ`œVՓi˜ÌˆÃ>wÀÃÌÃÌi«̜Ü>À`Ài>ˆâˆ˜}̅iœLiV̈Ûià >ˆ`œṎ˜̅i*>˜>È`i˜Ìˆwi`LÞ̅iVœ““Õ˜ˆÌÞ°/…i“«i“i˜Ì>̈œ˜*>˜]ˆŽi̅i -7 *>˜]ˆÃ>ˆÛˆ˜}`œVՓi˜Ì>˜`ˆÃ`iÈ}˜i`̜Liyi݈Li>˜`Ài뜘`̜Vœ““Õ˜ˆÌÞ needs as they arise. The Implementation Plan is subject to review on a regular basis with the CSWB Plan. The CSWB Plan is set to be reviewed in tandem with the Corporate Strategic Plan for the Regional Municipality of Durham. While the work of the CSWB Plan is the collective responsibility of the broader community, making sure it happens is the responsibility of the Secretariat. Working groups will be assembled by the Secretariat to create work plans, set objective and goals. This “«i“i˜Ì>̈œ˜*>˜ÃiÌÃ̅iVÀˆÌˆV>wÀÃÌÃÌi«Ã̜Ü>À`ňv̈˜}vÀœ“«>˜˜ˆ˜}̜>V̈œ˜° iœÜ>Ài̅iˆ`i˜Ìˆwi`>V̈œ˜ˆÌi“ÃvœÀÞi>Àœ˜ivœœÜˆ˜}̅iVÀi>̈œ˜œv̅i-iVÀiÌ>Àˆ>Ì] availability of resources, and public health and social service priorities. 29 - 114 - Year One (2022): Activities 1. Establish the CSWB Plan Secretariat Key partners: • Human Resources, Region of Durham • DRPS • Regional Council Description and Key Tasks • Appoint a CSWB Plan interim lead • Secure budget • Work with HR to develop competition documents • Develop Terms of Reference • Hire and train 2. Host Greater Toronto and Hamilton Area (GTHA) Community Safety Symposium Key partners: • Ƃ"½ÃœvwVi • DRPS • GTHA Municipalities Description and Key Tasks • Liaise with GTHA partners • ˆ>ˆÃi܈̅ ,*->˜` Ƃ"½ÃœvwVi • Liaise with community 3. Assemble Working Groups (7) Key partners: • Secretariat • System Leaders • Municipal partners • Service Providers • ˆÛiÀÈÌÞ] µÕˆÌÞ>˜`˜VÕȜ˜"vwVi],i}ˆœ˜œv ÕÀ…>“ • Data sub-committee Description and Key Tasks Identify a lead agency for each area of priority • Develop Terms of Reference (7) • Develop Action Plans • Work closely with area municipal staff to align similar goals and objectives such as supporting the City of Oshawa in implementing the Downtown Oshawa Action Plan 4. Transition from Planning to Implementation: Steering Committee and Working Groups Key partners: • System Leaders • Municipal Partners • Region of Durham staff Description and Key Tasks Develop Terms of Reference (TOR) for CSWB Plan Steering Committee, Working Group and Area Municipality Working Groups for implementation • Administration: scheduling meetings, minutes 30 - 115 - 5.Establish a Citizen Advisory Table Key partners: •Secretariat • ˆÛiÀÈÌÞ] µÕˆÌÞ>˜`˜VÕȜ˜"vwVi],i}ˆœ˜œv ÕÀ…>“ •DRPS Description and Key Tasks Recruit for and develop a Citizen Advisory Table •Develop process •Actively recruit •Develop Terms of Reference 6.Experiences of Racism Key partners: • ˆÛiÀÈÌÞ] µÕˆÌÞ>˜`˜VÕȜ˜"vwVi],i}ˆœ˜œv ÕÀ…>“ •Indigenous leaders Description and Key Tasks Identify how CSWB Plan intersects with anti-Black and anti- Indigenous racism •Liaise with Region of Durham’s Diversity, Equity and ˜VÕȜ˜­ ®"vwViœvwVi •Identify how to support the work already underway •Develop a diversity, equity and inclusion lens for application in the CSWB Plan 7.Expand Searchable Program and Strategy Catalogue Key partners: •System Leaders •Municipal Partners •Region of Durham staff Description and Key Tasks Identify how to support the expansion of the searchable catalogue to meet regional need •Secure budget •Coordinate engagement activities to seek feedback on initial database strengths and areas of development •Identify internal products that may be available to support the needs of the database or determine external partnerships if required 8.Build Future Phases for Implementation Key partners: •System Leaders •Municipal Partners •Region of Durham staff Description and Key Tasks Develop Work Plans for years two and three 31 - 116 - Appendix B: Acknowledgements The development of the Community Safety and Well-Being Plan in Durham Region was a collaborative effort. “None of us is as smart as all of us” - Ken Blanchard, Author Thank you to: Executive Sponsors: • Stella Danos-Papaconstantinou, Commissioner of Social Services • Brian Bridgemen, Commissioner of Planning and Economic Development Staff Leads: • Kiersten Allore-Engel, Senior Planner, Planning and Economic Development Department • ƂÕ`ÀiÞƂ˜`ÀiÜÃ]>˜>}iÀ]-ÌÀ>Ìi}ˆV*>À̘iÀň«Ã>˜`˜ˆÌˆ>̈ÛiÃ]-œVˆ>-iÀۈVià œ““ˆÃȜ˜iÀ½Ã"vwVi • i>̅iÀ/…œ“«Ãœ˜]*œˆVÞƂ˜>ÞÃÌ]-ÌÀ>Ìi}ˆV*>À̘iÀň«Ã>˜`˜ˆÌˆ>̈Ûi]-œVˆ>-iÀۈVià œ““ˆÃȜ˜iÀ½Ã"vwVi • >˜ˆi-«>ÀŽÃ],iÃi>ÀV… œœÀ`ˆ˜>̜À]˜˜œÛ>̈œ˜>˜`,iÃi>ÀV…1˜ˆÌ]-ÌÀ>Ìi}ˆV˜ˆÌˆ>̈Ûià ˆÛˆÃˆœ˜]"vwViœv̅i,i}ˆœ˜> Chair and CAO 32 - 117 - Members of the CSWB Plan Steering Committee •Steering Committee Chair: Elaine Baxter-Trahair, Durham Region CAO •Chief Kelly LaRocca, Mississaugas of Scugog Island First Nation •Chris Bovie, formerly of Ontario Shores Centre for Mental Health Sciences • ˆ˜`ÞÕÀÀ>Þ]1˜ˆÌi`7>Þ ÕÀ…>“,i}ˆœ˜­˜œÌ‡vœÀ‡«ÀœwÌ representative - alternate) •Dan Carter, Regional Council, Mayor of Oshawa •Dr. Robert Kyle, Region of Durham •Garry Cubitt, Police Services Board •Gary Crossdale, Durham District School Board •Lisa Kitchen, Lakeridge Health Ontario Health Team •Mark Morissette, DRPS (Chief’s Delegate) •Paul McGary, Lakeridge Health •Regional Chair John Henry, Regional Council (alternate) •Rhonda Schwartz, Seniors Care Network •Steven Woodman, Durham Children’s Aid Society •Tracy Barill, Durham Catholic District School Board •Troy Cheseboro, Chief of Paramedic Services •6ˆÛˆ>˜ ÕÀ] ÕÀ…>“ œ““Õ˜ˆÌޜ՘`>̈œ˜­˜œÌ‡vœÀ‡«ÀœwÌ representative - primary) •,i}ˆœ˜>ÃÌ>vvˆ˜>˜i݇œvwVˆœV>«>VˆÌÞÀi뜘ÈLivœÀ\ Government and Community Relations (Sandra Austin), Human •/À>vwVŽˆ˜}­œViÞ˜-ˆVˆˆ>˜œ®]œV>““ˆ}À>̈œ˜*>À̘iÀň« (Sarah Hickman), Broadband (Riaz Razvi) Area Municipal Working Group •Amanda Hoover, Durham Regional Police Service •Andy Allison, Municipality of Clarington •Audrey Andrews, Regional Municipality of Durham •Brian Bridgeman, Regional Municipality of Durham •Àˆ>˜ Õvwi`] ˆÌÞœv*ˆVŽiÀˆ˜} •Christie McLardie, Town of Ajax •Elaine Baxter-Trahair, Regional Municipality of Durham •Heather Thompson, Regional Municipality of Durham •Ingrid Svelnis, Township of Brock •Ken Nix, Township of Scugog •Kiersten Allore-Engel, Regional Municipality of Durham •Kristi Honey, Township of Uxbridge •Marisa Carpino, City of Pickering •Mark Berny, Township of Scugog •Mark Morissette, Durham Regional Police Service •Matt Gaskell, Town of Whitby •Mike Saulnier, City of Oshawa •Paul Ralph, City of Oshawa •Rob Bryan, Durham Regional Police Service 33 •Robert Gruber, Town of Ajax •Ron Diskey, City of Oshawa •Sandra Austin, Regional Municipality of Durham •Sarah Klein, Town of Whitby •Shane Baker, Town of Ajax •Sharon Milton, City of Pickering •Stella Danos-Papaconstantinou, Regional Municipality of Durham33 - 118 - Internal Working Group • ƂˆÃœ˜iV̜À‡ƂiÝ>˜`iÀ] Ƃ"½ÃœvwVi • Alyxandra Riddell, Social Services • Amanda Hoover, Durham Regional Police Service • Audrey Andrews, Social Services • Brian Bridgeman, Planning and Economic Development • >˜ˆi-«>ÀŽÃ] Ƃ"½ÃœvwVi • `Ü>À`<ÕVV>] Ƃ"½ÃœvwVi • Heather Thompson, Social Services • œ>˜˜i*>µÕiÌÌi] œÀ«œÀ>Ìi œ““Õ˜ˆV>̈œ˜Ã"vwVi • John Riches, Paramedic Services • Kiersten Allore-Engel, Planning and Economic Development • Mark Morissette, Durham Regional Police Service • Mary-Anne Pietrusiak, Health • Regina Elliott, Health • Rob Bryan, Durham Regional Police Service • ->˜`À>ƂÕÃ̈˜] Ƃ"½ÃœvwVi • Stella Danos-Papaconstantinou, Social Services • Zareen Butt, Health Data Sub- Committee • Alyxandra Riddell, Housing • >˜ˆi-«>ÀŽÃ] Ƃ"½ÃœvwVi • Heather Thompson, Social Services • Jeffery Jordison, Durham Paramedic Services • Kiersten Allore-Engel, Planning and Economic Development • Madison Smith, Durham Regional Police Service • Mary-Anne Pietrusiak, Health • Regina Elliott, Health Community Partners Abilities Centre • • AIDS Committee of Durham Region • Ajax Fire and Emergency Services • Ajax Public Library • Ajax-Pickering Board of Trade • Alzheimers Society Durham • Autism Ontario • Back Door Mission • Bawaajigewin Aboriginal Community Circle – Oshawa • Beaverton Chamber of Commerce • Bethesda House • Bethesda House • Big Brothers Big Sisters of North Durham • Big Brothers Big Sisters of South-West Durham • Bowmanville Firehouse Youth Centre • Bowmanville Older Adult Association • Boys and Girls Club of Durham • Brain Injury Association of Durham • Brock Community Health Centre • Brock Fire Department • Brock Township Public Library • Brock Youth Centre • Canadian Black Chamber of Commerce • Canadian Jamaican Club • Canadian Red Cross Durham • Carea Community Health Centre • Catholic Family Services of Durham • Central East LHIN 34 - 119 - • Region of Durham Paramedic Service • City of Pickering • Clarington Board of Trade • Clarington Emergency and Fire Services • Clarington Public Library • Community Care Durham • Community Development Council Durham • Community Justice Alternatives • Community Living Ajax-Pickering and Whitby • Community Living Durham North • Community Living Oshawa/Clarington • Congress of Black Women Whitby/Oshawa • Conseil des Organismes Francophones de la Région de Durham • Conseil Scolaire Catholique Mon Avenir (French Catholic School Board) • Conseil Scolaire Viamonde (French Public School Board) • Cornerstone Community Association • Denise House • Denise House • Dnaagdawenmag Binnooyiiyag Child and Family Services • Durham Region Intimate Relationship Violence Empowerment Network (DRIVEN) • Durham Association for Family Resources and Support • Durham Black Educators’ Network • Durham Children’s Aid Society • Durham College • Durham Community Foundation • Durham Community Legal Clinic • Durham District School Board • Durham Farm and Rural Family Resources – Uxbridge • Durham Mental Health Services • Durham Rape Crisis Centre • Durham Region Aboriginal Advisory Circle • Durham Region Crime Stoppers • Durham Region Labour Council • ÕÀ…>“,i}ˆœ˜ œ˜‡*ÀœwÌœÕȘ} œÀ«œÀ>̈œ˜ • Durham Regional Police Service • Durham Regional Police Services Board • Durham Tamil Association • Durham Workforce Authority • Feed the Need in Durham • Frontenac Youth Services • >ÌiÎ\£È"ÕÌÀi>V… i˜ÌÀi • Grandview Children’s Centre • Greater Oshawa Chamber of Commerce • Habitat for Humanity Durham • Helping Other Parents Everywhere (HOPE) • Herizon House • Hispanic Canadian Alliance of Ontario • Indo-Canadian Cultural Association of Durham (ICCAD) • Inter-Church Immigrant Support Group • Kinark Child and Family Services • L’Amicale du centre communautaire francophone • Lakeridge Health • Lakeridge Health Ontario Health Team • Literacy Council of Durham Region 35 - 120 - • Literacy Network of Durham Region • Luke’s Place • Métis Nation of Ontario - Oshawa Chapter • Mississaugas of Scugog Island First Nation • Murray McKinnon Foundation • Muslim Welfare House • Muslim Welfare House • Newcastle and District Chamber of Commerce • North House • Nourish and Develop Durham • Ontario Disability Support Program (ODSP) Durham • Ontario English Catholic Teachers’ Association (OECTA) Durham • Ontario Provincial Police (Community Safety) • Ontario Shores Centre for Mental Health Sciences • Ontario Tech University • Oshawa & Durham Region Métis Council • Oshawa Fire Services • Oshawa Public Library • "Å>Ü>-i˜ˆœÀ œ““Õ˜ˆÌÞ i˜ÌÀiÃxx³­"- ® • Participation House Project Durham • Peterborough Victoria Northumberland Clarington Catholic District School Board • PFLAG Canada Durham • Pickering Fire Services • Pickering Public Library • Pickering Village BIA • Port Perry BIA • Pregnancy Help Centre • Refugee Youth Outreach Centre • Region of Durham - Commissioner of Corporate Services • Region of Durham - Commissioner of Finance • Region of Durham - Commissioner of Planning and Economic Development • Region of Durham - Commissioner of Social Services • Region of Durham - Commissioner of Works • ,i}ˆœ˜œv ÕÀ…>“‡i`ˆV>"vwViÀi>Ì… • Region of Durham -General Manager of Transit • Region of Durham Paramedic Service • Reseaux en immigration francophone (RIF) • Rose of Durham • Sankat Mochan Hanuman Mandir & Cultural Center • Scugog Chamber of Commerce • Scugog Fire and Emergency Services Department • Scugog Library • Seniors Care Network • Settlement House (Simcoe Hall) • Special Olympics Durham • St. John Ambulance Durham • Town of Ajax • Town of Whitby • Township of Scugog • Township of Uxbridge • Trent University (Durham) • United Way Durham Region • Uxbridge BIA • Uxbridge Chamber of Commerce • Uxbridge Fire Service 36 - 121 - •Uxbridge Public Library •Victim Services of Durham •Welcome Centres •7…ˆÌLÞ >…?￿‰ œ““Õ˜ˆÌÞ •Whitby BIA •Whitby Chamber of Commerce •Whitby Fire and Emergency Services •Whitby Public Library •Women’s Committee of Durham •Women’s Multicultural Resource and Counselling Centre •Women’s Wellness Alliance of Durham •YMCA Durham Oshawa •YWCA Appendix C (CSWB Plan Programs, Strategies and Bodies) •Adult Community Support Services •Age-Friendly Durham Strategy •Anti-Racism Taskforce •At Home Durham •Best Start Network •Broadband Strategy •Community Partners in Diversity •Community Support Pilot •Continuing Education programming Getting Ahead Program •Counselling services for Ontario Works recipients •Diversity, Equity and Inclusion (DEI) Strategy •Diversity, Equity and Inclusion (DEI) Working Group • Diversity, Equity, and Inclusion Community of Practice • Durham Advisory Committee on Homelessness (DACH) • Durham Connect • Durham Elder Abuse Network • Durham Housing Advisory Network (DHAN) •Durham Immigration and Inclusion Community Plan 2020-2024 • Durham Local Immigration Partnership Council •Durham Region Official Plan • Durham Region Opioid Response Plan • ÕÀ…>“,i}ˆœ˜*œˆVi-iÀۈViÃՓ>˜/À>vwVŽˆ˜}1˜ˆÌÉ Children At Risk of Exploitation (CARE) Team • Durham Region Strategic Plan • Durham Regional Police Business Plan • Emergency Social Services • Family Services Durham Community Counselling Services • Financial Empowerment Framework • Francophone Partners Working Group Collective Impact (Poverty Reduction) • Health Neighbourhoods Project • Health, Homelessness & Housing (H3) Committee •Human Trafficking Coalition •Human Trafficking Prevention Workshops •Human Response Team (Income and Employment Supports Division, Ontario Works) • Income and Employment Supports Division (IESD) Community Hubs • Internet-based Cognitive Behavioural Therapy Program • Learning, Earning and Parenting (LEAP) • Mental health worker at Employment Resource Centre37 - 122 - • Multi-Year Accessibility Plan and Annual Reports • Newcomer Accessibility Council • Newcomer Advisory Table • Ontario Works • Partner Assault Response • Primary Care Outreach • Project X-change • Public Health Programming (Ontario Public Health Standards) • REACH Youth Program • Senior Safety Support Unit • Seniors and Affordable Housing Task Force • Social Investment Fund • Social Investment Fund: Recreation Programming • The Council of Francophone Organizations of Durham Region •Sessions for Human Trafficking Training 38 - 123 - If you require this information in an accessible format, please contact the Accessibility Coordinator at accessibility@durham.ca Or 905-668-4113 extension 2009. - 124 - Report to Executive Committee Report Number: CS 20-22 Date: September 6, 2022 From: Sarah Douglas-Murray Director, Community Services Subject: City of Pickering Volunteer Program Update -2021/2022 Activities -File: A-1440 Recommendation: 1. That Report CS 20-22, regarding the City of Pickering Volunteer Program Update, 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. Executive Summary: On September 23, 2019, as per Council Resolution #131/19, the City’s first Volunteer Policy (CUL 080) was approved to establish rules and guidelines governing the recruitment, training, retention, management and recognition of volunteers. The Policy ensures that volunteers have work that is safe, significant, fulfilling and appreciated. The City of Pickering relies on the unpaid work, talent and skills of volunteers and values their contributions. In February 2020, the Volunteer Procedure (CUL 080-001) was approved. The procedure requires that staff report on City volunteerism with recommendations, highlights, opportunities, and risks (CUL 080-001; Section 02.02). Therefore, this report provides Council with an update on volunteer activities from August 2021 through July 2022 and serves to form the basis for volunteer program improvements in the coming year; thus meeting the requirements outlined in the Volunteer Procedure. To maximize the benefits and operation of the City volunteer program, City staff from departments across the corporation meet quarterly. Staff work together to make recommendations for program innovation and change, share ideas towards the development of volunteer opportunities and recognition, and consider municipal best practice when developing tools and resources to manage the program. The City actively encourages participation by its residents in order to make our City a better place for all to live, work, and play. Volunteers are traditionally used in a number of City departments: programs, events, aquatics, animal services, sustainability, and at Pickering Museum Village. Financial Implications: There is no financial impact resulting from the adoption of the recommendations in this report. - 125 - CS 20-22 September 6, 2022 Subject: City of Pickering Volunteer Program Update Page 2 Discussion: Volunteerism plays a vital role in the development of healthy, sustainable communities. Volunteerism is a requirement for all secondary school students and is often considered a priority of older adults. The development of skilled volunteers benefits both the corporation and the community. In 2022, a centralized application process was developed for all City of Pickering volunteers. Volunteer applications are now collected, recorded and maintained in one register then distributed to staff leads once all documents have been submitted and an initial interview completed. Several Volunteer Management Databases have been reviewed and recommended for use across departments. The Information Technology team is reviewing the recommended databases for compliance with Pickering IT security standards. A new volunteer database is expected to be implemented by the end of 2022. The following volunteer activities took place from August 2021 through July 2022: •Recreation Services o PAC4Teens was active from August 2021 to July 2022 including participating in the esports tournaments, assisted with the St. Paul’s on the Hill food drive, where they received a $1,500 donation and largest volume of food donation in the history of this drive; participated in a community garden initiative, partnering with local seniors, where food was donated to the food bank. •Cultural Services o Pickering Events – Approximately 45 volunteers contributed 728 hours for events in the Cultural Services section. This includes volunteer orientation (92 hours), event set up (12 hours), and event support (624 hours). Volunteers have been vital to the success of events, and Cultural Services staff will continue to provide opportunities for volunteers in ongoing and new events. o Pickering Museum Village – Over 100 Volunteers contributed to the efficient operation of PMV programs. Volunteers repaired and built reproduction items for the buildings, sewed, knitted and crocheted the costume collection, created décor to support the programs including fairy houses, fairy doors, toadstools, holiday garlands and swags. And upfront, volunteers’ animated programs, greeted and assisted guests in the Fairy Tour, Haunted Ghost and Christmas programs. Volunteers attended a variety of training workshops and completed fire safety training in the spring (2022). Auditions for the 25th Anniversary production of Spirit Walk took place. With casting complete, rehearsals are scheduled to begin in August 2022. The production is running in September. - 126 - CS 20-22 September 6, 2022 Subject: City of Pickering Volunteer Program Update Page 3 •Animal Services – As a result of COVID-19, Animal Services continued the Volunteer Emergency Foster Program. Volunteers were scheduled in the PetSmart stores daily. Volunteers were utilized for community events. Animal services improved volunteer training, and also implemented “Fear Free” certificate training to be better trained on how to work with animals. •Sustainability – Volunteers supported the Farmer’s Market (running June to October 2022). Goals for 2022/2023: 1.As outlined in the Volunteer Procedure (CUL 080-001; Section 02.02), still will endeavour to procure a volunteer management software. Several Volunteer Management Databases have been reviewed and recommended for use across departments. The Information Technology team is reviewing the recommended databases for compliance with Pickering IT security standards. A new volunteer database is expected to be implemented by the end of 2022. 2.As outlined in the Volunteer Procedure (CUL 080-001; Section 10), the City of Pickering will dedicate resources for the appreciation and recognition of volunteers. Volunteer appreciation will continue in 2022/2023. 3.As outlined in the Volunteer Procedure (CUL 080-001; Section 02.03) staff leads will work collaboratively with other City staff and other professional associations in order to encourage and sustain the effectiveness of the City volunteer program. The implementation of a volunteer database will allow for better tracking, reporting and collaboration between staff in administrating volunteer opportunities. 4.As outlined in the Volunteer Procedure (CUL 080-001; Section 04.06), volunteers will not be registered until they have completed the required training; thereafter, all volunteers must complete a refresher course in health and safety, accessibility and orientation training, a minimum of every three years. In 2023, City of Pickering volunteer orientation will be standardized and centralized, creating efficiencies in providing mandatory training. Training will be more effectively tracked through a volunteer database. 5.The City of Pickering will dedicate staff and program resources to the management, recruitment, recognition, and training of volunteers. The contributions of volunteers to the City of Pickering is invaluable and staff are pleased to continue to nurture and support this program. Attachment: None - 127 - CS 20-22 September 6, 2022 Subject: City of Pickering Volunteer Program Update Page 4 Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Laura Gibbs MBA, MSc. Sarah Douglas-Murray Manager, Cultural Services Director, Community Services SDM:lg Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 128 - Report to Executive Committee Report Number: CS 21-22 Date: September 6, 2022 From: Sarah Douglas-Murray Director, Community Services Subject: Cultural Advisory Committee - Updated Terms of Reference -File: A-1440-001 Recommendation: 1.That Council endorse the updated Terms of Reference for the Cultural Advisory Committee, as set out in Attachment 1; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The Cultural Advisory Committee (CAC) identifies and coordinates opportunities for stakeholder and community engagement and provides community input on matters relating to the provision of cultural services, including the Pickering Museum Village. The CAC also assists City staff with the development, consultation, and implementation of the City of Pickering Cultural Strategic Plan (2014). The 2019 Terms of Reference for the Cultural Advisory Committee have been updated to reflect a composition that will allow for greater participation of residents and larger base of voting members. Financial Implications: None. Discussion: The 2019 Terms of Reference for the Cultural Advisory Committee included a composition of 12 committee members, with 4 Council-appointed members of the public who were able to make motions on committee matters and 8 representatives from community organizations who are referred to as “stakeholder members” that were not eligible to make motions. The composition of the advisory committee with only 4 Council-appointed members caused challenges in meeting quorum on matters requiring review and endorsement of the committee. This was further exacerbated when members of the committee resigned, leaving only 3 active committee members. Additionally, Stakeholder members are not able to vote or make motions, which also caused challenges with quorum and understanding of roles and responsibilities on the committee. The updated Terms of Reference for the Cultural Advisory Committee, set out in Attachment 1, recommends that member composition include a maximum of 10 Council appointed residents. - 129 - CS 21-22 September 6, 2022 Subject: Cultural Advisory Committee Page 2 The composition of the committee no longer includes “stakeholder members” who represent Pickering Cultural Organizations. The updated Terms of Reference for the Cultural Advisory Committee still allows for community stakeholders and representatives of cultural organizations to attend Cultural Advisory Committee meetings. Generally the duration of Advisory Committee appointments are the same as the term of Council. The Board and Advisory Committee (ADM 040) allows for advisory committee appointments to be staggered to ensure experience and consistency following the advisory committee’s goals and Mandate (07.04). The Cultural Advisory Committee has been recommended for a two year term. This will allow the Committee to undertake a mandate to develop the next iteration of the City of Pickering Cultural Strategic Plan in the first term of the committee. The second two year term will focus on implementation of the updated Cultural Strategic Plan. Attachment: 1.Terms of Reference for the Cultural Advisory Committee Prepared By: Approved/Endorsed By: Original Signed By Original Signed By Laura Gibbs Sarah Douglas-Murray Manager, Cultural Services Director, Community Services Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 130 - Terms of Reference – Cultural Advisory Committee Attachment #1 to Report CS 21-22 August 17, 2022 Terms of Reference – Cultural Advisory Committee 1.0 Mandate The Cultural Advisory Committee (CAC) will identify and coordinate opportunities for stakeholder and community engagement and provide community input on matters relating to the provision of cultural services, including the Pickering Museum Village. The CAC will assist City staff with the development, consultation, and implementation of the Cultural Strategic Plan. 2.0 Goals, Objectives and Responsibilities The City of Pickering Cultural Strategic Plan, approved by Council on June 16, 2014 as per resolution #247/14, sets a vision for the place of arts, culture and heritage in the City and identifies strategic directions for policy, investment, partnerships and programs for the next 10 years. The CAC will work towards building on the success of the 2014 plan, with a focus on assisting City staff/consultants on an updated Cultural Strategic Plan that aligns with current cultural and museum trends. Pickering’s Cultural Strategic Plan sets out six strategic directions: 1.Broaden and deepen City leadership and investment; 2.Build a strong and collaborative cultural sector; 3.Strengthen culture-led economic development; 4.Conserve and promote history and heritage; 5.Celebrate and support diversity and inclusion; and 6.Culture opportunities for the creation, education and enjoyment of the arts. Committee responsibilities include: a)Assist and advise staff on the implementation of the Cultural Strategic Plan; b)Assist and advise staff on the development and review of policy relating to cultural development; c)Assist and advise staff on matters concerning the strategic planning, development and evaluation for cultural development in the municipality; d)Advocate for culture and promote community-wide cultural initiatives; e)Provide consultation, research and report findings and make recommendations as necessary on matters of culture within the City of Pickering; f)Encourage and promote effective communication between community cultural groups, individuals and the City; g)Advise and develop working relationships with owners of businesses, Business Improvement Areas (BIA) and Chamber of Commerce; h)Review and recommend actions based on the Pickering Museum Village’s operating plan; i)Review and recommend actions based on the Public Art Policy; - 131 - Terms of Reference – Cultural Advisory Committee August 17, 2022 Page | 2 j)Advocate and promote the value and benefit of cultural activities for all; and k)Report annually to Council. The CAC will not be responsible for the following: 1.Program delivery; 2.Budget approval; 3.Day-to-day operations of City-owned facilities; and 4.Administrative matters including direction given to staff. 3.0 Composition The Committee shall have a membership of not more than 10 Citizen Appointments selected from the public. Members from the public must reside in Pickering and represent a broad range of interests and experience in the cultural sector. Examples of committee member experience may include: creator of an artistic work, designer, professional artist or cultural business owner, graphic designer, architect, landscape designer, performing arts professionals, musicians, festival or event planners, professionals and contributors to the heritage field, professionals from historical and heritage fields of study. City Staff from the Community Services Department will also make up the Committee. The term of this committee is two years. 4.0 Member Qualifications Qualifications include the skills, knowledge, and experience needed to contribute effectively to the Committee’s objectives. Membership will be sought on the basis of broad interest, understanding and commitment to cultural development in the municipality, in addition to specific expertise and interest related to Culture. 5.0 Meeting Schedule The Cultural Advisory Committee meets on the third Tuesday of the month. Established meeting dates and times shall not be changed unless circumstances warrant special consideration. Meetings will not be held in the months of July, August or December unless determined by the Committee that a meeting is necessary to meet the mandate or work plan of the Committee. - 132 - Report to Executive Committee Report Number: ENG 20-22 Date: September 6, 2022 From: Richard Holborn Director, Engineering Services Subject: Proposed All-way Stop -Tillings Road and Zents Drive -File: A-1440 Recommendation: 1.That the attached draft by-law be enacted to amend Schedule “6” and Schedule "7" to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of The Corporation of the City of Pickering, specifically to address the proposed installation of an all-way stop control at the intersection of Tillings Road and Zents Drive; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: Area residents have expressed safety concerns with the intersection of Tillings Road and Zents Drive with respect to pedestrian safety, vehicle volume, and vehicle speed. Based on the results of the review, and to improve the protection of pedestrians crossing at the intersection, reduce vehicular conflicts and, because the intersection is directly adjacent to a village green and playground frequented by children, Engineering Services staff recommends an all-way stop be placed at the intersection of Tillings Road and Zents Drive. It is also recommended that additional 40 km/h speed limit signs be placed along Tillings Road, particularly in the northbound direction between Dersan Street and Zents Drive. Financial Implications: The supply and installation of stop signs, advance warning signs, and pavement markings at the intersection of Tillings Road and Zents Drive, and the additional speed limit signs can be accommodated within the 2022 Roads Current Budget. Discussion: Area residents have expressed safety concerns with the intersection of Tillings Road and Zents Drive with respect to pedestrian safety, vehicle volume, and vehicle speed. Residents are particularly concerned with pedestrians crossing at the intersection, especially children. In response to these concerns, Engineering Services staff completed a review of the intersection of Tillings Road and Zents Drive, which included observations of vehicle and pedestrian traffic, and a review of existing signs and pavement markings. - 133 - ENG 20-22 September 6, 2022 Subject: Proposed All-way Stop Tillings Road and Zents Drive Page 2 The review by Engineering Services staff indicates the following: 1. Area residents were witnessed crossing Tillings Road, at Zents Drive, on numerous occasions and, were able to cross safely by measuring gaps in traffic. However, the village green and playground, which is directly adjacent to the intersection is a draw for all children in the community and many were witnessed riding their bikes on the sidewalk on the east side of Tillings and crossing over at the intersection. 2. Although minimal, there were vehicular conflicts witnessed at the intersection, which could be alleviated with an all-way stop. 3. A school bus stops at the intersection of Tillings Road and Zents Drive and during inclement weather many parents drive to the intersection to drop off their kid(s), often parking on the other side of the street and crossing at the intersection. 4. Durham Region Transit stops are located on the east side of Tillings Road and an all-way stop would provide for a safe crossing point for pedestrians using public transit. 5. Speeding on Tillings Road does occur, however, it is not significant. The majority of motorists live within the community and drive at a reasonable speed. Additional 40 km/h speed limit signs are required on Tillings Road, particularly in the northbound direction. In order to better protect pedestrians crossing at the intersection, to reduce vehicular conflicts and, because the intersection is directly adjacent to a village green and playground frequented by children, Engineering Services staff recommends an all-way stop be placed at the intersection of Tillings Road and Zents Drive. In addition to the all-way stop, additional 40 km/h speed limit signs will be placed along Tillings Road, particularly in the northbound direction. The proposed all-way stop control at the intersection of Tillings Road and Zents Drive is shown graphically in Attachment 1. The draft by-law amendment to Schedule “6”, Through Highways and Schedule “7”, Stop Signs, of By-law 6604/05 is presented in Attachment 2. Attachments: 1. Proposed All-way Stop Control – Tillings Road and Zents Drive 2. Draft By-law Amendments to Schedule “6”, Through Highways and, Schedule “7”, Stop Signs, to By-law 6604/05 - 134 - ENG 20-22 September 6, 2022 Subject: Proposed All-way Stop Tillings Road and Zents Drive Page 3 Prepared By: Approved/Endorsed By: Original signed by: Original signed by: Nathan Emery Richard Holborn, P.Eng. Coordinator, Traffic Operations Director, Engineering Services Original signed by: Scott Booker Manager, Capital Projects & Infrastructure NE:mjh Recommended for the consideration of Pickering City Council Original signed by: Marisa Carpino, M.A. Chief Administrative Officer - 135 - N Proposed All-way Stop Control NTS August, 2022 Engineering Services Department Tillings Road and Zents Drive Existing Stop Sign Proposed Stop Signs Attachment #1 to Report ENG 20-22 - 136 - The Corporation of the City of Pickering By-law No. 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. Whereas By-law 6604/05, as amended, provides for the regulating of traffic and parking on highways, private property and municipal property within the City of Pickering; and Whereas, it is deemed expedient to amend Schedule 6, Through Highways and, Schedule 7, Stop Signs, to By-law 6604/05 to provide for the regulation of stop signs on highways or parts of highways under the jurisdiction of the Corporation of the City of Pickering. Specifically, this by-law is to provide for the installation of an all-way stop at the intersection of Tillings Road and Zents Drive. Now therefore the Council of The Corporation of the City of Pickering hereby enacts as follows: 1. Schedule 6 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 6 Through Highways Column 1 Column 2 Highway Limits (From/To) Delete Tillings Road Dersan Street to Dusty Drive Add Tillings Road Dersan Street to Zents Drive Tillings Road Zents Drive to Dusty Drive Attachment #2 to Report ENG 20-22 - 137 - By-law No. Page 2 2. Schedule 7 to By-law 6604/05, as amended, is hereby further amended thereto by the following: Schedule 7 Stop Signs Column 1 Column 2 Highway Compulsory Stop Facing Traffic Add Tillings Road Tillings Road, northbound and southbound @ Zents Drive By-law passed this 19th day of September, 2022. ____________________________ David Ryan, Mayor ________________________________ Susan Cassel, City Clerk - 138 - Report to Executive Committee Report Number: FIR 04-22 Date: September 6, 2022 From: Steve Boyd Fire Chief Subject: Power Outage Event -Debrief, Action Plan & Next Steps with Elexicon Energy -File: A-1440-22 Recommendation: 1.That Report FIR 04-22, regarding a summary of key findings, recommendations, and strategies from a debrief meeting with Elexicon Energy highlighting an Action Plan and Next Steps following the power outage event of May 2022 , be received for information. Executive Summary: This report is intended to provide Council with a summary of the key findings from the collaborative debrief meeting between officials at Elexicon Energy and the City of Pickering Fire Chief in response to the May 22, 2022 power outage that impacted the City and other parts of Durham Region. Included in the summary are discussions around the wide spread power outages, along with findings, recommendations, and strategies implemented with respect to communications, procedures, resources, and external stakeholders. Financial Implications: The recommendations of this report do not present any financial implications for the City. Discussion: On May 22, 2022, Durham Region experienced a severe weather event classified later as a derecho (long-lived windstorm that is widespread and associated with a line of thunderstorms), which caused extensive damage to public and private property, along with multiple widespread power outages totaling 47,014 customers throughout Pickering, as well as further outages to other parts of Durham Region. During the timeline of the storm, and for the days following, efforts to restore power were hampered by downed trees and limbs, communication issues between Elexicon Energy and City staff, and a general absence of clarity as to when and where their restoration efforts were taking place and how they were reported. As a result of these challenges, it was agreed that City staff would meet with Elexicon Energy staff on August 17, 2022 to discuss how to better manage future incidents where outages occur, with a focus on communication, roles and responsibilities, and alignment of priorities. - 139 - FIR 04-22 September 6, 2022 Subject: Power Outage Event Page 2 Lessons Learned /Future Opportunities: A collaborative approach was taken by the City of Pickering and Elexicon Energy staff to identify the gaps in communication and response to the outages. From this, the following lessons learned and opportunities have been identified along with strategies to ensure future events are managed more effectively: Communication protocols require refinement for Level 3 (larger) outages. Additional administrative support is required for dedicated phone communication with emergency services. Triaging of outage email notifications to prioritize outages of most significance . Overhaul the damage assessment process to include triaging 95% of total damage within 24 hours to ensure prioritization of repairs in the order of municipal importance (critical infrastructure, emergency response, etc.). Clarify Elexicon Energy’s internal responsibilities of coordination with Emergency Services. Explore supplementary communication methods, including push notifications (RAVE) to the public through cell phones in the outage area, eliminating the incidence of duplicate calls for outages to system control. Explore the addition of Elexicon on the Durham Next Gen rad io system to replace their current radio system that is at end of life. Work in collaboration with Durham Emergency Management (DEMO) to: Develop a formal engagement process to escalate Level 3 outages to involve the Regional Emergency Operations Centre (REOC). Participate in municipal and regional emergency operations exercises, including occupying a position within the City’s Emergency Operations Centre (EOC) or REOC. Facilitate and deliver education sessions to regional and municipal governments, including other stakeholders within Elexicon’s service area, with an emphasis on storm response protocols, communications, triaging, and other complexities involved in power restoration. Share data with respect to critical infrastructure and the electrical grid. Update and share emergency contact lists on a regular basis. Develop additional protocols for Level 3 outages to include social media messaging. Summary: The recommendations and suggestions contained in this report are the first steps in the process of creating a more robust and organized approach to the City of Pickering and Elexicon Energy’s response to power outages. Both parties are firmly committed to an ongo ing - 140 - FIR 04-22 September 6, 2022 Subject: Power Outage Event Page 3 dialogue and annual review to refine these suggestions, and explore new strategies that will enhance our collective response to future power outages and other community emergencies . Approved/Endorsed By: Original Signed By Steve Boyd Fire Chief SB:jm Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 141 - Report to Executive Committee Report Number: LEG 16-22 Date: September 6, 2022 From: Paul Bigioni Director, Corporate Services & City Solicitor Subject: Claremont Estates Ontario Inc. – Plan of Subdivision 40M-2143 -Final Assumption of Plan of Subdivision -Lots 1 to 15 and Block 16, Plan 40M-2143 -Carpenter Court -File: 40M2143 Recommendation: 1.That works and services required by the Subdivision Agreement within Plan 40M-2143, 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 Claremont Estates Ontario Inc. be released from the provisions of the Subdivision Agreement and any amendments thereto relating to Plan 40M-2143; and 3.That the appropriate City of Pickering officials be authorized to take the actions necessary to implement the recommendations in this report. Executive Summary: The City entered into a Subdivision Agreement with the above-noted developer for the development of the lands within Plan 40M-2143. As all works and services within this plan have been completed to the satisfaction of City staff, it is appropriate to finalize the assumption of those works and services. Financial Implications: Not applicable. Discussion: The City entered into a Subdivision Agreement with the above-noted developer for the development of the lands within Plan 40M-2143. As the developer has now completed all of the works and services to the satisfaction of City staff, it is appropriate to: (a) assume the works and services within Plan 40M-2143; and (b) release Claremont Estates Ontario Inc. from the provisions of the Subdivision Agreement with the City and any amendments related thereto, as it relates to Plan 40M-2143. -C~o/- Pl(KERlNG - 142 - LEG 16-22 September 6, 2022 Subject: Final Assumption of Plan of Subdivision 40M-2143 Page 2 Attachments: 1.Location Map – 40M-2143 Prepared By: Approved/Endorsed By: Chantelle Adair Paul Bigioni Law Clerk Director Corporate Services & City Solicitor PB:ca Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Recommendation approved: Chief Administrative Officer per: Director, City Development & CBO per: Director, Corporate Services & City Solicitor per: Director, Engineering Services per: Original Signed By:Original Signed By: Original Signed By: Original Signed Original Signed Original Signed Original Signed - 143 - Lot 1 Lot 2 Lot 3 Lot 4 Lot 5 Lot 6 Lot 7 Lot 8 Lot 9 Lot 10 Lot 11 Lot 12 Lot 13 Lot 14 Lot 15 Block 16 Wi l l i a m S t r e e t Acorn Lane David Street Car p e n t e r C o u r t Kodiak S t r e e t Ca n s o D r i v e Central Street 1:4,000 SCALE: © The Corporation of the City of Pickering Produced (in part) under license from: © Queens Printer, Ontario Ministry of Natural Resources. All rights reserved.;© Her Majesty the Queen in Right of Canada, Department of Natural Resources. All rights reserved.; © Teranet Enterprises Inc. and its suppliers all rights reserved.; © Municipal Property Assessment Corporation and its suppliers all rights reserved.; City Development Department Location MapFile:Applicant:Property Description: Subdivision Assumption 40M-2143 Claremont Estates Ontario Inc. Lots 1 to 15, Block 16, 40M-2143 THIS IS NOT A PLAN OF SURVEY. Date: May. 10, 2022 L:\PLANNING\01-MapFiles\Legal\SubdivisionCompletion\SubCompletion_40M2143.mxd Attachment #1 to Report LEG 16-22 I 1---------1/ I ...______,,,/ u i---i \ I I -~of- PICKERING I ~ ..A.. xx I I Xlll • ~ ~ • 1111 .. ~ >'Y',. Ill , ~ "' .;~ I I I --·---I=±=] I /r...-----r-t--, - I i ..- - I l , I - I - 144 - Report to Executive Committee Report Number: PLN 38-22 Date: September 6, 2022 From: Kyle Bentley Director, City Development & CBO Subject: Pickering Integrated Sustainable Design Standards -City of Pickering -File: File: D-7001-020 Recommendation: 1.That Council adopt the Pickering Integrated Sustainable Design Standards: Low-Rise Residential Checklist, dated August 2022, for Site Plan and Plan of Subdivision Applications for development of less than four storeys and a minimum of five dwelling units, as set out in Appendix I to Report PLN 38-22; 2.That Council adopt the Pickering Integrated Sustainable Design Standards: Mid to High-Rise Residential & Non-Residential Checklist, dated August 2022, for Site Plan and Plan of Subdivision Applications for development of residential buildings of four storeys and higher, and all Industrial, Commercial and Institutional buildings, as set out in Appendix II to Report PLN 38-22; 3.That Council require all Site Plan and Plan of Subdivision Applications, for the type and scale of development referenced in Recommendations 1 and 2 above, that are deemed complete on or after January 1, 2023, to meet Tier 1 – Mandatory Performance Criteria as outlined in the Pickering Integrated Sustainable Design Standards Checklists; 4.That Council direct staff to: a.initiate an amendment to the Pickering Official Plan to add new policies that support the Pickering Integrated Sustainable Design Standards; b. add provisions to the City’s Draft Comprehensive Zoning By-law that support the Pickering Integrated Sustainable Design Standards; c.identify any additional staff resources, and cost recovery mechanisms, necessary to implement and enforce the ISDS, for inclusion within the proposed 2023 budget; d.review the Pickering Integrated Sustainable Design Standards every four years to reflect Ontario Building Code revisions, updated industry standards and climate science, and changing market demands; and e.report back to Council on a proposed non-financial incentive strategy that supports the Pickering Integrated Sustainable Design Standards by the end of 2023; 5.That Report PLN 38-22 of the Director, City Development & CBO, which responds to Council Resolution #914/22 regarding a green roof by-law, be received for information ; and - 145 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 2 6.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: This report provides an overview of the Pickering Integrated Sustainable Design Standards (ISDS) – a tool that has been created to advance sustainability and resiliency in new development. The ISDS will replace the City’s current 2007 Sustainable Development Guidelines. These standards are intended to both support Pickering’s goal of reducing greenhouse gas emissions, and to encourage the creation of a more livable community, through the construction of sustainable, resilient built forms, using updated sustainable community and building design best practices. Pickering’s ISDS were drafted following a comprehensive review process, involving extensive consultation, engagement, and outreach with many stakeholders, including the development community, key agencies, Greater Toronto and Hamilton Area municipalities, and the public. A variety of methods were used, including: Let’s Talk Pickering, surveys, workshops, one-on-one meetings, direct correspondence, and social media. Also, presentations to Mayor and Members of Council, Pickering Accessibility Advisory Committee, and the Durham Region Roundtable on Climate Change Committee, provided opportunities to share information and obtain feedback on the ISDS project. Many of the developers in Pickering build in other communities. At the onset of the project, there was a request to align Pickering’s ISDS with other jurisdictions where applicable. Similar to other municipalities, the ISDS consists of two tiers of performance criteria. Tier 1 elements would be required for all new developments arising from Site Plans and Subdivision applications deemed complete on or after January 1, 2023. Tier 1 incorporates, in part, existing City standards for green building, as well as reflects requirements in other municipal green standards. Tier 2 performance measures are optional and propose more advanced sustainability criteria to serve as a road map for future development. It is recommended that Council adopt the Pickering Integrated Sustainable Design Standards Checklists for Low-Rise Residential, and for Mid to High-Rise Residential & Non-Residential. For clarification, low-rise residential checklist applies to development that is less than four storeys, with a minimum of five units. The mid to high-rise residential checklist & non-residential checklist applies to residential development that is four storeys or more, and to all non-residential development. To support the implementation of the ISDS, it is also recommended that Council direct staff to: initiate an amendment to the Pickering Official Plan; prepare appropriate provisions for inclusion in the City’s Draft Comprehensive Zoning By-law; identify any staff resources and cost recovery mechanisms to implement and enforce the ISDS; review the ISDS every four years; and explore non-financial incentive programs to support ISDS elements. Subject to Council’s approval of the ISDS, staff will continue to finalize the related supporting ISDS deliverables as part of the grant program with The Atmospheric Fund (TAF). The remaining components include: - 146 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 3 •an ISDS internal Training Guide to support municipal staff; •a Carbon Emissions Reduction Report to forecast the estimated carbon emission reductions of building to Tier 1, oppose to the current Ontario Building Code requirements for proposed development in Pickering over the next five years; and •a Shared Learning Report to document lessons learned, strategies, and resources used to develop the ISDS, so that other municipalities can benefit from Pickering’s experience. A final report to TAF is required by November 1, 2022. In addition to the above noted deliverables, staff will be revising the appropriate City application forms; developing appropriate clauses respecting sustainability for inclusion in site plan and subdivision agreements; and initiating internal training to familiarize staff with implementing the ISDS. On May 24, 2022, Council passed Resolution #914/22, requesting staff to explore the feasibility of establishing a by-law for green roofs, or of alternative roof surfaces that achieve similar levels of performance to green roofs (see Resolution #914/22, Attachment #11). The ISDS performance criteria supports the installation of green roofs, along with the flexibility to implement other measures to optimize the use of roof space. Many municipalities use their sustainability standards to support the installation of green roofs, whereas the City of Toronto has a Green Roof By-law. While there are policies within the Pickering Official Plan supporting green roofs, based on staff’s review, an interdepartmental working group will be required to investigate the legal authority for a by-law, associated impact to City resources (e.g., financial, required technical skills, staff time), and effectiveness of other roof optimizing strategies (e.g., solar PV, rooftop amenity space, and the ISDS itself ). Subject to Council’s approval, the ISDS will start to be applied in January 2023. At year-end, staff will be able to assess the uptake of green roofs, in comparison to other sustainable performance measures, and report back in December 2023. Financial Implications: Stage 1 of the ISDS project cost $26,510.00 (plus HST) and was funded in 2020 from the consulting & professional budget within the City Development Department. Stage 2 of the ISDS project has been funded by an $86,000.00 grant from The Atmospheric Fund and a $10,000.00 grant from the Regional Municipality of Durham, as identified in the 2022 Council approved budget. There are no additional direct financial implications associated with the completion of this project. 1.Background In 2007, Pickering adopted Sustainable Development Guidelines (SDG), that required mandatory and optional sustainability elements for new development, as well as draft plans, site plans, rezoning applications and building permits. As the only municipality in the Durham Region with such guidelines at the time, Pickering emerged as a leader in sustainable building and development. Best practices have evolved since then. Many municipalities have completed sustainable development guidelines, and the City of Pickering had the benefit of being able to learn from their various approaches to formulate a path forward to best serve the community - 147 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 4 and City. Recognizing this, in early 2020, City staff drafted a revised set of standards with the purpose of updating and expanding upon the original SDG. However, due to the evolving variety and complexity of sustainable measures, and in researching the level of effort undertaken by neighbouring municipalities to obtain widespread stakeholder engagement, it became evident that outside expertise would be necessary. The process to review the staff’s background work and finalize a new set of standards was divided into two stages. Urban Equation Corp. was retained to complete Stage 1, which included the following tasks: to assess the draft standards for alignment with existing provincial, regional, and municipal plans; to identify gaps and/or conflicts, reflect current best practices; compare the benefits and drawbacks to various frameworks (e.g., checklists, checklists with points, tiered levels); and to advise on the legislative authority of municipalities to require green/sustainable development standards. Urban Equation completed this background work in December, 2020. Stage 2 included drafting and finalizing the Pickering Integrated Sustainable Design Standard (ISDS) through a comprehensive engagement strategy with the public, development community, staff, and Pickering Council. Completion of this stage was contingent on securing grant funds to offset the consulting costs. In early 2021, City staff was successful in securing $86,000.00 in funding from the Toronto Atmospheric Fund (TAF), and $10,000.00 from the Region of Durham, to update the 2007 Sustainable Development Guidelines. Subsequently, Council approved the hiring of Urban Equation to develop a tiered Sustainable Development Standard (see Resolution #738/21, Attachment #12). To assist Urban Equation, a cross departmental internal staff working group was formed to help guide the ISDS project. Staff also established a Building Advisory Panel, comprised of representative volunteers from the development community and building associations, to assist staff by providing feedback on the ISDS checklists. All work done to develop the ISDS checklist has been accomplished through an iterative, collaborative, community based approach to engage with the public, development community, community groups, agencies, staff, and Council. The Stage 2 process to develop the ISDS was divided into four phases: Phase 1: Launch and 1st Draft ISDS Checklist (December 2021 – March 2022); Phase 2: Content Development and 2nd Draft ISDS Checklists (February – May 2022); Phase 3: Final ISDS, User Guide and Presentation (June – September 2022); and Phase 4: Other Tools and Knowledge Workshops (Fall 2022). 2. Discussion 2.1 Benefits of Sustainable Standards There are several economic, health, and environmental benefits to the community and homeowners by implementing the ISDS, such as: •reduced urban heat island temperatures; •reduced energy consumption and associated costs; - 148 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 5 •lowered greenhouse gas emissions; •diverted waste during construction; •increased outdoor amenity space; •increased building resilience to climate change; •promotion of active transportation; and •protection and restoration of natural heritage. 2.2 Applicable Laws in support of the ISDS The Municipal Act, the Planning Act, and the Provincial Policy Statement provide the underlying policy frameworks that support the development and application of Pickering’s ISDS, and aid in the construction of more efficient buildings and well-designed communities. 2.2.1 Municipal Act The Municipal Act outlines the scope of municipal powers, including the ability for a municipality to pass by-laws respecting various matters. Section 97.1 of the Municipal Act, which came into effect on May 30, 2017, addresses standards for the construction of buildings, whereby a municipality may pass a by-law respecting the protection or conservation of the environment that requires buildings to be constructed in accordance with provisions of the Ontario Building Code. Also, municipalities may provide for, or participate in, long-term energy planning for energy use in the municipality, and influence the design of development sites, including considering external building design details. 2.2.2 Planning Act Section 2 of the Planning Act sets out matters of provincial interest, which include: •the protection of ecological systems, including natural areas, features and functions; •the supply, efficient use, and conservation of energy and water; •the minimization of waste; •the orderly development of safe and healthy communities; •the promotion of development that is designed to be sustainable, to support public transit and to be oriented to pedestrians; and •the mitigation of greenhouse gas emissions and adaption to a changing climate. These interests give a clear indication of the kinds of issues municipalities should consider when creating policies and plans. Section 41 of the Planning Act provides municipalities with a broad scope of powers to approve plans and drawings for development applications, including exterior sustainable design features of buildings. This is the same authority used by other municipalities to enable their green development standards. The authority under the Planning Act is limited to exterior design elements, and it is not applicable law under the Ontario Building Code. - 149 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 6 2.2.3 Provincial Policy Statement (2020) Section 1.8.1 of the Provincial Policy Statement supports municipal efforts for energy conservation and efficiency, improved air quality, reduced greenhouse gas emissions, and preparing for the impacts of a changing climate through land use and development patterns that: • promote the building design and orientation to maximize energy efficiency and conservation, and consider the mitigating effects of vegetation and green infrastructure; and • maximize vegetation within settlement areas, where feasible. 2.3 Pickering Official Plan Through the Planning Act, municipalities can use their Official Plan as a tool for providing high-level strategic direction on land-use planning issues. The Pickering Official Plan (POP) embraces the principles of sustainability and livable urban communities through the promotion of energy and water conservation, energy efficient buildings, and renewable energy systems. Also, the POP has been leveraging sustainable development practices through Policies 16.5A and 16.5.B. Studies in support of development applications must include: “a sustainable development report, or checklist, describing the sustainable measures being implemented in the development, including but not limited to initiatives related to energy efficiency, water efficiency, building materials, indoor air quality, landscaping, stormwater management and construction waste.” These policies, along with others, were added through Official Plan Amendment 23 in support of the 2007 Sustainable Development Guidelines. Accordingly, a future amendment to the Official Plan will be required to align with, and support, the new ISDS. 2.4 2011 Seaton Sustainable Place-Making Guidelines The 2011 Seaton Sustainable Place-Making Guidelines set out minimum standards and benchmarks to be achieved in the Seaton Urban Area, consistent with Chapters 11 and 12 of the POP. Further Section 11.42 of the POP states “City Council shall periodically review and revise the Seaton Sustainable Place-Making Guidelines, in consultation with landowners and other interested stakeholders, as sustainability initiatives, design innovations, building technologies, and other regulatory standards evolve”. The ISDS is consistent with the above-noted policy section, and is applicable to all new development in the City of Pickering. However, it is not applicable to lands that already have an approved Plan of Subdivision or Site Plan. Development applications/approval processes in Seaton, which have been initiated, are still subject to the 2011 Seaton Sustainable Place-Making Guidelines. Most of the Seaton lands already have an approved Plan of Subdivision. The ISDS will only be applicable to those remaining areas that have not been subject to either a Plan of Subdivision or Site Plan application. - 150 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 7 However, the development community in Seaton is encouraged to build to sustainable building performance criteria, whether by following the ISDS, or the enhanced benchmarks in the Seaton Sustainable Place-Making Guidelines, to reflect the best practices of today. It is recognized that there are developments in Seaton being built to enhanced levels of sustainability, such at the Mattamy ‘Bloom in Seaton’ project, which was recently recognized at the BILD Awards. 2.5 Municipal Scan The ISDS process has benefited from a review of other Greater Toronto and Hamilton Area (GTHA) municipal green design standards, in particular those adopted by Toronto, Vaughan, Brampton, Halton Hills, and East Gwillimbury. Staff also reflected on the standards adopted within Durham Region by both the Town of Whitby and the Town of Ajax, and their implementation through the development review process. In February 2022, the City and Urban Equation hosted a workshop with staff from five other municipalities, the Clean Air Partnership, and TAF. The goal of the workshop was to hear from municipalities who have experience creating and implementing sustainable design standards. Recently, two additional municipalities adopted green development standards – Markham and Aurora. 3.Community Engagement A collaborative community-based approach was used over the four phases of the ISDS project to develop the Pickering ISDS as follows: Phase 1 of the project included the launch and first draft of Pickering Integrated Sustainable Design Standards checklists. The project team presented a series of workshops in order to consult with the public, an internal staff-working group, the development community, GTHA municipalities, the newly established Building Advisory Panel, as well as the Mayor and Members of Council. The workshops were used to gain insight from the different stakeholders on what were important sustainable design features for buildings and the community, the positive and negative experiences with sustainable development projects, potential barriers to specific sustainability criteria, and key sustainability building principles. Phase 2 of the ISDS project included content development and the review of the second draft of the ISDS checklists. The project team consulted with the public, development community, Building Advisory Panel, and Mayor and Members of Council, to receive feedback on the draft checklists, and report on key findings from the second public and development community surveys (e.g., comments, big trends, actions, City direction). Phase 3 of the ISDS project included finalization of the performance criteria and User Guide for the Development Community (see Building Green – User Guide Pickering Integrated Sustainable Design Standards, dated August 2022, Attachment #1). During this phase, the project team presented an overview of the draft checklists to the Pickering Accessibility Committee, and to the Durham Region Roundtable on Climate - 151 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 8 Change, and completed a final consultation on the checklists with members of the Building Advisory Panel and development community representatives. The project team also consulted with the staff working group to understand barriers and requirements, when integrating the ISDS into the development review process. The consultations were followed by the finalization of the ISDS Checklists (Low-Rise Residential, and Mid to High-Rise Residential & Non-Residential) and the User Guide. Phase 4 of the ISDS project includes the development of resource tools and educational workshops. Similar to the ISDS User Guide to support the development industry, the project team will develop an ISDS Training Guide to assist staff in implementing the standards. As required by the TAF grant, a Carbon Emissions Reduction Report will be completed for the overall project. The report will summarize the estimated carbon emission reductions that could be achieved if the projected development to occur in Pickering over the next five years was built to Tier 1 as opposed to the current Ontario Building Code. In addition, a Shared Learning Report, will document lessons learned, strategies, processes, and resources used to create the ISDS, so that other municipalities can learn and benefit from Pickering’s example. To engage the public and development community throughout phases 1 to 4, staff employed multiple media tools and engagement opportunities, both online and in-person, to solicit feedback, including: •Media releases; •Let’s Talk Pickering project page; •Municipal website page (pickering.ca/standards); •Social media campaigns; •Municipal facility posters; •Municipal digital sign promotions; •Article in City’s “Your City” magazine (digital and physical distribution); •Municipal eNewsletters; •Banner and rack card at facilities; •Paid advertising with local media; •Media interview with Global News Durham; •Establishment of a Building Advisory Panel; •Two public and two development community surveys; •Direct industry input from John Godden, Founder and CEO Clearsphere, Clean Air Partnership, TAF, Region of Durham, TRCA, and CLOCA; •Letters to Mississaugas of Scugog Island First Nation; •Notice included in sustainability comments for development applications; •Presentations and workshops to stakeholders, committees and the public; •In-person engagement at the Pickering Farmers’ Market; and •Targeted direct emails to request participation in the project and surveys to over 200 community group contacts (e.g., rate payer/community association, clubs, sports users, service/senior and cultural clubs, places of worship, schools, etc.,), as well as over 70 development community and planning consultant representatives. - 152 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 9 A more detailed report about the consultation process is provided in Attachment #2 – Public and Development Community Engagement Summary. 4.Key Elements of the ISDS 4.1 Principles The ISDS is organized under seven key principles that reflect the performance criteria and provide a general framework for what goals the City wants to achieve. 1.Education: Educating homeowners about the use, and maintenance of, sustainable building features, and sustainable lifestyle practices. 2.Energy & Resilience: Designing and constructing resilient energy efficient buildings, and encouraging on-site renewable energy systems. 3.Neighbourhood: Creating accessible and safe places to live for all. 4.Land & Nature: Protecting, conserving, and enhancing the natural environment. 5.Transportation: Providing opportunities for sustainable modes of transportation. 6.Waste Management: Providing opportunities to recycle, and divert materials, in order to reduce waste. 7.Water: Using water efficiently, and supporting sustainable stormwater management practices. 4.2 Tiered Approach Pickering’s ISDS is based on a tiered approach, with a series of progressive green d Tier 1 contains the mandatory performance measures and Tier 2 presents options for voluntary, enhanced performance measures evelopment measures. (see example Table below). Tier 1 Mandatory Met Tier 2 Optional Met Design and construct all buildings to achieve a minimum energy performance level of 15% or better than the Ontario Building Code requirements in force at the time of application. ☐Design and construct all buildings to achieve a minimum energy performance level of 25% or better than the Ontario Building Code requirements in force at the time of application ☐ Tier 2 standards are helpful to inform, and enable the development community time to prepare and plan for potential future mandatory criteria. Not all Tier 2 optional criteria will necessarily become mandatory Tier 1 in a future update of the ISDS. It is important at the time of the first update to reassess best practices, legislative changes, and engage with the development community, stakeholders, and public again to determine the most appropriate amendments. - 153 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 10 4.3 Development Review Process The ISDS User Guide (see Attachment #1) details the implementation process for new development. The process is briefly outlined below: Step 1: Pre-Consultation Meeting The Applicant will fill out and submit the Mandatory Pre-Consultation Request Form, and come prepared to discuss the ISDS Checklist. Step 2: Application Preparation Following the Pre-Consultation Meeting, the Applicant will revise the proposal and prepare reports based on staff feedback, and complete the relevant ISDS Checklist. Step 3: Application Submission The Applicant must submit the final version of the applicable ISDS Checklist and a Sustainability Report as part of the Development Application Submission package to the City. Step 4: Technical Review Staff will circulate the ISDS Checklist and Sustainability Report to the applicable City departments as part of the development review process. Step 5: Application Revisions and Resubmission (Applicant) The Applicant will revise and resubmit plans, reports, and other materials, as may be required, based on agency comments through the overall evaluation of the development application. Step 6: Report to Council Where required, City Development staff will report on the ISDS performance measures, committed to by the applicant, in their development application. Step 7: Agreements Draft development agreements, and/or final plans, will contain specific conditions for meeting the ISDS measures, committed to by the Applicant, on their ISDS Checklist. Step 8: Implementation As development proceeds, the Applicant will implement the approved ISDS commitments. Staff may attend the site during construction to verify installation. Letters of Credit may be required as a mechanism to hold. A Post Construction and Verification Checklist is required to be completed prior to releasing Letters of Credit. - 154 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 11 5.Correspondence Received 5.1 Letter of Concern and Action Taken to Address A letter was received from Elizabeth Howson, of Macaulay Shiomi Howson Limited, Planning Consultant (on behalf of the Seaton Landowners Group and Ontario Infrastructure and Lands Corporation) expressing concern that the ISDS appeared to be designed to be applicable to all development in the City of Pickering (see Comment Letter from Elizabeth Howson, Attachment #3). The letter indicated that it was not appropriate to introduce new requirements at this late stage in the development of the Seaton Community, and therefore, requested that the ISDS be modified to clearly identify that the proposed new standards are not applicable to the Seaton Community. In response, City staff issued a letter dated June 1, 2022, whereby staff confirmed that the new ISDS are intended to be applicable to all new development. However, it is not applicable to lands that already have an approved Plan of Subdivision or Site Plan. Development applications/approval processes in Seaton, which have been initiated are therefore, still subject to the 2011 Seaton Sustainable Place-Making Guidelines. Accordingly, clarifying language was added to the ISDS User Guide to address their concerns. 5.2 Public and Development Community Submissions Written and verbal comments were received from the public and development community, on the draft ISDS Checklists (exclusive of agency comments). Comments were collected through surveys, and a series of one-on-one meetings with members of the Building Advisory Panel and development community representatives. City staff also followed up with individual members of the development community to solicit feedback. Staff extended the project timeline by three months to allow for additional engagement opportunities and to solicit more input. For analysis, Urban Equation compiled the comments and organized them into a matrix based on if the comment should be reflected in the current version of the checklists, in future editions, or not reflected if it was outside the scope of the ISDS project or objectives. Following the review of the feedback, Urban Equation and City staff incorporated changes into the checklists, where appropriate, to either clarify or modify the performance criteria (see Development Community Comments, Attachment #4). 5.3 Agency Submissions Written comments were received from the Region of Durham, the Toronto and Region Conservation Authority (TRCA) and Fatal Light Awareness Program (FLAP) Canada (see Attachments #5, #6 and #7). Primarily, Regional staff suggested adding wording to the On-Site Waste Storage criteria of the checklists. TRCA staff proposed suggestions to both the Low-Rise Residential and Mid to High-Rise Residential & Non-Residential Checklists. FLAP Canada requested minor changes to the Bird Friendly Design performance criteria. These suggestions were reviewed, and incorporated into the final ISDS Checklists where appropriate. - 155 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 12 5.4 Letters of Support The City received letters of support from the following organizations (see Letters of Support, Attachments #8, #9 & #10): • Region of Durham; • Town of Whitby; and • Clean Air Partnership. 6. Special Considerations – Green Roofs Council Resolution #914/22 directed staff to investigate the feasibility of establishing a by-law requiring the construction of green roofs, or of alternative roof surfaces that achieve similar levels of performance to green roofs (see Resolution #914/22, Attachment #11). To this end, staff completed an internal policy and external municipal scan of tools currently used with respect to these types of roofs. The Pickering Official Plan (POP) recognizes green roofs as a low impact development measure, and encourages the installation of green or white roofs to improve energy efficiency in buildings, stormwater management absorption quality, and to reduce urban heat island effects. Pickering’s current 2007 Sustainable Development Guidelines, and 2011 Seaton Sustainable Place-Making Guidelines, were a first step in encouraging green roofs in Pickering. The ISDS builds on this premise by providing the development community the option to pursue a green roof, cool roof, solar ready (based on a specific size), or a combination of green roof, cool roof and solar photovoltaics (PV) for mid to high-rise residential development. While developing the ISDS, there was a desire from the development community for flexibility to explore roof options, and this is reflected in the performance criteria. Once the ISDS have been implemented, staff will be able to collect data on the uptake of green roofs in comparison to other sustainable performance measures (e.g., cool roofs, solar PV). There are different types of green roofs, and associated advantages/disadvantages. In general, benefits of green roofs include increased biodiversity, air purification, temperature regulation, rain water filtration and retention, and aesthetics. However, there are also challenges that require consideration, including increased maintenance costs, suitability (not all buildings may be suitable to accommodate a green roof or the extra weight), and increased technical skills of staff reviewing submissions to ensure the system is designed to prevent issues associated with water drainage. Another matter that requires investigation is prioritizing the competing interests for roof space (i.e., mechanical equipment, energy production, social/amenity space). The City of Toronto is the only municipality in Ontario that has a Green Roof By-law in place. Many municipalities have been promoting green roofs through their sustainable design guidelines or green standards. While there are policies within the POP supporting green roofs, investigation is required into a municipalities’ legal ability to adopt and enforce a green roof by-law. - 156 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 13 In addition, the implementation of a green roof by-law, and its impact on City resources, requires investigation. To this end, it is recommended that an interdepartmental working group be established to investigate these matters, and report back to Council by the end of 2023. 7.Recommendations 7.1 That Council adopt the Pickering Integrated Sustainable Design Standards and require all new Site and Plan of Subdivision applications deemed complete on or after January 1, 2023, to meet Tier 1 – mandatory performance criteria as outlined in the ISDS. Pickering’s ISDS aligns with the Pickering Official Plan’s sustainable policies, addresses climate change and community sustainability through green building practices, and is consistent with other GTHA (and specifically Durham) municipalities’ green development standards. Implementing the ISDS will help reduce greenhouse gas emissions, decrease outdoor air pollution, help preserve the natural environment, and provide flexibility and certainty for developers. The ISDS aligns with the work being done by both the City and Region of Durham to address climate change, support urban forests, pollinators, waste reduction, water conservation, energy efficiency, and improve access to greenspaces. The ISDS project also builds upon a solid foundation that aligns with the goals of Pickering Council-adopted plans, including: Durham Community Climate Action Plan; Durham Community Energy Plan; Corporate Energy Management Plan; Integrated Transportation Master Plan; and the Climate Emergency Declaration. 7.2 That staff be directed to initiate an amendment to the Pickering Official Plan to add new policies to the Pickering Official Plan that support the ISDS. To enhance the City’s Official Plan polices, which pre-date the ISDS initiative, minor amendments are required to clearly articulate the City’s expectation with respect to sustainable development, and integrate the ISDS into the planning process. This will also include amending pre-submission consultation policies, complete application policies, and other related policies. 7.3 That staff be directed to include appropriate zoning provisions in the Draft Comprehensive Zoning By-law to support the ISDS performance measures. There are measures in the ISDS that require zoning support. Rather than amend all of the City’s Zoning By-laws, a more practical approach is to insert appropriate provisions in the second Draft of the Comprehensive Zoning By-law. For example, electric and hybrid vehicle dedicated parking/charging spaces can be included, along with certain measures for bird friendly design, private outdoor amenity space, green roofing, and bicycle parking and storage facilities. - 157 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 14 7.4 That City staff be directed to identify any additional staff resources, and cost recovery mechanisms, necessary to implement and enforce the ISDS, for inclusion in the 2023 budget. Based on the ISDS performance criteria, staff will identify if technical resources are required as part of the application review and implementation verification process (review of reports e.g., Energy Modeling and/or site visits) to ensure successful compliance with performance criteria that was committed too. Staff will explore cost recovery mechanisms to support as necessary. 7.5 That City staff be directed to review the ISDS every four years to reflect Ontario Building Code revisions, updated industry standards, climate science, and changing market demands. It is intended that the ISDS be updated every four years. This will to help ensure the City’s sustainable development standards are in alignment with industry practices and other municipal green standards, since best practices evolve over time. As the City continues to grow, ISDS updates will help ensure the City stays on track to reduce energy use and greenhouse gas emissions, and reflect the community’s sustainability priorities. There are already some builders in Pickering who are building to advanced sustainability performance levels. Going forward, all ISDS Checklists submitted will be monitored and tracked to assess commonly achieved advanced performance criteria. 7.6 That City staff be directed to report back to Council on a proposed non-financial incentive strategy to support the implementation of the Pickering Integrated Sustainable Design Standards by the end of 2023. Incentives are an effective tool to facilitate change in the building industry. The development community has advocated for both financial and non-financial incentives from the City. At this time, staff are proposing to explore only non-financial incentives measures to support advanced sustainable building practices. As appropriate, staff will research tools that other municipalities use, and also solicit input from the development community, Durham Region, local area municipalities, stakeholders, and utility providers, to help identify suitable incentive options. 7.7 That Council authorize staff to investigate establishing a Green Roof By-law and report back by the end of 2023. There are many benefits and challenges associated with green roofs. Based on staff’s review, an interdepartmental working group is required to explore the legal authority of establishing a green roof bylaw, associated impacts to City resources, and the effectiveness of other roof optimizing strategies (e.g., solar PV, amenity space, and the ISDS itself). Subject to Council’s approval, the ISDS, will start being implemented in January 2023. Tier 1 performance criteria provide flexibility for applicants to install a green roof, cool roof, solar PV or a combination. As sustainability (or green) standards are the current means used by other municipalities to encourage green roofs, (outside of the City of Toronto), reporting back in this timeframe will allow staff to collect data and reflect on the uptake of different options. - 158 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 15 8.Next Steps The ISDS will apply to new development applications for Site Plan and Subdivision, submitted under the Planning Act, commencing January 1, 2023. In the interim, staff will finalize the other required ISDS related deliverables as part of The TAF grant including: ISDS internal Training Guide, Carbon Emissions Reduction Report, and a Shared Learning Report. Additionally, staff will be undertaking other administrative and training activities. Staff will also work directly with the development community to ensure successful implementation of the ISDS process with the provision of the User Guide. Appendices: Appendix I Pickering Integrated Sustainable Design Standards: Low-Rise Residential Checklist Appendix II Pickering Integrated Sustainable Design Standards: Mid to High-Rise Residential & Non-Residential Checklist Attachments: 1.Building Green – User Guide, Pickering Integrated Sustainable Design Standards, dated August 2022 2.Public and Development Community Engagement Summary Report, dated 2022 3.Comment Letter from Elizabeth Howson, MSH, dated April 6, 2022 4.Development Community Comments Submission, dated 2022 5.Region of Durham Email, dated June 21, 2022 6.FLAP Canada Email, dated June 21, 2022 7.Toronto and Region Conservation Authority Letter, dated June 14, 2022 8.Letter of Support, dated June 28, 2022 – Region of Durham 9.Letter of Support, dated May 27, 2022 – Town of Whitby 10.Letter of Support, dated June 7, 2022 – Clean Air Partnership 11.Resolution #914/22 12.Resolution #738/21 - 159 - PLN 38-22 September 6, 2022 Subject: Pickering Integrated Sustainable Design Standards Page 16 Prepared By: Original Signed By Grant McGregor, M.Sc. Project Manager, Strategic Initiatives Original Signed By Chantal Whitaker, BESc (Hons), CSP-P Manager, Sustainability & Strategic Environmental Initiatives Approved/Endorsed By: Original Signed By Catherine Rose, MCIP, RPP Chief Planner Original Signed By Kyle Bentley, P. Eng. Director, City Development & CBO GM:ld Recommended for the consideration of Pickering City Council Original Signed By Marisa Carpino, M.A. Chief Administrative Officer - 160 - Appendix I to Report PLN 38-22 Pickering Integrated Sustainable Design Standards Low-Rise Residential Checklist - 161 - Pickering Integrated Sustainable Design Standards Low-Rise Residential Checklist August 2022 - 162 - Low-Rise Residential 1 Instructions The Pickering Integrated Sustainable Design Standards (ISDS) for low-rise residential applies to development less than 4 storeys with a minimum of 5 dwelling units. Tier 1 performance measures are required by the City of Pickering and must be included as part of your complete development application. Tier 2 performance is encouraged, but optional. Words and terms identified in bold in the Performance Criteria and Documentation cells are defined further in the Glossary of the User Guide. Performance criteria apply to all building types except where specified. Applicant Information: Applicant/Agent: Name (First, Last Name): Telephone Number: Email: Address of Subject Land (Street Number and Name): Registered Owner (First, Last Name): Project Information: Project Name: Date Checklist Completed (yyyy-mm-dd): Is this checklist revised from an earlier submission (Yes/No): Gross Floor Area (square metres): Number of Storeys: Non Residential Gross Floor Area (square metres): Proposal Description (narrative of your project): - 163 - Low-Rise Residential 2 Education Performance Measures Performance Criteria For Submission Number Development Feature 1 Mandatory Met Tier 2 Optional Met Documentation Comments E1 Resident Education Provide a Resident Education Information Package (hardcopy or digital through website link) to residents that explains the use and maintenance of sustainable building features as well as sustainable lifestyle practices. ☐Meet Tier 1 and post signage and other education materials onsite to educate residents and visitors of sustainability features. ☐☐ Educational package or other educational materials demonstrating compliance. - 164 - Low-Rise Residential 3 Energy & Resilience Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER1 Urban Heat Island Reduction Roof: Install cool roof (high albedo/light coloured materials with a Solar Reflective Index (SRI) of 78 or over (for low- sloped roofs <2:12)) or 29 (for steep-sloped roofs >2:12) for 100% of the available roof area. or Install solar PV for 50% of the available roof area. ☐☐☐Roof plan indicating heat island reduction measures, including the SRI values(s) of roof materials. - 165 - Low-Rise Residential 4 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments Non-Roof: Use one or a combination of the following strategies to treat at least 50% of the site’s hardscape: • High-albedo paving materials with an initial solar reflectance of at least 0.33 or SRI of 29; • Open grid pavement with at least 50% perviousness; • Shade from existing tree canopy or new tree canopy within 10 years of landscape installation; • Shade from architectural structures that are vegetated or have an initial solar reflectance of at least 0.33 at installation or an SRI of 29; • Shade from structures with energy generation. ☐ Non-Roof: Use one or a combination of the following strategies to treat at least 75% of the site’s hardscape: • High-albedo paving materials with an initial solar reflectance of at least 0.33 or SRI of 29; • Open grid pavement with at least 50% perviousness; • Shade from existing tree canopy or new tree canopy within 10 years of landscape installation; • Shade from architectural structures that are vegetated or have an initial solar reflectance of at least 0.33 at installation or an SRI of 29; • Shade from structures with energy generation. ☐ ☐ Report, Plan(s), or other documentation indicating the heat island reduction measures. - 166 - Low-Rise Residential 5 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER2 Building Energy Performance and Emissions Design and construct all buildings to achieve or exceed the Energy Star® for New Homes, latest version, or demonstrated modeled equivalent (e.g., Better Than Code ® using Home Energy Rating System (HERS)). or Design and construct all buildings to meet or exceed the Energy Performance Emissions’ Total Energy Use Intensity (TEUI), Thermal Energy Demand Intensity (TEDI) and GHG Emission Intensity (GHGI) targets. ☐Design and construct all buildings to achieve a minimum energy performance level of 25% or better than the Ontario Building Code requirements in force at the time of application. or Design and construct all buildings to meet or exceed the Energy Performance Emissions’ Total Energy Use Intensity (TEUI), Thermal Energy Demand Intensity (TEDI) and GHG Emission Intensity (GHGI) targets. ☐☐ Energy Modelling Report or other documentation demonstrating compliance with the target standard. ER3 Renewable Energy Design and construct all buildings to be solar ready. or Incorporate web-based Home Energy Management Systems (HEMS). ☐Incorporate on-site renewable energy sources of power generation to meet 5% or more of the building energy needs. or Incorporate peak shaving devices like battery storage. ☐☐ Drawings, plans, or other documentation demonstrating compliance. - 167 - Low-Rise Residential 6 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER4 Building Resilience Implement at least two of the primary measures from the Durham Region Climate Resilience Standard for New Houses additional to those required by this Standard. ☐ Implement at least two of the secondary measures from the Durham Region Climate Resilience Standard for New Houses. ☐ ☐ Drawings, plans, or other documentation demonstrating that the project incorporates resilient measures. - 168 - Low-Rise Residential 7 Neighbourhood Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments N1 Private Pedestrian Walkways Provide on-site private pedestrian walkways from buildings to features outside of the development site, such as public sidewalks, multi-use trails, transit stops and adjacent buildings. All connections must be AODA compliant. ☐☐ Site plan(s) highlighting on-site walkways. N2 Private Play Areas & Structures All private play areas and play structures must be AODA compliant. ☐☐ Site plan(s) highlighting play areas with accessibility features. N3 Community Safety Design the project using CPTED principles to create a safe space. ☐☐ or Report demonstrating community safety strategies. - 169 - Low-Rise Residential 8 Land & Nature Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN1 Topsoil The topsoil layer should have a minimum depth of 30 cm for all turf areas, and a minimum depth of 45 cm of high-quality topsoil for all planting beds and scarify hard packed subsoil in all soft landscape areas prior to placement of topsoil. ☐ Meet Tier 1 and install a minimum depth of 60 cm of high-quality topsoil for all planting beds. ☐ ☐ Landscape Plan(s) and/or other documentation indicating applicable soil characteristics (depth, pH, organic matter content) and planting depth. LN2 Light Pollution Reduction All exterior lighting to be Dark Sky Compliant with the exemption of street lighting, which is governed by the City’s Street Lighting Requirements. If a Dark Sky Fixture Seal of Approval is not available, fixtures must be full cut-off and with a colour temperature rating of 3000K or less. ☐ Meet Tier 1 and install motion sensors or timers for outdoor lights to maintain security without excessively lighting the building's exterior. ☐ ☐ Exterior Lighting Plan, Schedule, or other documentation indicating lighting type, orientation and location. LN3 Native and Non-Invasive Species Plant 50% native plant species, including trees, shrubs and herbaceous plants preferably drought-tolerant and pollinator- friendly outside of the buffer area and within the development limit. Remaining non-native species must be non-invasive. ☐ Plant 75% or greater with native plant species. ☐ ☐ Landscape Plan(s), drawings or other documentation demonstrating the percentage of plant species, preferably are drought-tolerant and pollinator-friendly. - 170 - Low-Rise Residential 9 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN4 Vegetated Buffers The disturbed buffer area between the development limit and a key natural heritage feature shall be restored with 100% native plant species, including trees, shrubs and herbaceous plants, preferably drought- tolerant. ☐ ☐ Landscape Plan(s), drawings or other documentation demonstrating that plant species are 100% native, preferably drought-tolerant. LN5 Tree Preservation and Removal Compensation Plant 60 mm caliper deciduous trees and 1.8 m high coniferous trees in accordance with the tree compensation requirements. This applies to the removal of any existing trees that are 15 cm or more in diameter at breast height. ☐ Provide a site design solution that includes the preservation and protection of existing mature trees and a net gain of tree canopy through additional tree plantings in accordance with the tree compensation requirements. ☐ ☐ A Tree Inventory Report and Preservation Plan that includes all trees on the development site and those on adjoining lands that may be affected by the proposed construction activities. LN6 Healthy Street Trees Plant 60 mm caliper deciduous trees on both sides of private streets and in public boulevards at an interval rate of 1 tree per 8 m of street frontage or spaced appropriately having regard to site conditions; and Design, implement, and pay for a watering and fertilizing program for at least the first 2 years of planting. ☐ Meet Tier 1 and provide 30 m3 high quality soil for street trees with a minimum topsoil depth of 75 cm. ☐ ☐ Tree Planting Plan(s), drawings or other documentation demonstrating species, and quantity for each planting area. ☐ Watering program methods and watering schedule. - 171 - Low-Rise Residential 10 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN7 Natural Heritage Features and Open Space Enhancement Protect key natural heritage features and key hydrologic features on site, including associated setbacks/buffers; or Where all alternatives to protect and enhance key natural heritage features and open spaces on site have been evaluated and determined to not be feasible, provide compensation for the loss of ecosystem functions due to development impacts. ☐Protect and enhance key natural heritage features and key hydrologic features on site and •Create new natural heritage features on or off-site; or •Restore and enhance connectivity among natural heritage features on or off- site. ☐☐ Landscape Plan(s), drawing(s) or other documentation highlighting implemented features(s) and/or an Ecosystem Compensation Report where required. - 172 - Low-Rise Residential 11 Transportation Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments T1 Electric Vehicles including plug-in hybrid vehicles Require 90% EV Rough-in & 10% EV Ready charging infrastructure or equivalent electric vehicle energy management systems (load sharing/circuit sharing) capable of providing Level 2 or higher charging for the resident parking spaces; or Require EV Ready charging infrastructure capable of providing Level 2 charging or higher for 50% of the resident parking spaces. ☐ Require EV Ready charging infrastructure capable of providing Level 2 charging or higher for 100% of the resident parking spaces. ☐ ☐ Electric Vehicle (EV) Charging Infrastructure Plan, drawings or other documentation. - 173 - Low-Rise Residential 12 Waste Management Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments WM1 Construction Waste Reduction Divert 50% or more of all non- hazardous construction, demolition, and land clearing waste from landfill. ☐ Divert 75% or more of all non- hazardous construction, demolition, and land clearing waste from landfill. ☐ ☐ Commitment Letter to divert waste through a third-party hauler. WM2 On-Site Storage For low rise multi-storey residential buildings, design the site so that all individual units can be served by curbside collection; and allocate space for separate recyclables, organics and garbage containers inside each dwelling unit. ☐ ☐ Drawing(s) demonstrating compliance. - 174 - Low-Rise Residential 13 Water Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments W1 Stormwater Management Achieve a level one/enhanced stormwater treatment for all stormwater, and achieve runoff reduction of a minimum 5 mm of rainfall depth; and Demonstrate that the applicable groundwater recharge targets are met based on site-specific water balance/budget studies, in accordance with the CTC Source Protection Plan; and Provide an enhanced level of protection for water quality through the long-term average removal of 80% of Total Suspended Solids (TSS) on an annual loading basis from all runoff leaving the site, in accordance with the City of Pickering Stormwater Management Design Guidelines. ☐In a manner best replicating natural site hydrology processes, manage on-site runoff using at least two of the following low-impact development (LID) and green infrastructure techniques: •permeable pavement •bioswales •soakaways •rain gardens •filtered strips •infiltration trenches or Achieve post-development runoff reductions to no more than 50% of annual precipitation (approx. 10 mm of rainfall event retention from all site surfaces) through infiltration, evapotranspiration, water harvesting and reuse. ☐☐ Stormwater Management Report, Plan(s), and drawing(s) demonstrating compliance. - 175 - Low-Rise Residential 14 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments W2 Water Efficiency Implement two of the following: •Use WaterSense® labeled water fixtures. •Use a non-potable watering system for irrigation purposes. •Install a drain water heater recovery unit. •Install a hot water recirculation pump with an integrated adjustable timer or auto-adaptive controls to shut off during periods of low/no hot water use. •Use Energy Recovery Ventilation in lieu of conventional humidifier. ☐Implement three of the following: •Use WaterSense® water fixtures that obtain a minimum 30% better than the Ontario Building Code baseline. •Use a non-potable watering system for irrigation purposes. •Design 25% of the dwelling units/buildings to be "greywater ready" (i.e., plumbing and infrastructure roughed in, adequate utility room space). •Install a hot water recirculation pump with an integrated adjustable timer or auto-adaptive controls to shut off during periods of low/no hot water use. •Use Energy Recovery Ventilation in lieu of conventional humidifier. ☐☐ Plan(s), drawing(s), or other documentation demonstrating implementation of target elements(s). ☐Plumbing fixtures specifications or other documentation demonstrating WaterSense® labelling and flush/flow rates. or ☐Third party verification of water reductions with systems e.g., Home Energy Rating System H2O or WaterSense® labeling. - 176 - Appendix II to Report PLN 38-22 Pickering Integrated Sustainable Design Standards Mid to High-Rise Residential & Non-Residential Checklist - 177 - Integrated Sustainable Design Standards Mid to High-Rise Residential & Non-Residential Checklist August 2022 - 178 - Mid to High-Rise Residential & Non-Residential 1 Instructions The Pickering Integrated Sustainable Design Standards (ISDS) for Mid to High-Rise Residential & Non-Residential development, applies to residential buildings 4 storeys and higher, and all Industrial, Commercial and Institutional (ICI) buildings. Tier 1 performance measures are required by the City of Pickering and must be included as part of your complete development application. Tier 2 performance is encouraged, but optional. Words and terms identified in bold in the Performance Criteria and Documentation cells are defined further in the Glossary of the User Guide. Performance criteria apply to all building types except where specified. Applicant Information: Applicant/Agent: Name (First, Last Name): Telephone Number: Email: Address of Subject Land (Street Number and Name): Registered Owner (First, Last Name): Project Information: Project Name: Date Checklist Completed (yyyy-mm-dd): Is this checklist revised from an earlier submission (Yes/No): Gross Floor Area (square metres): Number of Storeys: Non Residential Gross Floor Area (square metres): Proposal Description (narrative of your project): - 179 - Mid to High-Rise Residential & Non-Residential 2 Education Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments E1 Resident Education For residential buildings, provide a Resident Education Information Package (hardcopy or digital through website link) to residents that explains the use and maintenance of sustainable building features as well as sustainable lifestyle practices. ☐Meet Tier 1 and post signage and other education materials onsite to educate residents and visitors of sustainability features. ☐☐ Educational package or other educational materials demonstrating compliance. - 180 - Mid to High-Rise Residential & Non-Residential 3 Energy & Resilience Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER1 Urban Heat Island Reduction Roof: For flat roofs (low slope ≤2:12 ) over 500 m2, buildings must provide. 1.Green roof for at least 50% of available roof space; •Where possible, green roof area should be incorporated into visible or accessible locations such as podiums. •Where the green roof is accessible, the common outdoor amenity space may be reduced by no more than 25%. •Where green roof is edible landscaping, the whole garden area including pathways and adjacent terraces, may be counted as common outdoor amenity space. or 2.Cool roof installed for 90% of available roof space and if the roof is over 2,500 m2 a minimum of 1,000 m2 will be designated solar ready. ☐☐☐Roof plan indicating heat island reduction measures, including the SRI values(s) of roof materials. - 181 - Mid to High-Rise Residential & Non-Residential 4 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments or 3. A combination of a green roof, cool roof and solar PV installed for at least 75% of available roof space. Non-Roof: Treat 50% of the hardscapes (i.e., roads, sidewalks, and driveways) with heat island reduction measures such as: • High-albedo paving materials with an initial solar reflectance of at least 0.33 or Solar Reflectance Index (SRI) of 29; • Open grid pavement with at least 50% perviousness; • Shade from existing tree canopy or new tree canopy within 10 years of landscape installation; • Shade from architectural structures that are vegetated or have an initial solar reflectance of at least 0.33 at installation or an SRI of 29; and • Shade from structures with energy generation. ☐ Non-Roof: Treat 75% of the hardscapes (i.e., roads, sidewalks, and driveways) with heat island reduction measures. ☐ Plan(s), drawing(s), or other documentation indicating heat island reduction measures measure(s). - 182 - Mid to High-Rise Residential & Non-Residential 5 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER2 Building Energy Performance and Emissions Design and construct all buildings to meet or exceed the Energy Performance Emissions’ Total Energy Use Intensity (TEUI), Thermal Energy Demand Intensity (TEDI) and GHG Emission Intensity (GHGI) targets. ☐ Design and construct all buildings to meet or exceed the Energy Performance Emissions’ Total Energy Use Intensity (TEUI), Thermal Energy Demand Intensity (TEDI) and GHG Emission Intensity (GHGI) targets. ☐ ☐ Energy Modelling Report or other documentation demonstrating compliance with the target standard and a Commissioning Closeout Report. ER3 Energy Incorporate on-site renewable energy of power generation to meet 5% or more of the building energy needs. or Incorporate peak shaving devices like battery storage. ☐ ☐ Drawings, plans, or other documentation demonstrating compliance. - 183 - Mid to High-Rise Residential & Non-Residential 6 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments ER4 Building Resilience For high-rise residential buildings greater than 12 storeys, provide: • A 72 hour minimum back-up power system, preferably using a non-fossil fuel source, to ensure power is provided to the refuge area, and to the ground floor or the first two floors as applicable to the building use, to supply power to: building security systems, domestic water pumps, sump pumps, at least one elevator, boilers and hot water pumps to enable access and egress and essential building functions during a prolonged power outage. ☐ ☐ Drawings, plans, or other documentation demonstrating that the project incorporates resilient measures. - 184 - Mid to High-Rise Residential & Non-Residential 7 Neighbourhood Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments N1 Private Pedestrian Walkways Provide on-site private pedestrian walkways from buildings to features outside of the development site, such as public sidewalks, multi-use trails, transit stops and adjacent buildings. All connections must be AODA compliant. ☐☐ Site plan(s) highlighting on-site walkways. N2 Private Play Area & Structures All private play areas and play structures must be AODA compliant. ☐☐ Site plan(s) highlighting play areas with accessibility features. N3 Building Access Provide the same means of entrance for all users to public entrances of buildings on site, or provide equivalent access when access by the same means is not possible. ☐☐ Plan(s), drawing(s), or other documentation indicating building entrance(s). - 185 - Mid to High-Rise Residential & Non-Residential 8 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments N4 Wayfinding Signage Install AODA compliant wayfinding signage (e.g., braille and/or tactile signage) in all buildings and public spaces. ☐ ☐ Plan(s), drawing(s), or other documentation indicating implemented measure(s). N5 Community Safety Design the project using CPTED principles to create a safe space. ☐ ☐ Report demonstrating community safety techniques. - 186 - Mid to High-Rise Residential & Non-Residential 9 Land & Nature Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN1 Topsoil The topsoil layer should have a minimum depth of 30 cm for all turf areas, and a minimum depth of 45 cm of high quality topsoil for all planting beds and scarify hard packed subsoil in all soft landscape areas prior to placement of topsoil. ☐Meet Tier 1 and a minimum depth of 60 cm of high-quality topsoil for all planting beds. ☐☐ Landscape Plan(s) and/or other documentation indicating applicable soil characteristics (depth, pH, organic matter content) and planting depth. LN2 Light Pollution Reduction Require all exterior lighting to be Dark Sky Compliant with the exemption of street lighting which is governed by the City’s Street Lighting Requirements If a Dark Sky Fixture Seal of Approval is not available, fixtures must be full-cutoff and with a colour temperature rating of 3000K or less. ☐Meet Tier 1 and use motion sensors or timers for outdoor lights to maintain security without excessively lighting the building's exterior. ☐☐ Exterior Lighting Plan, Schedule(s), or other documentation indicating lighting type, orientation and location. LN3 Native and Non-Invasive Species Plant 50% native plant species, including trees, shrubs and herbaceous plants preferably drought-tolerant and pollinator- friendly outside of the buffer area and within the development limit. Remaining non-native species must be non-invasive. ☐Plant 75% or greater with native plant species. ☐☐ Landscape Plan(s), drawings or other documentation demonstrating the percentage of native plant species, preferably are drought-tolerant and pollinator-friendly. - 187 - Mid to High-Rise Residential & Non-Residential 10 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN4 Vegetated Buffers The disturbed buffer area between the development limit and a key natural heritage feature shall be restored with 100% native plant species, including trees, shrubs and herbaceous plants, preferably drought-tolerant. ☐ ☐ Landscape Plan(s), drawings or other documentation demonstrating that plant species are 100% native, drought-tolerant. LN5 Tree Preservation and Removal Compensation Plant 60 mm caliper deciduous trees and 1.8 m high coniferous trees in accordance with the tree compensation requirements to ensure no net loss. This applies to the removal of any existing trees that are 15 cm or more in diameter at breast height. ☐ Provide a site design solution that includes the preservation and protection of existing mature trees and a net gain of tree canopy through additional tree plantings in accordance with the tree compensation requirements. ☐ ☐ A Tree Inventory Report and Preservation Plan that includes all trees on the development site and those on adjoining lands that may be affected by the proposed construction activities. - 188 - Mid to High-Rise Residential & Non-Residential 11 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN6 Healthy Street Trees Plant 60 mm caliper deciduous trees on both sides of private streets and in public boulevards at an interval rate of 1 tree per 8 m of street frontage or spaced appropriately having regard to site conditions; and Design, implement, and pay for a watering and fertilizing program for at least the first 2 years of planting. ☐Meet Tier 1 and provide 30 m3 high quality soil for street trees with a minimum top soil depth of 75 cm. ☐☐ Tree Planting Plan(s), drawings or other documentation demonstrating species, and quantity for each planting area. ☐Watering program methods and watering schedule. LN7 Common Outdoor Amenity Space For residential buildings with 20 or more dwelling units, provide 4.0 square metres of common outdoor amenity space per dwelling unit (a minimum contiguous area of 40.0 square metres must be provided in a common location). and Where a green roof functions as an amenity space, no more than 25% of the outdoor component may be on the green roof. ☐For residential buildings with 20 or more dwelling units, provide 6.0 square metres of common outdoor amenity space per dwelling unit (a minimum contiguous area of 40.0 square metres must be provided in a common location). ☐☐ Site Plan(s), drawing(s), or other documentation indicating size and location of outdoor amenity area. - 189 - Mid to High-Rise Residential & Non-Residential 12 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments LN8 Natural Heritage Features and Open Space Enhancement Protect key natural heritage features and key hydrologic features on site. or Where all alternatives to protect and enhance key natural heritage features and open spaces on site have been evaluated and determined to not be feasible, provide compensation for the loss of ecosystem functions due to development impacts. ☐Maintain and enhance key natural heritage features and key natural hydrologic features on site and •Create new natural heritage features on or off-site. or •Restore and enhance connectivity among natural heritage features on or off- site. ☐☐ Landscape Plan(s), drawing(s), or other documentation highlighting implemented feature(s) and/or an Ecosystem Compensation Report where required. LN9 Bird-Friendly Design For residential and non residential buildings, use a combination of bird-friendly design treatments for a minimum of 90% of all exterior glazing within the first 16 m of the building above grade or the height of the mature tree canopy (including all balcony railings, clear glass corners, parallel glass and glazing surrounding interior courtyards and other glass surfaces). ☐☐☐Elevations indicating bird-friendly glazing measures implemented, including treated area, type of treatment, density of visual markers, etc. Summary table of treated glazing areas for each elevation. - 190 - Mid to High-Rise Residential & Non-Residential 13 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments Where green roof is constructed with adjacent glass surfaces, glass is to be treated within 12 metres above green roof surface. ☐☐ Elevations indicating bird-friendly glazing measures implemented, including treated area, type of treatment, density of visual markers, etc. - 191 - Mid to High-Rise Residential & Non-Residential 14 Transportation Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments T1 Electric Vehicles including plug in hybrid vehicles For multi residential buildings, require 90% EV Rough-in & 10% EV Ready charging infrastructure or equivalent electric vehicle energy management systems (load sharing/circuit sharing) capable of providing Level 2 or higher charging for the resident parking spaces; or Require EV Ready charging infrastructure capable of providing Level 2 charging or higher for 50% of the resident parking spaces. ☐ For multi-residential buildings, require EV Ready charging infrastructure capable of providing Level 2 charging or higher for 100% of the parking spaces excluding visitor parking. ☐ ☐ Parking plan(s) indicating the location of EV Rough-in or EV Ready parking spaces. ☐ Electric Vehicle (EV) Charging Infrastructure Plan, drawings or other documentation. T2 For non-residential buildings, require EV Rough-in charging infrastructure for 20% of the parking spaces. For non-residential buildings, require EV Ready charging infrastructure for 20% of the parking spaces. ☐ ☐ Parking plan(s) indicating the location of EV Rough-in or EV Ready parking spaces. - 192 - Mid to High-Rise Residential & Non-Residential 15 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments T3 Bicycle Parking and Storage Facilities For residential buildings, provide 0.5 long-term bicycle parking spaces (includes adaptive bikes, trikes, and scooters for people with disabilities) in weather protected areas located within a secure area of the building or common garage for each dwelling unit. and At least 15% of the required long-term bicycle parking spaces, or one parking space, whichever is greater, shall include an Energized Outlet (120 V) adjacent to the bicycle rack or parking space. ☐ For residential buildings, provide 0.75 long-term bicycle parking spaces (includes adaptive bikes, trikes, and scooters for people with disabilities) in weather protected areas located within a secure area of the building or common garage for each dwelling unit. and At least 15% of the required long-term bicycle parking spaces, or one parking space, whichever is greater, shall include an Energized Outlet (120 V) adjacent to the bicycle rack or parking space. ☐ ☐ Plan(s) indicating location, number and type (long-term) of bicycle parking spaces. For residential buildings, provide 0.1 short-term bicycle parking spaces per dwelling unit in locations that are highly visible and in close proximity to primary entrances. ☐ ☐ Plan(s) indicating location, number and type (short-term) of bicycle parking spaces. - 193 - Mid to High-Rise Residential & Non-Residential 16 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments For non-residential buildings and mixed use buildings, provide long-term bicycle parking spaces at a rate of 1.0 bicycle parking space for each 1,000 square metres of gross leasable floor area and at least one bicycle rack shall be installed for short-term bicycle parking. ☐☐ Plan(s) indicating location, number and type (long-term) of bicycle parking spaces. For non-residential buildings and mixed use buildings, provide two trip-end facilities (i.e., showers and a change room) for every 60 long term bicycle parking spaces (minimum of 1 facility when more than 5 bicycle parking spaces are provided). ☐☐ Plan(s) indicating trip-end facilities. - 194 - Mid to High-Rise Residential & Non-Residential 17 Waste Management Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Met Tier 2 Optional Met Documentation Comments WM1 Construction Waste Reduction Divert 50% or more of all non- hazardous construction, demolition, and land clearing waste from landfill. ☐ Divert 75% or more of all non-hazardous construction, demolition, and land clearing waste from landfill. ☐ ☐ Commitment letter to divert waste through a third-party hauler. WM2 On-Site Storage For multi-storey residential buildings, provide a tri-sorter or separate chutes to direct and separate materials into either recyclables, organics or waste. Ensure there is adequate storage space for accumulated recyclables, waste and organics generated between collection days and be designed to minimize litter and pests. ☐ Meet Tier 1 and include a dedicated space for materials such as textiles, batteries and electronics is provided. ☐ ☐ Drawing(s) demonstrating compliance. For non-residential development, provide a dedicated area or area attached to the building for the separate collection and storage for accumulated recyclables, waste and organics. ☐ ☐ Site plan(s) or Drawing(s) indicating location of waste storage area. - 195 - Mid to High-Rise Residential & Non-Residential 18 Water Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Requirement Met Tier 2 Optional Requirement Met Documentation Comments W1 Stormwater Management Achieve a level one/enhanced stormwater treatment for all stormwater, and achieve runoff reduction of a minimum 5 mm of rainfall depth; and Demonstrate that the applicable groundwater recharge targets are met based on site-specific water balance/budget studies, in accordance with the CTC Source Protection Plan; and Provide an enhanced level of protection for water quality through the long-term average removal of 80% of Total Suspended Solids (TSS) on an annual loading basis from all runoff leaving the site, in accordance with the City of Pickering Stormwater Management Design Guidelines. ☐ In a manner best replicating natural site hydrology processes, manage on-site runoff using at least two of the following low-impact development (LID) and green infrastructure: • permeable pavement • bioswales • soakaways • rain gardens • filtered strips • infiltration trenches or Achieve post-development runoff reductions to no more than 50% of annual precipitation (approx. 10 mm of rainfall event retention from all site surfaces) through infiltration, evapotranspiration, water harvesting and reuse. ☐ ☐ Stormwater Management Report, Plan(s), and drawing(s) to verify compliance. - 196 - Mid to High-Rise Residential & Non-Residential 19 Performance Measures Performance Criteria For Submission Number Development Feature Tier 1 Mandatory Requirement Met Tier 2 Optional Requirement Met Documentation Comments W2 Building Water Efficiency Install WaterSense® labeled water fixtures. ☐All buildings reduce indoor aggregate potable water consumption (not including irrigation) by 30% better than the Ontario Building Code baseline. ☐☐ Plumbing fixture specifications or other documentation demonstrating WaterSense® labelling and flush/flow rates. ☐Calculations demonstrating water use reduction. or Third party verification of water reductions with systems like Home Energy Rating System H2O or WaterSense® labeling. Hand calculations could be done according to LEED version 4.1 approach. W3 Rainwater Harvesting For mid to high-rise residential development, each building includes a separate, non- potable subsurface watering system for irrigation and outdoor–reuse purposes. ☐Plan(s), drawing(s), or other documentation indicating non-potable water system. - 197 - Building Green - User Guide Pickering Integrated Sustainable Design Standards Version August 2022 Attachment #1 to Report PLN 38-22 - 198 - For more information, connect with City Development at: Website: pickering.ca/standards Email: citydev@pickering.ca Phone: 905.420.4617 - 199 - Table of Contents Vision for a Sustainable Pickering 2 Performance Tiers 4 Process for Completing the Checklist 5 Preparing a Sustainability Report 5 Review Process 6 Appendix 1: Glossary and Resources 9 - 200 - Vision for a Sustainable Pickering - 201 - Integrated Sustainable Design Standards User Guide 2 Vision for a Sustainable Pickering The Pickering Integrated Sustainable Design Standards (ISDS) are born out of the City of Pickering’s commitment to becoming one of the most sustainable cities in Canada. Sustainable Place-Making is a corporate priority for the City that aims to improve the long-term social, environmental, economic and cultural health of the community. As Durham Region is slated for significant growth, Pickering is required to accommodate both residential and non-residential development. The ISDS support the City’s commitment to mitigating the impact of development on climate change, while adapting to a changing environment and growing community. The ISDS is a tool to assist the City in implementing and achieving its sustainable community vision through the development approval process. Green development practices have evolved and it is important that the City’s ISDS reflect innovative green best practices and technology of today. The ISDS also reflects the work being done by both the City and Region of Durham to address climate change, support urban forests, pollinators, waste reduction, water conservation, energy efficiency, and protection of greenspaces. Additional information on the Pickering Integrated Sustainable Design Standards is found at pickering.ca/ standards. Pickering Integrated Sustainable Design Standards The ISDS were created to evaluate the sustainable performance of new development in the City of Pickering. The ISDS support many existing policies, which already include various components of sustainable design including the City of Pickering Official Plan, Integrated Transportation Master Plan, Stormwater Management Design Guidelines, the City’s Boulevard Tree Planting Standards, Age Friendly Community Plan and many more. The ISDS applies to new applications submitted as of January 1, 2023 for Draft Plan of Subdivisions and Site Plans. Our ISDS are organized under 7 key principles that showcase environmental, social and economic sustainability, together with innovative green practices and technologies. - 202 - Integrated Sustainable Design Standards User Guide 3 Land Use & Nature Protecting, conserving and enhancing the natural environment. Education Educating homeowners about the use and maintenance of sustainable building features and sustainable lifestyle practices. Energy & Resilience Designing and constructing resilient, energy efficient buildings and encouraging on-site renewable energy systems. Neighbourhood Creating accessible and safe places to live for all. Transportation Providing opportunities for sustainable modes of transportation. Waste Management Providing opportunities to recycle and divert materials in order to reduce waste. Water Using water efficiently and supporting sustainable stormwater management practices. - 203 - Integrated Sustainable Design Standards User Guide 4 ISDS Overview The ISDS defines a set of performance criteria for all new development in the City of Pickering. These standards apply to all new Draft Plan of Subdivision and Site Plan applications submitted to the City under the Planning Act. The ISDS are applicable to the following development types: Low-Rise Residential: Residential developments less than four storeys with a minimum of five dwelling units. Mid to High-Rise Residential and Non-Residential: Residential developments four storeys and above and all industrial, commercial and institutional developments. Renovation and expansions to existing buildings are not required to meet the ISDS requirements but are encouraged to implement relevant sections of the ISDS where possible. The ISDS Checklists complement the sustainability policy requirements in the Pickering Official Plan. As indicated, the ISDS is applicable to all new development in the City of Pickering and will replace the 2007 Sustainable Development Guidelines. However, it is not applicable to lands that already have an approved Plan of Subdivision or Site Plan. Development applications/approval processes in Seaton, which have been initiated are still subject to the 2011 Seaton Sustainable Place-Making Guidelines (Seaton Guidelines). Most of the Seaton lands already have an approved Plan of Subdivision. The ISDS will only be applicable to those remaining areas that haven’t been subject to either a Plan of Subdivision or Site Plan application. However, the development community in Seaton is encouraged to build to sustainable building performance criteria, whether by following the ISDS, or the enhanced benchmarks in the Seaton Sustainable Place-Making Guidelines to reflect the best practices of today. Performance Tiers ISDS checklists have both mandatory and optional performance criteria for new development. There are two levels of achievement for the ISDS: Tier 1 and Tier 2. Tier 1: the mandatory minimum level of achievement required Tier 2: an optional, higher level of achievement Development features and the corresponding performance measure for each of the 7 principles are listed throughout the checklists. All Performance Measures require commentary on how the Performance Criteria will be met. The checklists specify the required plan(s), drawings, or report(s) for the applicant to demonstrate how the performance criteria will be achieved. Exemptions from specific measures in the ISDS may be granted on a case-by-case basis at the discretion of the City. Exemptions will be determined through the application review process. Where the applicant is unable to meet a mandatory Tier 1 requirement, they may propose an alternative sustainable development solution that either achieves equal to or above the benefits of the required measure, to the satisfaction of the Director, City Development. - 204 - Integrated Sustainable Design Standards User Guide 5 Process for Completing the Checklist 1.Select the Appropriate Checklist to Complete from the City’s website Low-Rise Residential or Mid to High-Rise Residential & Non-Residential. 2.Confirm Tier 1 (Mandatory) and Tier 2 (Optional) Performance Measures Check off the ‘Met’ box in Tier 1 and/or Tier 2 columns to indicate whether the Performance Criteria has been met for each Performance Measure. 3.Documentation Use the Documentation column to review what specific documentation (e.g. plans, reports, drawings, etc.) is required. Where the Performance Criteria is demonstrated within a report, provide the specific page number reference. 4.Comments Provide a detailed explanation as to how each measure is being met under the ‘Comments’ column. Further details regarding how a Performance Measure is to be implemented by the project may be requested or required at the discretion of the City. 5.Submit/Resubmit the Completed Checklist and Sustainability Report to the City Submit/Resubmit the appropriate Application Information Form and ISDS Checklist to the City. The submission of a Sustainability Report demonstrating how the proposal is consistent with the ISDS Checklist is also required. The City will evaluate the submission, conduct peer review(s) if necessary, and complete an assessment of the application. As part of the City’s overall development application review, details of the ISDS will be included in reports to Council about the application. Draft Plan of Subdivision Agreements and Site Plan Agreements will contain specific conditions relating to the implementation of the ISDS measures that an applicant has committed to undertake in their approved checklist. The Director, City Development has discretion to consider an alternative to a mandatory Tier 1 Performance Criteria, where appropriate. Preparing a Sustainability Report As part of the development application submission, the Applicant is required to submit the ISDS Checklist and a Sustainability Report. The intent of the Sustainability Report is to provide an overview of the Applicant’s sustainability measures and how that commitment will be achieved. The following components should be included in the Sustainability Report: 1.Executive Summary: Overview of the project and Tier 1 (Mandatory) and Tier 2 (Optional) commitments. 2.Purpose of the Application: Detailed description of the project. 3.Sustainability Overview: Summary of project’s sustainability vision and objectives. 4.Innovation: If applicable, provide an overview of any innovative performance measures being pursued by the project. 5.Mandatory Performance Criteria: Provide details on all of the Tier 1 Performance Criteria and related documentation. 6.Optional Performance Criteria: Where a Tier 2 is being pursued, provide details about the Performance Criteria selected and related documentation. - 205 - Integrated Sustainable Design Standards User Guide 6 Review Process Step 1. Pre-Consultation Meeting The Applicant will fill out and submit the Mandatory Pre-Consultation Request Form, together with the associated fee. The Applicant’s team will come prepared to the Pre-Consultation meeting, having reviewed the ISDS Checklist and must be prepared to speak to any planned sustainability features of the proposal (as per the City’s Pre-Consultation Request Form). Step 2. Application Preparation Following the Pre-Consultation Meeting, the Applicant will revise the proposal or reports based on staff feedback and direction. Applicants will complete the relevant ISDS Checklist to identify which Performance Criteria will be achieved and how they will be met. The Applicant will prepare a Sustainability Report. The Applicant must also indicate the drawings, plans, or reports that demonstrate criteria compliance. Step 3. Application Submission The Applicant must submit a completed version of the applicable ISDS Checklist and a Sustainability Report as part of the Complete Application Submission package to the City. The City Development staff will ensure that the complete ISDS Checklist and Sustainability Report are submitted at the initial application submission before it is processed. Step 4. Technical Review City Development staff will circulate the ISDS Checklist and Sustainability Report to the applicable City departments and main point of contact within each department as part of the development review process. Comments on the application and the ISDS Checklist will be provided by the applicable commenting person(s) to City Development. These comments will be provided to the Applicant to be addressed. - 206 - Integrated Sustainable Design Standards User Guide 7 Step 5. Application Revisions and Resubmission The Applicant will revise and resubmit plans, reports, and other materials, as may be required, based on agency comments through the overall evaluation of the development application. If revisions are proposed to the development plan, a revised ISDS Checklist and Sustainability Report may be required to be included in the resubmission. To ease the review process, Applicants should indicate how the revised Checklist addresses feedback in the “Applicant Comments” column. Step 6. Report to Council Where required, City Development reports to Council will address the ISDS Performance Criteria, committed to by the Applicant in their development application. Step 7. Agreements If Council approves the development application, either subdivision or site plan agreements and/or final plans will contain specific conditions for meeting the ISDS measures, that an Applicant, committed to undertaking in their approved Checklist. Step 8. Implementation As development proceeds, the Applicant will implement the approved ISDS Performance Criteria commitments. Staff may attend the site during construction to verify installation. Letters of Credit may be required to ensure completion of the approved development works. A Post Construction and Verification Checklist is required to be completed prior to releasing Letters of Credit. - 207 - Appendix 1: Glossary and Resources - 208 - Integrated Sustainable Design Standards User Guide 10 Accessibility for Ontarians with Disabilities Act (AODA) Recognizing the history of discrimination against persons with disabilities in Ontario, the purpose of this Act is to benefit all Ontarians by: a.Developing, implementing and enforcing accessibility standards in order to achieve accessibility for Ontarians with disabilities with respect to goods, services, facilities, accommodation, employment, buildings, structures and premises on or before January 1, 2025; and b.Providing for the involvement of persons with disabilities, of the Government of Ontario, and of representatives of industries and of various sectors of the economy in the development of the accessibility standards. For more information, visit the Accessibility for Ontarians with Disabilities Act website. Available Roof Area Available roof space is considered roof space that is not otherwise occupied by mechanical and electrical equipment. Bird-Friendly Building Design Standard FLAP Canada has released CSA A460:19 Bird-Friendly Building Design Standard that outlines specific measures that can be taken to make new and existing structures safe for birds. For more information, visit the FLAP Canada website. Caliper Caliper size refers to the diameter measurement of a tree’s trunk at breast height. CHBA Net Zero Home Net zero homes are defined as homes that produce as much clean energy as they consume annually, using on-site renewable energy systems. For more information, visit the CHBA Net Zero Home website. City of Pickering Official Plan An Official Plan is a statutory document that sets out policy directions for land use planning matters regarding long-term growth and development in a municipality. For more information visit the City of Pickering Official Plan webpage. - 209 - Integrated Sustainable Design Standards User Guide 11 City of Pickering’s Tree Compensation Requirements Existing tree size cm diameter breast height (DBH) Ratio 15 cm to 29 cm 1:1 30 cm to 49 cm 2:1 50 cm to 74 cm 3:1 75 cm or greater 4:1 For more information, visit the City of Pickering Tree Compensation webpage. City of Pickering Tree Inventory Report and Preservation Plan A Tree Inventory Report and Preservation Plan documents all trees on the development site, and those on adjoining lands, that may be affected by the proposed construction activities and proposes preservation protection measures. City of Pickering Stormwater Management Design Guidelines The guidelines provide the technical tools and guidelines necessary to comply with the City’s stormwater management (SWM) requirements and infrastructure design standards. For more information, City of Pickering Storm Water Management Guidelines webpage. City of Pickering Street Lighting Requirements The City of Pickering has requirements for street lighting systems along different road categories within urban Pickering. For more information, contact the City of Pickering Engineering Services. Common Outdoor Amenity Area An outdoor area located at grade on the same lot as the development, and intended exclusively for the passive and recreation needs of the residents and may include common landscape gardens, sitting areas, outdoor fitness elements and similar facilities intended for recreational purposes. Crime Prevention Through Environmental Design (CPTED) CPTED is a proactive design philosophy built around a core set of principles, based on the belief that the proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime, as well as an improvement in the quality of life. For more information, visit the CPTED Canada website and the CPTED Ontario website. - 210 - Integrated Sustainable Design Standards User Guide 12 CTC Source Protection Plan The Approved Source Protection Plan: CTC Source Protection Region is a policy document developed under the Clean Water Act, 2006, to protect existing and future municipal drinking water sources, and which applies to all three Source Protection Areas in the CTC (Credit Valley- Toronto and Region-Central Lake Ontario) Source Protection Region. Dark Sky Compliant Dark Sky compliant outdoor lighting fixtures are certified by the International Dark-Sky Association Fixture Seal of Approval program. This program provides objective, third-party certification for lighting that minimizes glare, reduces light trespass and doesn’t pollute the night sky. For more information, visit the Dark Sky Compliant website. Durham Community Energy Plan The Durham Community Energy Plan (DCEP) was developed to accelerate the transition to a clean energy economy in Durham while simultaneously achieving multiple economic, environmental and social benefits. For more information, visit the Region of Durham website. Durham Region Official Plan The Durham Region Official Plan contains policies and maps, which guide the type and location of land uses in the Region to 2031. Land use categories are displayed on the maps, while the policies describe the Region’s goals for these categories, and the type of information the Region requires to evaluate land uses changes. For more information, visit the Region of Durham website. Durham Region Climate Resilience Standard for New Houses The Durham Region Climate Resilience Standard for New Houses is aimed at increasing the resilience of new low-rise residential buildings to current and future extreme weather conditions. For more information, refer to the Resilience Standard for New Houses website. Electric Vehicle Charging Infrastructure Plan Electric Vehicle Charging Infrastructure Plan consists of electrical drawings and electrical load calculations indicating the EV charging infrastructure and sufficient capacity. Also, electrical single-line drawing(s) and electrical room layout with equipment schedule indicating sufficient space for current and future equipment (e.g. future additional transformer) are required. - 211 - Integrated Sustainable Design Standards User Guide 13 Electric Vehicle Energy Management Systems (EVEMS) A means used to control electric vehicle supply equipment loads through the process of connecting, disconnecting, increasing, or reducing electric power to the loads and consisting of any of the following: a monitor(s), communications equipment, a controller(s), a timer(s), and other applicable device(s). Electric Vehicle Ready A parking space that has an energized electrical outlet, rated at 5.7 kW or greater continuous load, installed at the time of construction that is capable of charging an EV when a charging station is installed in the future. Electric Vehicle Supply Equipment (EVSE) An installed a multi-coupler charging station serving adjoining parking spaces (2 or 4 spaces with a common corner), capable of delivering a minimum 7.6 kW per coupler during single- vehicle charging, and 3.8 kW per coupler during simultaneous multi-vehicle charging. The use of dynamic load management systems is acceptable to limit peak simultaneous charging loads as part of a demand response strategy. Electric Vehicle Rough-in A resident parking space that: a.has a minimum 21 mm trade-size conduit with pull-string, installed at the time of construction to allow for the later installation of EV charging station(s), terminating at i.the resident electrical panel with space for one full-module double-pole breaker and sufficient load capacity for a 5.7 kW charger, or ii.a dedicated common electrical panelboard, with space for one full-module double-pole breaker per charging station. For buildings up to 20 resident parking spaces, the panelboard and supply conductors shall be rated minimum 200 amp 240 V/1-phase or 208 V/3-phase. For buildings with more than 20 resident parking spaces, the panelboard, switchboard, and transformer shall be sized at minimum to accommodate the greater of a 38.4 kW load, or 5% of parking spaces multiplied by 3.8 kW/space; or b.has a single conduit with pull-string, from the common point of adjoining parking spaces (2 or 4 spaces with a common corner) to an electrical panelboard complying with a. ii., for future installation of a multi-coupler charging station, with conduit trade size sufficient to accommodate conductors delivering a minimum 3.8 kW per parking space. - 212 - Integrated Sustainable Design Standards User Guide 14 Energy Performance Emissions TEUI, TEDI, and GHGI are used to set performance-based energy and emissions targets. Descriptions provided below chart. TEUI(kWh/m2 /yr) TEDI(kWh/m2/yr) GHGI (kg CO2e/m2/yr) Tier 1 Tier 2 Tier 1 Tier 2 Tier 1 Tier 2 MURB (≥4 storeys) 135 100 50 30 15 10 MURB (< 4 storeys) 130 100 40 25 15 10 Commercial Office 130 100 30 22 15 8 Commercial Retail 120 90 40 25 10 5 Mixed Use Buildings Calculated using an area weighted aver- age of the performance targets from the other building types above Total Energy Use Intensity (TEUI) The sum of all energy consumed on site annually (e.g. electricity, natural gas, district heat), including all process energy, per unit of modelled floor area. Measured in ekWh/m2/year. Heating: The annual heat input required to offset heat loss from a building’s envelope and ventilation, after accounting for all passive heat gains and losses, per unit of modelled floor area. Measured in kWh/m2/year. Thermal Energy Demand Intensity (TEDI) The annual heating delivered to the building for space conditioning and conditioning of ventilation air. Measured with modelling software, this is the amount of heating energy delivered to the project that is outputted from all types of heating equipment, per unit of Modelled Floor Area. Heating equipment includes electric, gas, hot water, or DX heating coils of central air systems (e.g. make-up air units, air handling units, etc.), terminal equipment (e.g. baseboards, fan coils, heat pumps, reheat coils, etc.), or any other equipment used for the purposes of space conditioning and ventilation. The heating output of any heating equipment whose source of heat is not directly provided by a utility (electricity, gas, or district) must still be counted towards the TEDI. For example, hot water or heat pump heating sources that are derived from a waste heat source or a renewable energy source do not contribute to a reduction in TEDI, as per the above definition. GHG Emission Intensity (GHGI) The annual greenhouse gas emissions resulting directly from fuel consumed on site (e.g. natural gas) or indirectly from purchased energy (e.g. electricity), per unit of modelled floor area. Measured in kg CO2e/m2/ year. - 213 - Integrated Sustainable Design Standards User Guide 15 Energy Recovery Ventilation Energy recovery ventilation (ERV) is the energy recovery process in Heating, Ventilating and Air Conditioning (HVAC) systems that exchanges the sensible and latent heat energy between the normally exhausted air of a building or conditioned space and incoming outdoor ventilation air. Energy Star® A program that provides certification to buildings and consumer products that meet certain standards of energy efficiency For more information, visit the Energy Star website. Greywater Ready A ‘greywater ready’ system includes separate piping to permit the future discharge and reuse of water in waste conveyance from a clothes washer, bathtub, showers, and bathroom/restroom wash basins for non-potable purposes. Home Energy Rating System (HERS) The industry index standard by which a home’s energy efficiency is measured. It’s also the nationally recognized system for inspecting and calculating a home’s energy performance. For more information, visit the Home Energy Rating System (HERS) website. Home Energy Rating System H2O HERSH20 is a system for rating whole-house water efficiency that includes both indoor and outdoor uses. The rating is determined by comparing the home that is being rated with a “Reference Home” that is representative of construction practices (plumbing products and practices). For more information, visit the Home Energy Rating System (HERS) website. Home Energy Management System (HEMS) HEMS is a combination of hard and software components that work together to efficiently manage the energy usage of a home. Keeping Our Cool: Managing Urban Heat Islands in Durham Region This report examines urban heat islands in the context of risks and concerns for Durham Region. The first half of the report provides an overview including definitions, causes, impacts, and measures that can lessen urban heat island effects. The second half of the report contains a set of surface temperature maps for each of the eight local area municipalities in Durham Region. The maps show areas with high surface temperatures – locations most at risk to the impacts of urban heat islands. For more information, see the Region of Durham website. - 214 - Integrated Sustainable Design Standards User Guide 16 Key Hydrologic Feature Includes wetlands, permanent and intermittent streams, kettle lakes, seepage areas and springs, Lake Ontario, and the Lake Ontario Shoreline. For more information, see the City of Pickering Official Plan. Key Natural Heritage Feature Includes the significant habitat of endangered species, threatened species and special concern species, fish habitat, wetlands, Areas of Natural and Scientific Interest, significant woodlands, significant valleylands, significant wildlife habitat, sand barrens, savannah and tallgrass prairies, and altars. For more information, see the City of Pickering Official Plan. Landscape Plan Guidelines for Site Plan and Subdivision Developments The Landscape Plan Guidelines provide a Checklist of typical information required to be included on a landscape plan, as well as design criteria and standards for proposed landscape works within new and existing developments. Low Impact Stormwater Management Planning and Design Guidelines Low Impact Development (LID) deals with stormwater by mimicking natural water cycles. It increases the infiltration of stormwater into the soil, where it can be filtered and/or absorbed by plants. LID is a lower-cost alternative to conventional grey infrastructure and provides a number of ecological, economic and social benefits. Toronto and Region Conservation Authority (TRCA) developed LID Stormwater Management Planning and Design Guidelines in partnership with the Credit Valley Conservation Authority (CVC) and the Sustainable Technologies Evaluation Program (Step) Wiki tool in partnership with both CVC and Lake Simcoe Region Conservation Authority. For more information, visit the Toronto and Region Conservation Authority website. Native Plant Species A plant that originated and is indigenous to a specific region. For more information on trees and shrubs native to Ontario, visit the Ontario Native Plant website. Ontario Building Code (OBC) A regulation under the Building Code Act that establishes detailed technical and administrative requirements as well as minimum standards for building construction. For more information, visit the Ontario Building Code website. - 215 - Integrated Sustainable Design Standards User Guide 17 Peak Shaving Devices Peak shaving devices reduce the amount of energy purchased from the utility company during peak demand hours. Options include reducing consumption by turning off non-essential equipment during peak hours and installing automated thermostats to help reduce consumption. Installing solar and battery solutions can assist with reducing demand. Renewable Energy Renewable energy is derived from natural processes that are replenished at a rate that is equal or faster than the rate at which they are consumed. There are various forms of renewable energy, deriving directly or indirectly from the sun, or from heat generated deep within the earth. They include energy generated from solar, wind, biomass, geoexchange, hydro power and ocean resources, solid biomass, biogas and liquid biofuels. Resident Education Information Package The resident information package should include the following: 1.Waste collection and disposal services; 2.Resident role as a steward to the natural environment including, natural landscaping, litter & illegal dumping, responsible pet ownership; 3.Access to sustainable transportation options; and 4.Energy and Water conservation measures and other sustainability features specific to the project that impact or could be of interest to the resident as deemed by the applicant. Although not required, the applicant may wish to include information pertaining to nearby parks, greenspaces or trails, and contact information for other agencies (i.e. Toronto and Region Conservation Authority). For items 1 – 3 refer to the City of Pickering website. Solar Ready Solar ready refers to the design and installation of elements in preparation for the installation of a future solar system. Design considerations and modifications include the following elements: roof space, rooftop equipment and wind loads, solar domestic hot water systems and solar PV conduits, plumbing connections to an existing hot water heater, an electrical outlet, mechanical room floor space and mechanical / electrical room wall space. It requires the installation of a conduit from roof to electrical room and appropriate electrical service entrance. For more information, refer to Natural Resources Canada Solar Ready Guidelines. Solar Reflectance Index (SRI) A composite measure that combines surface’s solar reflectance and emittance. Essentially, the SRI is an indicator of how well a surface reflects (reflectance) and releases absorbed solar radiation (emittance). The lower the SRI, the hotter a material is likely to become in the sunlight. - 216 - Integrated Sustainable Design Standards User Guide 18 Storey Storey means that portion of a building other than a basement, cellar, or attic, included between the surface of any floor, and the surface of the floor, roof deck or ridge next above it. The Planning Act (Ontario) The Planning Act is provincial legislation that sets out the ground rules for land use planning in Ontario. It describes how land uses may be controlled, and who may control them. For more information, visit the Ministry of Ontario – Planning Act webpage. TRCA Draft Guideline for Determining Ecosystem Compensation The Draft Guideline for Determining Ecosystem Compensation presents an approach for replacing natural features lost through the development and/or infrastructure planning processes after the decision to compensate has been made. For more information, TRCA Draft Guideline for Determining Ecosystem Compensation webpage. WaterSense® An Environmental Protection Agency (EPA) program designed to encourage water efficiency through the use of a special label on consumer products. For more information, visit the WaterSense® website. - 217 - Integrated Sustainable Design Standards User Guide 19 For any questions on the Pickering Integrated Sustainable Design Standards User Guide please contact the City’s Sustainability staff at citydev@pickering.ca. Altern ormats available upon request at 905.683.7575 or customercare@pickering.ca ate f - 218 - 1 Attachment #2 to Report PLN 38-22 The City of Pickering’s Integrated Sustainable Design Standards Project Public and Development Community Engagement Summary 2022 - 219 - 1 1.0 Context The purpose of the Pickering Integrated Sustainable Design Standards (ISDS) is to replace the 2007 Sustainable Development Guidelines and develop a new set of standards that allows the City to review development through a lens that includes modern, green best practices and technology. The ISDS reflects the work being done by both the City and Region of Durham to address climate change, support urban forests, pollinators, waste reduction, water conservation, energy efficiency, and improve access to greenspaces. These standards will help the City of Pickering continue to shape a more sustainable, and resilient community. Development of the ISDS has 4 phases: •Phase 1: Launch and 1st Draft ISDS Checklist •Phase 2: Content Development and 2nd Draft ISDS Checklists •Phase 3: Finalize ISDS Checklist (Low Rise Residential & Mid to High-Rise Residential & Non-Residential) and User Guide for the development community •Phase 4: Other Tools and Knowledge Workshops Communications and Consultation: The City of Pickering worked closely with the Urban Equation consultants, development community, Members of Council, agencies, and the general public to develop the Pickering Integrated Sustainable Design Standards. Best practices from other municipalities were also reviewed and assisted in the development of the ISDS. To ensure all necessary comments were received from the groups above, staff extended the project timeline with extended survey deadlines, and follow-up meetings, to allow more time for additional comments to be received. The City of Pickering would like to extend its appreciation to all stakeholders for their time and input in helping to shape Pickering’s Integrated Sustainable Design Standards. 2.0 Consultation Objectives An extensive engagement process was undertaken. The overall consultation sessions were intended to fulfill the following objectives for the Pickering ISDS: •Communicate projects details and opportunities to get involved regularly •Receive feedback on community priorities •Solicit development community input on current practices, barriers, and suggestions moving forward •Engage municipal staff, advisory committees, agencies, and stakeholders •Build community awareness and support •Create a final ISDS that reflects the feedback received from the public and development community as well as current best practices - 220 - 2 2.1 Project Management and Working Groups The ISDS project was led by the City Development Department. A staff working group consisting of representatives from various City of Pickering departments was established to provide background knowledge, and review the draft and final documents. The Staff Working Group consisted of the following: •Kyle Bentley, Director, City Development & CBO •Grant McGregor, Project Manager, Strategic Initiatives •Chantal Whitaker, Manager, Sustainability & Strategic Environmental Initiatives •Catherine Rose, Chief Planner •Nilesh Surti, Manager, Development Review & Urban Design •Kristy Kilbourne, Principal Planner, Sustainability •Paul Wirch, Principal Planner, Policy •Melanie Edmond, Coordinator, Sustainability •Déan Jacobs, Manager, Policy & Geomatics •Peter Furnell, Supervisor, Building Permits •Margaret Kish, Principal Planner, Policy •Isabelle Janton, Senior Planner, Site Planning •Catherine Hodge, Senior Coordinator, Development Liaison •David Escudero, Senior Examiner/Inspector •Laura Gibbs, Manager, Cultural Services •Paal Helgesen, Acting, Division Head, Water Resources & Development Services •Arnold Mostert, Manager, Landscape & Parks Development •Irina Marouchko, Senior Water Resources Engineer •Nadeem Zahoor, Transportation Engineer •Mark Guinto, Division Head, Public Affairs & Corporate Communications •Jaclyn San Antonio, Senior Advisor, Diversity, Equity & Inclusion •Nicole Hann, Public Affairs Assistant •Laraib Arshad, Senior Economic Development Officer •James Halsall, Division Head, Budgets & Internal Audit •Rob Gagen, Manager, Parks & Property •Vince Plouffe, Division Head, Operations Services •Robin Thornton, Supervisor, Energy Management At the onset of the project, a call for volunteers to participate on a Building Advisory Panel was sent out to the development community. A Building Advisory Panel was established comprised of representatives from the development community and related associations to represent a diverse array of built forms. Over the course of the project, the City engaged with this panel through a series of surveys, workshops and one-on- one meetings to collect input/comments on the project and checklist performance criteria. The panel also helped identify opportunities and barriers to the development community when building to more advanced sustainable design standards. The volunteers’ time and input was very much appreciated throughout the process. - 221 - 3 The Building Advisory Panel consisted of the following: •Andrea Cammisa, Director of Architecture, Mattamy Homes •Ben Hawken, Vice President of Architecture, Mattamy Homes •Amanda Santo, Vice President –Development, Dorsay Development Corporation •Kevin Watt, Vice President Construction, ICON Homes •Steven Warsh, President, Planning & Development, Chestnut Hill Developments •Stacey Hawkins, Executive Officer, Durham Region Homebuilders Association •Craig Marshall, President, Marshall Homes •Paula Tenuta, Senior Vice President, Policy & Advocacy & Victoria Mortelliti, Manager, Policy & Advocacy, BILD •Silvana Ramirez and Brittany Wong, Planning Coordinators, Averton •Peter Jakovcic, Vice President of High Rise & Mark Iogna, Project Manager, Land Development, Tribute Communities 2.2 Consultation with Stakeholders It was critical for the ISDS to be developed using a collaborative approach with the expertise, experience and cooperation of stakeholders throughout the community. In addition to input from general public and Building Advisory Panel members, staff benefited from the input provided by members of the development community and many other stakeholders; they played a critical role by providing comments that helped inform the ISDS. The following groups provided valuable input during the ISDS review process: •Pickering Accessibility Advisory Committee •Durham Region Roundtable on Climate Change •Region of Durham •Toronto and Region Conservation Authority (TRCA) •Central Lake Ontario Conservation Authority (CLOCA) •The Atmospheric Fund •Clean Air Partnership •John Godden, Clearsphere & publishing editor Better Builder magazine •FLAP Canada •TACC Developments •Deco Homes •Arista Homes •Aspen Ridge •Brookfield Properties •Evans Planning - 222 - 4 3.0 Consultation Activities To engage the public and development community, staff employed multiple tools and engagement opportunities (both online and in-person) to solicit feedback, including: •Media releases •Let’s Talk Pickering project page •Municipal website page (pickering.ca/standards) •Social media campaigns •Municipal facility posters •Municipal digital sign promotions •Article in City’s “Your City” magazine (digital and physical distribution) •Municipal eNewsletters •Banner and rack card at facilities •Paid advertising with local media •Media interview with Global News Durham •Establishment of a Building Advisory Panel •Two public and two development community surveys •Direct industry input from John Godden, Founder and CEO Clearsphere, Clean Air Partnership, The Atmospheric Fund, Region of Durham, TRCA, and CLOCA •Letters to Mississaugas of Scugog Island First Nation •Notice included in sustainability comments for development applications •Presentations and workshops to stakeholders, committees and the public •In-person engagement at the Pickering Farmers’ Market •Targeted direct emails to request participation in project and surveys to over 200 community group contacts e.g., rate payer/community association, clubs, sports users, service/senior and cultural clubs, places of worship, schools, etc., as well as over 70 development community and planning consultant representatives - 223 - 5 Figure 1a. LetsTalkPickering.ca/Standards Project Page Figure 1b. Facility banner and rack card Figure 1c. Electronic signage content - 224 - 6 Figure 1d. Example of social media designs (some were paid/boosted promos) 3.1 The following consultation activities occurred during Phase 1: Launch and First Draft of the Integrated Sustainable Design Standards Engagement Target audience Description/Outcome Platform Public Survey #1 January 6 to 24, 2022 Survey summary report available at Let’s Talk Pickering and pickering.ca/standards. General Public The public survey #1 helped the City gain insight from the public on important sustainable design elements for both their home and community. Extensive marketing as outlined in section 3.0 was undertaken including a media release, paid advertising, facility posters, direct emails to 200 community (e.g., schools, organizations, neighbourhood associations, places of worships, etc.), Sustainable Pickering eNewsletter (1,030 subscribers), agencies, committees, and community leaders. 142 surveys were completed and 327 comments collected. Key Findings The most highly rated sustainability features for a Let’s Talk Pickering - 225 - 7 Engagement Target audience Description/Outcome Platform home were: energy-efficient windows, thermally efficient exterior walls, and energy- efficient HVAC system. Most highly rated sustainable elements of a community included: access to parks and greenspaces, trees in public spaces, accessibility measures, and off-road bicycle and multi-use trails. Staff Workshop January 15, 2022 City staff Provided staff an introduction on the standards project, an overview of relevant experiences, the project timeline and engagement strategy. Teams Development Community Survey #1 January 10 – 26, 2022 Survey summary report available at Let’s Talk Pickering and pickering.ca/standards. Development Community Gained insight from development community on experience with sustainable development projects, key sustainability building principles, and overall comments on barriers to constructing sustainable buildings. The survey was emailed to 70 development community and planning consultant representatives. 18 representatives completed the survey and 29 comments were received. Key Findings According to the survey primary barriers to building to more advanced green building standards included: lack of skilled trades, lack of materials or suppliers, supply costs and interest in sustainable features from homebuyers. Survey Monkey - 226 - 8 Engagement Target audience Description/Outcome Platform Building Advisory Panel Workshop January 19, 2022 Building Advisory Panel Information session to discuss the benefits and barriers of sustainable design standards. Also shared preliminary findings of Development Community Survey #1. Key Findings Investigate City staff training on incentives, new policies, training programs for skilled trade workers, legal authority, and consistency across municipalities. Teams Council Workshops February 2022 Members of Council Introduced the sustainable design standards and discussed Survey #1 results. Teams Public Workshop #1 February 15, 2022 General Public Information session to explain project, need and benefits of sustainable design standards. Also shared preliminary findings of Public Survey #1. Zoom Webinar GTHA Municipalities Workshop February 23, 2022 GTHA Municipalities Information session at which municipalities shared knowledge and experiences creating and implementing sustainable development standards. Key Findings Investigate change management processes, public education awareness campaigns, municipal authority, and incentive program options. Teams - 227 - 9 3.2 The following consultation activities occurred during Phase 2: Content Development and Second ISDS Checklist Engagement Target audience Description/Outcome Platform Public Survey #2 March 23 – April 3 General Public Purpose was for the public to comment on the objectives and performance criteria in the ISDS checklist. As with the first survey extensive marketing was done to promote participation. 30 survey responses were received with 324 comments. Key Findings 93% of respondents ‘strongly agreed or agreed’ with the goals and objectives of the ISDS standards. 73% ‘strongly agreed or agreed’ with the performance criteria. Let’s Talk Pickering Development Community Survey #2 March 21 – April 3 Development Community Purpose was for the development community to comment on the objectives and performance criteria in the ISDS checklist. The survey was sent to over 70 industry representatives. One response was received with 7 comments but they represented an agency. Key Findings A different approach was needed to solicit feedback on the checklist and additional consultation time was required. To this end, the project timeline was extended by three months and staff solicited feedback through email, workshops and one-on-one meetings. Survey Monkey - 228 - 10 Engagement Target audience Description/Outcome Platform Building Advisory Panel Workshop #2 April 19, 2022 Building Advisory Panel Information session on the ISDS draft checklist to discuss preliminary feedback on performance criteria. Teams Council Workshops April 21, 2022 Members of Council Information session on the ISDS draft checklist and review of public and development survey #2 results (e.g., comments, big trends, actions, City direction). Teams Public Workshop April 21, 2022 General Public Information session on the ISDS draft checklist and review of public survey #2 results (e.g., comments, big trends, actions, City direction). Zoom Webinar 3.3 The following consultation activities occurred during Phase 3: Finalized ISDS Checklist (Low-Rise Residential & Mid to High-Rise Residential & Non-Residential) and User Guide for Development Community. Engagement Target audience Description/Outcome Platform Presentation to Pickering Accessibility Committee June 15, 2022 Accessibility Committee Overview of the standards and draft ISDS checklist. Focus was directed to the neighbourhood principle and the accessibility development features. Included a Q&A session. Teams Presentation to Durham Region Roundtable on Climate Change June 17, 2022 Durham Region Roundtable on Climate Change Overview of the standards and draft ISDS checklist. Included a Q&A session. Teams - 229 - 11 Engagement Target audience Description/Outcome Platform One-on-One meetings with members of the Building Advisory Panel and development community representatives and written comments solicited June – July 2022 Development community Sessions were organized to focus on Low Rise and Mid- High Rise & Non-Residential draft checklists separately. Staff met with representatives from Mattamy Homes, Averton, ICON Homes, Marshall Homes, Chestnut Hill Developments, Dorsay Developments, Tribute Communities, TACC Developments, Deco Homes, and Arista Homes to discuss comments about the draft checklists. During this time, comments were received from other industry and stakeholder representatives by email. Over 130 comments were received and compiled into a matrix. Comments were either reflected in the current version of the checklists, will be considered in future editions, or not integrated because it was outside the scope of the ISDS project or objectives. A summary of the comments are in Attachment #4 – Development Community Comments. Teams / In-person Staff Working Group Presentation June 23, 2022 City staff Meeting focus was to identify and find solutions to barriers City staff may face when integrating the ISDS into the development review process. This information informed the development of the Staff Training Guide. Teams - 230 - 12 3.4 At the time this summary was prepared, the project was working through Phase 4. The following activities are part of Phase 4: Other Tools and Knowledge Workshops. •ISDS User Guide to support the development industry in implementing the standards. •ISDS Training Guide to support municipal staff in using the Standards. •Carbon Forecasting Report on the estimated emission reductions that could be achieved once the Standards are implemented •Shared Learning Report, which identifies the processes used, tools, and resources needed to develop the ISDS. The Shared Learning Report will be used to assist other municipalities who are developing their own green standards so that they can benefit from the City of Pickering’s experience. 4.0 Conclusion A number of external groups have reached out to City staff about writing a story about Pickering’s efforts to share on their platform (e.g., magazine, eNewsletter). Subject to Council’s approval, staff will continue to work with Corporate Communications to promote the City of Pickering’s ISDS. The ISDS is a tool to assist the City in implementing and achieving its sustainable community vision through the development approval process. Green development practices have evolved and it is important that the City's ISDS reflect innovative green best practices and technology of today. The ISDS will be updated every four years using public and development community consultation and feedback to help to inform those updates to ensure the standards serve the interests of the community. - 231 - 600 Annette Street Toronto, ON M6S 2C4 T 416.487.4101 F 416.487.5489 520 Industrial Parkway South Suite 202 Aurora, ON L4G 6W8 T 905.503.3440 F 905.503.3442 land use planning consultants www.mshplan.ca Attachment #3 to Report PLN 38-22 April 6, 2022 City of Pickering City Development Department Pickering Civic Complex One The Esplanade Pickering, Ontario L1V 6K7 Attention: Mr. Grant McGregor, Project Manager, Strategic Initiatives, Sustainability Sent only via email to gmcgregor@pickering.ca Dear Sir: Re: Integrated Sustainable Design Standards (ISDS) – First Draft Submission by North Pickering Management Inc. / Seaton Landowners Group Macaulay Shiomi Howson Ltd. (MSH) is the planning consultant for North Pickering Community Management Inc. North Pickering Management Inc. along with 1133373 Ontario Incorporated, Lebovic Enterprises Limited, Oak Ridges Seaton Inc., Zavala Developments Inc., Las Lomas Developments Inc., Mattamy (Seaton) Limited, White Sun Developments Limited, Seaton TFPM Inc., Kubota Canada Ltd., Shirva Investment and Development Corporation, 10466921 Canada Inc. and Her Majesty The Queen in Right of Ontario, as represented by the Minister of Government and Consumer Services, comprise what is known as Seaton Landowners Group (the “SLG”). We have reviewed the ISDS – First Draft on behalf of the SLG and the individual owners. Our key concern is that the ISDS appears to be designed to be applicable to all development in the City of Pickering. There is no acknowledgement or recognition that development in the Seaton Community has already been approved through a lengthy process involving settlements approved by the Ontario Municipal Board (OMB). That approved development is based on a mutual understanding by the SGL and the City of the development requirements, in particular that development in Seaton is subject to the Seaton Sustainable Place-Making Guidelines (Seaton Guidelines). It is not appropriate to introduce new requirements at this late stage in the development of the Seaton Community. We would request therefore, on behalf of the SGL, that the ISDS be modified to clearly identify that the proposed new Standards are not applicable to the Seaton Community. The ISDS should identify that development in Seaton will continue to be evaluated only with respect to the Seaton Guidelines. - 232 - land use planning consultants 2 Should you have any questions regarding these comments please contact the undersigned (416-487-4101 ext. 307 howson@mshplan.ca) or Mr. Glenn Pitura, the Group Project Manager (416-708-2212, glenn@arutip.com). SLG would request notice of any decisions regarding the ISDS. Notice should be provided to SLG care of North Pickering Community Management Inc., Mr. Andrew Orr, President, A.S.O. Trustee. Yours truly, MACAULAY SHIOMI HOWSON LTD. Per: Elizabeth Howson, MCIP, RPP c.c. North Pickering Community Management Inc. Trustee – Mr. A. Orr (via email only) Group Project Manager – Mr. G. Pitura (via email only) - 233 - Attachment #4 to Report PLN 38-22 The City of Pickering’s Integrated Sustainable Design Standards Project Development Community Comments 2022 - 234 - ISDS Development Community Comments 1 The below chart includes comments from the Development Community regarding the Pickering Integrated Sustainable Design Standards (ISDS) draft checklist #2. Comments were collected during one-on-one meetings with members of the Building Advisory Panel and development community representatives as well as in writing. Sessions were organized to focus on Low Rise and Mid-High Rise & Non-Residential Draft 2 Checklists separately. Staff met with representatives from Mattamy Homes, Averton, ICON Homes, Marshall Homes, Chestnut Hill Developments, Dorsay Developments, Tribute Communities, TACC Developments, Deco Homes, and Arista Homes. During this time, some comments were also received from other industry and stakeholder representatives by email. Urban Equation compiled the comments and organized them into a matrix based on if the comment should be reflected in the current version of checklists, in future editions, or not reflected if it was outside the scope of the ISDS project or objectives. Following a review of the feedback, Urban Equation and City staff incorporated changes into the checklists, where appropriate, to either clarify or modify the performance criteria. - 235 - ISDS Development Community Comments 2 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 1. Low-Rise Residential Education Resident Education No Comment. 2. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Concern with this section: to note max SRI value of 20 as regulated by the Cool Roof Rating Council (CRRC). Available product that meets criteria is IKO Cambridge Cool Color Plus. Only way to achieve a SRI value of 20+ is to select Arctic white for all roofs, to would not be possible due to arch control and consumer demand. Lastly, due to the current volatile market with supply and demand since product not readily used currently on production build, it could easily be discontinued or limited with available colours in Canada. 3. Low-Rise Residential Energy & Resilience Building Energy Performance and Emissions No Comment, ok with Tier 1 Mandatory notes. 4. Low-Rise Residential Energy & Resilience Passive Solar Orientation Only if possible, design intent of configurations already established by developer before builder has attained serviced lots. 5. Low-Rise Residential Energy & Resilience Renewable Energy Please use same verbiage as SDIP. 6. Low-Rise Residential Energy & Resilience Building Resilience More information needed for comment. 7. Low-Rise Residential Neighbourhood Private Pedestrian Walkways Developer requirement. - 236 - ISDS Development Community Comments 3 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 8. Low-Rise Residential Neighbourhood Play Areas & Structures (where applicable) Developer requirement. 9. Low-Rise Residential Neighbourhood Community Safety Developer requirement. 10. Low-Rise Residential Land & Nature Topsoil Requesting, a max of 6" (15 cm) same as SDIP. 11. Low-Rise Residential Land & Nature Light Pollution Reduction To apply to Street Lighting by Developer only. Any exterior fixture on home to have LED bulbs. 12. Low-Rise Residential Land & Nature Planting of Native or Non- Invasive Species No Comment. 13. Low-Rise Residential Land & Nature Vegetated Buffers Developer requirement. 14. Low-Rise Residential Land & Nature Tree Preservation and Removal Compensation Developer requirement. 15. Low-Rise Residential Land & Nature Healthy Street Trees Developer requirement. 16. Low-Rise Residential Land & Nature Natural Heritage Features and Open Space Enhancement Developer requirement. 17. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials No Comment. 18. Low-Rise Residential Material & Products Material Recycled Content No Comment. - 237 - ISDS Development Community Comments 4 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 19. Low-Rise Residential Transportation Electric Vehicles Including plug- in hybrid vehicles No Comment. 20. Low-Rise Residential Waste Management Construction Waste Reduction No Comment. 21. Low-Rise Residential Water Stormwater Management Developer requirement. 22. Low-Rise Residential Water Water Efficiency Should specify Water Sense labeled toilets, lavatory faucets and shower faucets. Most Kitchen faucets do not meet this criteria. 23. Low-Rise Residential Education Education Should be similar to the marketing material provided by Savings by Design. 24. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Cool roofs (assuming light coloured shingles) have the potential to encourage algae growth on the shingles since the roofs may not fully dry (shading dependent) – Vegetated roofs are cost prohibitive and require additional maintenance, something that homeowner do not want – PV panel are very house design and siting dependent, they are not practical for all houses (ones with small south facing roof area) – An area based requirement for PV panels does not make sense. There may be energy generation limits imposed by other stakeholders such as, utility companies, ESA, home - 238 - ISDS Development Community Comments 5 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment insurance companies. Systems over a certain size (based on kWh) require additional engineering. It does not make sense to oversize a system just to meet An area requirement. 25. Low-Rise Residential Energy & Resilience Passive Solar Orientation Passive solar orientation is an interesting requirement especially with ever increasing adoption of solar panels. Depending on the type of building form, the optimal orientation for PV changes (detached house vs townhouse). Passive solar heating will likely not be a practical solution for most developments, and will likely lead to overheating and increased a/c usage. 26. Low-Rise Residential Energy & Resilience Renewable Energy Solar ready is fine, and relatively easy to meet, although solar panels may not be practical for all house designs. HEMS systems are readily available and is already a requirement for CHBA Qualified Net Zero Homes. 27. Low-Rise Residential Energy & Resilience Building Resilience Do backwater valves count as a measure to address flooding? Does sodding count as a measure to address flooding and extreme heat waves? Does installing A/C count as a measure to address extreme heat waves? - 239 - ISDS Development Community Comments 6 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment Do hurricane straps count as a measure to address extreme high winds? 28. Low-Rise Residential Neighbourhood Community Safety Do front doors that face the street and front porches to encourage more “eyes on the street” meet the CPTED principles requirements? 29. Low-Rise Residential Land & Nature Topsoil 12" of top soil for sod is already a common requirement. 30. Low-Rise Residential Land & Nature Light Pollution Reduction Dark sky compliant light fixtures seems like an easy substitution. 31. Low-Rise Residential Material & Products Material Recycled Content Fiberglass insulation already contains a lot of recycled content FSC or SFI wood may be cost prohibitive and not readily available. 32. Low-Rise Residential Transportation Electric Vehicles Including plug- in hybrid vehicles Will this also require providing 200A service? 33. Low-Rise Residential Waste Management Construction Waste Reduction This seems similar to LEED requirements. 34. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from - 240 - ISDS Development Community Comments 7 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a bylaw that supersedes the code. 35. Low-Rise Residential Energy & Resilience Passive Solar Orientation The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 36. Low-Rise Residential Energy & Resilience Renewable Energy The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. - 241 - ISDS Development Community Comments 8 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 37. Low-Rise Residential Energy & Resilience Building Resilience The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 38. Low-Rise Residential Neighbourhood Private Pedestrian Walkways Due to the nature of grading this is not feasible. 39. Low-Rise Residential Land & Nature Healthy Street Trees In higher density communities the 8 m will not be realistic, due to driveways and street furniture. 40. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. - 242 - ISDS Development Community Comments 9 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 41. Low-Rise Residential Material & Products Material Recycled Content The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 42. Low-Rise Residential Transportation Electric Vehicles Including plug- in hybrid vehicles The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 43. Low-Rise Residential Water Water Efficiency The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. - 243 - ISDS Development Community Comments 10 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 44. Low-Rise Residential General Comment General Comment For the purposes of these checklists, how is a ‘Storey’ defined? Would a rooftop access with a limited floor area be considered a ‘Storey’? We suggest that the specific method of demonstrating compliance with the performance measures should be clearly identified and described. 45. Low-Rise Residential Education Resident Education Will there be a terms of reference to specify what the required educational package is to include/consist of? 46.1 Low-Rise Residential Energy & Resilience Urban Heat Island Reduction This measure appears difficult to achieve for ground related housing with sloped roofs, while being relatively simple for buildings with flat roofs (such as commercial/industrial). Is it assumed that the majority of dwellings either have to have a white roof or a flat roof with access and a green rooftop? 46.2 Low-Rise Residential Energy & Resilience Urban Heat Island Reduction What is the definition of ‘Available Roof Area’? Will there be exemptions for rooftop patios? - 244 - ISDS Development Community Comments 11 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 46.3 Low-Rise Residential Energy & Resilience Urban Heat Island Reduction What is the definition of a ‘cool roof’? 46.4 Low-Rise Residential Energy & Resilience Urban Heat Island Reduction The viability of 50% rooftop coverage with solar panels may not be achievable for a variety of reasons, including building orientation. 47. Low-Rise Residential Energy & Resilience Passive Solar Orientation How is the ‘feasibility’ of satisfying this performance measure determined? Who makes this determination? 48. Low-Rise Residential Energy & Resilience Renewable Energy To encourage innovation and flexibility, we suggest that consideration for alternative renewable energy options or systems which meet the intent of this measure should be permitted. 49. Low-Rise Residential Energy & Resilience Building Resilience What constitutes an ‘extreme heat wave’ or ‘extreme high wind’ for the purposes of this measure? What building measures are contemplated to satisfy these measures? 50. Low-Rise Residential Land & Nature Healthy Street Trees How does this measure differ from the standard Subdivision/Site Plan maintenance requirements? 51. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials How is this to be quantified? For example, we note that many landscape pavers consist of recycled/reused materials, but may only comprise a small proportion of the paver itself. Would such a material be considered to - 245 - ISDS Development Community Comments 12 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment satisfy the measure in this circumstance? 52. Low-Rise Residential Waste Management Construction Waste Reduction Such aspects are not typically known or determined during the planning/development approvals phase. Accordingly, we are uncertain how this measure could be quantified or enforced. 60. Low-Rise Residential Energy & Resilience Building Energy Performance and Emissions For low-rise residential, you may want to consider including one or more alternative compliance options for ER2 Tier 2. Builders opting for Tier 2 may want to build to 3rd party standard, such as R-2000 or CHBA net zero ready or Passivehouse, and if they choose to build and certify to one of these standards they shouldn't have to also pay a consultant to write a report saying its more than 25% better than code. If there are builders certified to R-2000, for example, they may be more familiar/comfortable with R-2000 requirements than 25% better than code. And the certification adds value (both for marketing the home and for quality assurance purposes). a. sample language that could be inserted: "or, Design, construct and label the building(s) to achieve at least R-2000" (and/or others standards noted).” 61.1 Low-Rise Residential Energy & Resilience Make clear which TEDI, EUI, and GHGI targets are being referenced for tier 2 (I'm - 246 - ISDS Development Community Comments 13 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment assuming its TGS V3 T2?). If so that seems reasonable. 61.2 Low-Rise Residential Energy & Resilience The other thing would be that since tier 2 is already optional, I would rather see Pickering specifying the use of absolute targets for building types covered by them, and have the 25% better than code only for other building types not covered by the absolute targets. This would help prime the local industry leaders to the use of absolute targets, facilitating a future update where absolute targets could become mandatory in Tier 1. 62. Low-Rise Residential Education Resident Education Are there any specific guidelines that would follow to ensure that everyone is providing equal education for the residents? How would these guidelines be measured and or enforced? 63. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction I think this is much easier to achieve on flat roofs although it has been said that green roofs are not responding well in our climate. Cool roofs in general are only required for 2 months of the year in extreme heat waves, is the cost of doing cool roofs worth what it gives back. There is no real definition to “Available roof area”. We need clarification on the different types of “cool roof” that would be accepted. - 247 - ISDS Development Community Comments 14 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 64. Low-Rise Residential Energy & Resilience Passive Solar Orientation How would this be reviewed and accepted? With today’s density requirements this may impact that by orientation and not using the available land in the most efficient way increasing the cost and affecting feasibility of developments in a negative way. Perhaps the natural orientation lends itself to study and find the best way to utilize solar with in the natural orientation and rough it into match? (Roof loads, conduits etc.) 65. Low-Rise Residential Energy & Resilience Renewable Energy Does this have to be solar ready? there are other renewable energy items (rough ins and more that could be added to this for a list of selections to choose form for example: Grey water recovery rough, Additional. 66. Low-Rise Residential Energy & Resilience Building Resilience What would be the review process and measure of these items. More information is required. 67. Low-Rise Residential Land & Nature Topsoil The only problem with adding more topsoil is the amount of settlement in years to come. 68. Low-Rise Residential Land & Nature Light Pollution Reduction This does not differ from general planning and engineering requirements for developments. With high density sites wall packs are used. This may not always meet this standard. - 248 - ISDS Development Community Comments 15 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 69. Low-Rise Residential Land & Nature Tree Preservation and Removal Compensation How does this differ from current industry standards? What is the compensation ratio? 70. Low-Rise Residential Land & Nature Healthy Street Trees What happens in the case you have dual frontage units on a streetscape? This rule could not work. When you have standard 6m towns standard of not more than 8 m would not work with driveways, it would have to be greater distance for this to work. What happens in cases where boulevard communication and hydro infrastructure exist? Does this differ from Standard Subdivision? 71. Low-Rise Residential Land & Nature Natural Heritage Features and Open Space Enhancement How would this be reviewed and measured? 72. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials How would this be reviewed and measured? Perhaps a standardized list of items could be used to pull from. 73. Low-Rise Residential Material & Products Material Recycled Content How would this be reviewed and measured? Perhaps a standardized list of items could be used to pull from. 74. Low-Rise Residential Transportation Electric Vehicles Including plug-in hybrid vehicles Define rough in? - 249 - ISDS Development Community Comments 16 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 75. Low-Rise Residential Waste Management Construction Waste Reduction How would this be reviewed and measured? 76. Mid to High- Rise Residential & Non- Residential Energy & Resilience Heat Island Reduction The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 77. Mid to High- Rise Residential & Non- Residential Energy & Resilience Building Energy Performance and Emissions The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 78. Mid to High- Rise Residential & Neighbourhood Wayfinding Signage The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements - 250 - ISDS Development Community Comments 17 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment Non- Residential of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 79. Mid to High- Rise Residential & Non- Residential Neighbourhood Community Safety The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 80. Mid to High- Rise Residential & Non- Residential Land & Nature Bird Friendly Design The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from - 251 - ISDS Development Community Comments 18 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 81. Mid to High- Rise Residential & Non- Residential Land & Nature Healthy Street Trees How does this work with Mid- rise blocks with minimal area to plant? 82. Mid to High- Rise Residential & Non- Residential Land & Nature Common Outdoor Amenity Space The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 83. Mid to High- Rise Residential & Non- Residential Material & Products Recycled/ Reclaimed/ Reused Materials The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them - 252 - ISDS Development Community Comments 19 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment that incentive, but the municipality cannot pass a by- law that supersedes the code. 84. Mid to High- Rise Residential & Non- Residential Transportation Bicycle Parking and Storage Facilities The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 85. Mid to High- Rise Residential & Non- Residential Transportation Electric Vehicles Including plug-in hybrid vehicles The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 86. Mid to High- Rise Residential & Water Building Water Efficiency The building code act actually prohibits the municipality from passing any by-law that supersedes the requirements - 253 - ISDS Development Community Comments 20 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment Non- Residential of the building code. If the municipality did pass a by-law as you mentioned, it could not be enforced under the code. There are some options as was mentioned earlier through incentives to try and get builders to move away from shingled roofs to another form of roofing by providing them that incentive, but the municipality cannot pass a by- law that supersedes the code. 87. Mid to High- Rise Residential & Non- Residential Education Resident Education Will there be a terms of reference to specify what the required educational package is to include/consist of? 88. Mid to High- Rise Residential & Non- Residential Land & Nature Healthy Street Trees How does this measure differ from the standard Subdivision/Site Plan maintenance requirements? 89. Mid to High- Rise Residential & Non- Residential Land & Nature Common Outdoor Amenity Space We suggest that requirement of 4.0 square metres of common outdoor amenity space is too onerous and that a reduced requirement should be implemented. Is this to be codified through an associated Zoning By-law Amendment? 90. Mid to High- Rise Residential & Non- Residential Material & Products Recycled/ Reclaimed/ Reused Materials How is this to be quantified? For example, we note that many landscape pavers consist of recycled/reused materials, but may only comprise a small proportion of the paver itself. Would such a material be considered to satisfy the measure in this circumstance? - 254 - ISDS Development Community Comments 21 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 91. Mid to High- Rise Residential & Non- Residential Transportation Bicycle Parking and Storage Facilities Is this to be codified through an associated Zoning By-law Amendment? 92. Mid to High- Rise Residential & Non- Residential Transportation Bicycle Parking and Storage Facilities What is the required rate for long term bicycle parking spaces? 93. Mid to High- Rise Residential & Non- Residential Transportation Bicycle Parking and Storage Facilities Does the minimum requirement for a shower and change room apply to long term or short term bicycle parking spaces? 94. Mid to High- Rise Residential & Non- Residential Waste Management Construction Waste Reduction Such aspects are not typically known or determined during the planning/development approvals phase. Accordingly, we are uncertain how this measure could be quantified or enforced. 95. Mid to High- Rise Residential & Non- Residential Energy & Resilience Building Energy Performance and Emissions On the mid-to-high rise ER2, the checklist doesn't specify which TEDI, TEUI and GHGI targets need to be met. The companion User Guide includes core and optional levels (based on TGS V3 Tier 1 and 2), and I'm assuming the checklists ER2 Tier 2 is referencing the optional targets. But this should be cleared up, either by including the specific targets in the checklist, or clearly stating that it’s the "optional" targets outlined in the user guide. And/or eliminate the 'core' targets in the user guide, since - 255 - ISDS Development Community Comments 22 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment these aren't provided as a compliance option. 96. Low-Rise Residential Education Resident Education City staff to prepare sample write-ups for waste collection and other related topics to be used as samples in the User Guide which builders can pull from. 97. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Provide clarification around ‘roof type’ (slope roof vs. flat roof, roof patio vs. non roof patio). Define ‘available roof area’ and ‘cool roof’ and provide more detail in User Guide. 98. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Add non-roof ‘material type’ examples to User Guide. 99. Low-Rise Residential Energy & Resilience Passive Solar Orientation Analyze if credit should be in Tier 1 as the language sounds voluntary. Consider mandating builder to provide memo or diagram to demonstrate how orientation has been considered/implemented OR move requirement to Tier 2 Optional. 100. Low-Rise Residential Energy & Resilience Passive Solar Orientation Add more options, if orientation is not feasible, for example: providing external shade, deep overhang, triple glazed windows etc. 101. Low-Rise Residential Energy & Resilience Renewable Energy Consider adding a minimum roof area needed to implement future PV systems. 102. Low-Rise Residential Energy & Resilience Renewable Energy Consider defining minimum performance requirement for - 256 - ISDS Development Community Comments 23 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment “solar ready” (ex: 75% of external lighting must be PV). 103. Low-Rise Residential Energy & Resilience Building Resilience Add two mandatory primary measures and two optional secondary measures to checklist from Durham Region Standard. 104. Low-Rise Residential Land & Nature Healthy Street Trees Define ‘Caliper’ in User Guide if landscapers are not familiar with this term. 105. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials Look to LEED or other municipalities for methodology on determining % of recycled materials. 106. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials Provide clarification on what distinguishes MP1 from MP2 (materials used outside the building vs. building materials). 107. Low-Rise Residential Transportation Electric Vehicles Including plug-in hybrid vehicles Define ‘rough in’ – definition may be different based on project type or if the building is sub metered. 108. Low-Rise Residential Waste Management Construction Waste Reduction Suggested to change this requirement to more of a commitment, rather than providing documentation to the city at a site plan level. 109. Low-Rise Residential Waste Management Stormwater Management Change Central Lake Ontario Source Protection Plan to Credit Valley-Toronto and Region-Central Lake Ontario (CTC) Source Protection Plan. 110. Low-Rise Residential Water Water Efficiency Move WaterSense labeled appliances over to Tier 1. Move some items from Tier 2 into Tier 1 to create a standardized list. - 257 - ISDS Development Community Comments 24 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment Consider adding grey water recovery as part of Tier 2. 111. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Add Cool roof or shingles with low SRI. 112. Low-Rise Residential Energy & Resilience Building Energy Performance and Emissions Tier 1 addition: ANSI/RESNET/ICC 301-2019 113. Low-Rise Residential Energy & Resilience Building Energy Performance and Emissions Change Tier 2 to 20% OBC 2024 moving to NBC 9.36 Tier 3 or 20% Suggest 20% better or NBC Tier 4 or ASHRAE 90.2 Zone 6 114. Low-Rise Residential Water Water Efficiency Under documentation, third party verification. Add: ANSI 850 115. Mid to High- Rise Residential & Non- Residential Water Stormwater Management Consider adding different Tier 1 mandatory requirements by project type to help accommodate for site limitations. 116. Mid to High- Rise Residential & Non- Residential Transportation Electric Vehicles Including plug-in hybrid vehicles City to decide if adding car share spaces can be considered as an option towards fulfillment of the EV requirement. 117. Mid to High- Rise Residential & Non- Residential Transportation Bicycle Parking and Storage Facilities Consider reducing number of parking spots required to meet this requirement (especially Tier 2). 118. Mid to High- Rise Residential & Energy & Resilience Heat Island Reduction For non-roof areas we have run into issues where there is outdoor parking (typically to support our retail), our request - 258 - ISDS Development Community Comments 25 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment Non- Residential would be to consider lowering the 50% at the Tier 1 level. 119. Mid to High- Rise Residential & Non- Residential Land & Nature Topsoil This is typically a tough standard to achieve without the use of raised planters, we would request to look at a lower threshold. 120. Mid to High- Rise Residential & Non- Residential Land & Nature Tree Preservation and Removal Compensation 15 cm is a low threshold for Tier 1, City of Toronto is 30 cm. We would request to increase this number. 121. Mid to High- Rise Residential & Non- Residential Land & Nature Common Outdoor Amenity Space This is twice the City Centre by-law requirement, we are requesting the Tier 1 be maintained at 2 square metres per residential unit. 122. Mid to High- Rise Residential & Non- Residential Transportation Electric Vehicles Including plug-in hybrid vehicles 50% is a high number, we would request the city to look at a lower tier 1 requirement. 123. Mid to High- Rise Residential & Non- Residential Water Stormwater Management 5 mm is significant to accommodate on urban sites, the city should look for alternative standards based on the size and previous use (i.e., a site that use to be a parking lot and did not previously meet this standard should not be requested to achieve this upon redevelopment). 124. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Roof – Vegetated roof not feasible in many situations. PV not always reasonable on low rise and we have grid connection issues (Cherrywood). - 259 - ISDS Development Community Comments 26 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment What do you mean by Cool Roof – explain this further. 125. Low-Rise Residential Energy & Resilience Urban Heat Island Reduction Non Roof- provide examples of what you mean here in the User Guide or in the checklist. 126. Low-Rise Residential Energy & Resilience Renewable Energy HEMS is not as easy to do or need to identify what the appropriate service/system is. Clarify in the User Manual what exactly is needed. 127. Low-Rise Residential Energy & Resilience Building Resilience Reference the Durham Region document in the User Guide or give examples. 128. Low-Rise Residential Land & Nature Light Pollution Reduction Does this impact street lighting? Clarify that street lighting has its own guide through engineering. 129. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials This could be misinterpreted to mean 25% for infrastructure and 25% for landscaping materials OR it could mean 25% for both as an accumulation. Provide examples in the User Guide of what you mean by infrastructure. Would this be in the Subdivision Agreement? 130. Low-Rise Residential Material & Products Recycled/ Reclaimed/ Reused Materials TACC said they may have examples they can provide to supplement this list. FSC and SFI wood is extremely expensive. There are supply shortages as well for all lumber. 131. Low-Rise Residential Transportation Electric Vehicles including plug- in hybrid vehicles Can the grid handle a conversion to EV’s. Discussion will need to occur with Elexicon. - 260 - ISDS Development Community Comments 27 Comment Number Checklist (Low -Rise Residential or Mid-High Rise Principle Development Feature Name Comment 132. Low-Rise Residential Transportation Electric Vehicles including plug-in hybrid vehicles Suggest that Tier 2 also include communal based EV charging opportunities in the neighbourhood area such as was done in Mattamy’s Bloom neighbourhood. 133. Low-Rise Residential Water Stormwater Management Although discussion occurred as to if the City would consider alternatives to Stormwater Management Ponds such as storage tanks. The matter was discussed with Engineering and at this point that is not being considered - 261 - Attachment #5 to Report PLN 38-22 From: Whitaker, Chantal To: Whitaker, Chantal Subject:FW: Waste Comments: Draft Pickering"s draft sustainable development standards Date: Friday, July 29, 2022 12:40:26 PM Attachments:image005.png image009.png image010.jpg image012.jpg image013.png image014.png image015.png image016.jpg image017.png image004.png image006.png image007.png image008.png image019.png From: Laura Malyjasiak <Laura.Malyjasiak@Durham.ca> Sent: June 21, 2022 1:27 PM To: Ian McVey <Ian.McVey@durham.ca> Cc: Angela Porteous <Angela.Porteous@durham.ca>; Carol Slaughter <Carol.Slaughter@Durham.ca> Subject: RE: Waste Comments: Draft Pickering's draft sustainable development standards Hi Ian- Thanks for passing the question along! Please see below for some background on the concerns and suggested wording. Laura As background: The road widths on private roads to accommodate collection vehicles are outlined in Regional Waste Bylaw 46-2011. Road widths are a factor for low rise residential but storage for the actual containers is a factor as well. Often in low- rise stacked townhouses or more traditional townhouses there is no logical place for residents to store 2 blue boxes and a curbside green bin and a garbage container. Developers that don’t have extensive experience in Durham Region may not be aware that Durham has a two stream recycling system. Residents understandably do not want containers stored at their front doors/on porches and property standards by condominium corporations and municipalities may not allow the bins to remain on porches permanently although there may not be adequate space elsewhere. Also, for townhome developments that don’t use a common waste collection room or building, there needs to be a defined set out location for each unit such that garbage bag limits and contamination issues can be addressed with individual residents. Suggested wording for the checklist: Ensure a common waste collection room has adequate storage capacity for the waste and diversion materials generated. In the absence of a common collection room (such as condominium townhome developments) ensure adequate storage capacity within each unit for storage of diversion containers and an appropriate curbside set out location for each unit. From: Ian McVey <Ian.McVey@durham.ca> Sent: June 21, 2022 9:47 AM To: Laura Malyjasiak <Laura.Malyjasiak@Durham.ca> Cc: Angela Porteous <Angela.Porteous@durham.ca>; Carol Slaughter <Carol.Slaughter@Durham.ca> Subject: FW: Waste Comments: Draft Pickering's draft sustainable development standards Hi Laura – please see Pickering’s response and questions below. Let me know what you guys think. Thanks! - 262 - Ian From: McGregor, Grant <gmcgregor@pickering.ca> Sent: June 21, 2022 9:09 AM To: Ian McVey <Ian.McVey@durham.ca> Cc: Whitaker, Chantal <cwhitaker@pickering.ca> Subject: RE: Waste Comments: Draft Pickering's draft sustainable development standards Hi Ian, Can your Waste Division staff provide wording for the low rise residential checklist respecting household waste. Are they interested in road widths to accommodate trucks for waste pick-up? Thanks Grant Grant McGregor Project Manager, Strategic Initiatives, Sustainability | City Development Department 905.420.4660 ext. 1845 | 1.866.683.2760 gmcgregor@pickering.ca Your City. Right Now. pickering.ca From: Laura Malyjasiak <Laura.Malyjasiak@Durham.ca> Sent: June 17, 2022 11:56 AM To: Ian McVey <Ian.McVey@durham.ca> Cc: Angela Porteous <Angela.Porteous@durham.ca>; Carol Slaughter <Carol.Slaughter@Durham.ca> Subject: Waste Comments: Draft Pickering's draft sustainable development standards Hello Ian- Sorry for the delayed response on this review. On the ISDS checklists, the two types of development would benefit from the same waste management requirements to provide adequate storage for waste and recycling between collection days and be designed to minimize pests and litter. That requirement is included in the mid to high rise development design standards but not in the low rise. The low rise standard is silent on any resident waste management amenities, only mentions construction waste. Another consideration for mid to high rise developments is storage capacity and accessibility for other diversion programs such as textiles, batteries and electronics that the Region supports but many existing buildings don’t have adequate storage space to implement. A dedicated space or common room for these materials is suggested as well. Please let me know if there are any questions or more detail is needed. Laura Laura Malyjasiak | Waste Management Technician The Regional Municipality of Durham Laura.Malyjasiak@durham.ca | 905-668-7711 extension 3013 | durham.ca/waste My pronouns are she/her - 263 - From: Angela Porteous <Angela.Porteous@durham.ca> Sent: May 28, 2022 12:22 PM To: Laura Malyjasiak <Laura.Malyjasiak@Durham.ca> Subject: Fwd: Draft Pickering's draft sustainable development standards Please see below. Angie Get Outlook for Android From: Ian McVey <Ian.McVey@durham.ca> Sent: Friday, May 27, 2022 10:01:15 AM To: Colleen Goodchild <Colleen.Goodchild@Durham.ca>; Amanda Bathe <Amanda.Bathe@durham.ca>; Aneesah Luqman <Aneesah.Luqman@durham.ca>; Greg Pereira <Greg.Pereira@durham.ca>; Mani Rajendran <Mani.Rajendran@Durham.ca>; Paul Gillespie <Paul.Gillespie@Durham.ca>; Angela Porteous <Angela.Porteous@durham.ca>; Jacek Sochacki <Jacek.Sochacki@durham.ca> Cc: McGregor, Grant <gmcgregor@pickering.ca>; Chantal Whitaker (cwhitaker@pickering.ca) <cwhitaker@pickering.ca>; Kilbourne, Kristy <kkilbourne@pickering.ca>; Melanie Edmond <medmond@pickering.ca>; Sandra Austin <Sandra.Austin@durham.ca>; Melanie Kawalec <Melanie.Kawalec@durham.ca> Subject: FW: Draft Pickering's draft sustainable development standards Dear Colleagues – on behalf of our colleagues at the City of Pickering I am sharing Draft #2 of their Integrated Sustainable Design Standards. This draft reflects input from Durham staff compiled in late March/early April. Please take a look, and provide any additional feedback that you might have by June 9th. Cheers, Ian Ian McVey | Manager of Sustainability The Regional Municipality of Durham Office of the Chief Administrative Office, Strategic Initiatives Division ian.mcvey@durham.ca | 905-668-7711 extension 3803 | durham.ca My pronouns are he / him - 264 - Attachment #6 to Report PLN 38-22 From:Whitaker, Chantal To:Whitaker, Chantal Subject:FW: Comment on Draft 2 from FLAP FW: Sustainable Development Guidelines 2nd Draft Date:Friday, July 29, 2022 12:35:57 PM Attachments:image003.jpg image004.png Importance:High From: Michael Mesure <executivedirector@flap.org> Sent: Tuesday, June 21, 2022 11:09 AM To: Standards <Standards@pickering.ca> Subject: Sustainable Development Guidelines 2nd Draft To whom it may concern, I would like to offer my comments to the 2nd draft of your Integrated Sustainable Design Standards under LN2. They are as follows: Low-rise Residential - recommend including bird-friendly for low-rise residential! TheTown of Ajax include low-rise residential developments in their bird-friendlyrequirements. Mid to High-rise Residential - be sure to comply with CSA A460:19 Bird-FriendlyBuilding Design standard. Mandatory For residential and non-residential buildings, use a combination of bird friendly design treatments for a minimum of 90% of all exterior glazing within the first 16 m of the building above grade or the height of the mature tree canopy, whichever is greater (including all balcony railings, clear glass corners, parallel glass and glazing surrounding interior courtyards and other glass surfaces).Optional – would recommend removing optional. Toronto removed their Bird-Friendly Tier 2 Optional because no one ever adopted it. Documentation – be sure to comply with CSA A460:19 Bird-Friendly Building Designstandard Building Green - User Guide Appendix A. Glossary re Bird Friendly Design Guidelines – best to instead point to CSA A460:19 Bird-Friendly Building Design standard. I hope you find this information useful. Please do not hesitate to contact me directly should you have any questions or concerns regarding my recommendations. Respectfully, Michael Michael Mesure Executive Director | Cofounder | BirdSafe® Building Consultant FLAP Canada 31 Adelaide St E, PO Box 430 Toronto, ON CANADA M5C 2J5 T: 416-366-3527 C: 905-649-9223 executivedirector@flap.org flap.org | birdsafe.ca |birdmapper.org/app | globalbirdrescue.org | flapapp.ca | twitter.com/birdcrash_bot No building is truly ‘green’ unless it’s bird-safe. - 265 - T: 416.661.6600 | F: 416.661.6898 | info@trca.on.ca | 101 Exchange Avenue, Vaughan, ON L4K 5R6 | www.trca.ca Attachment #7 to Report PLN 38-22 June 14, 2021 BY E-MAIL ONLY (gmcgregor@pickering.ca) Grant McGregor Project Manager, Strategic Initiatives, Sustainability City Development Department One The Esplanade Pickering, ON L1V 6K7 Dear Mr. McGregor: Re: City of Pickering Draft 2 Integrated Sustainable Design Standards Toronto and Region Conservation Authority (TRCA) appreciates the opportunity to continue to provide feedback on the City of Pickering’s Integrated Sustainable Design Standards (ISDS) Checklists. We understand that this material was created to assist in evaluating development applications through best practices and green design technologies. TRCA staff commends the City for this initiative in pursuit of a more sustainable and resilient community. TRCA staff provide our comments as a public commenting body under the Planning Act delegated to represent the provincial interest in natural hazards, a watershed-based resource management agency, and as a service provider to our municipal partners in accordance with memorandums of understanding. In these roles, and as stated in “A Made-In-Ontario Environment Plan,” we work in collaboration with municipalities and stakeholders to protect people and property from flooding and other natural hazards, and to conserve natural resources. GENERAL COMMENTS Overall, the ISDS checklists are comprehensive and encapsulate good targets to ensure a healthy and thriving natural environment. We appreciate creation of two separate checklists for low-rise projects and mid- to high-rise residential and non-residential projects as this recognizes how impacts may vary depending on the type and scale of built form. Further, we appreciate inclusion of a User Guide providing additional context and an overview on how to read the checklists. We note that some categories that were featured in the first draft checklist (e.g., Equity and Local Economy, Travel and Transportation, etc.) appear to have been removed from the second draft. Some targets under these categories would provide important goals and we suggest the City consider including them. - 266 - Toronto and Region Conservation Authority | 2 DETAILED COMMENTS Low Rise Residential Energy and Resilience (ER) 1. ER5 (Building Resilience) – We appreciate the mandatory requirement to address flooding in Tier 1. However, we suggest providing additional details or examples of what these requirements might be. For instance, raising new openings (e.g., doors, windows, walkouts, etc.) above the regulatory flood elevation, installation of backwater valve or sump pump, etc. TRCA staff would be happy to assist in this regard. Land and Nature (LN) 2. LN3 (Planting of Native or Non-Invasive Species) – We suggest distinguishing between areas within the vegetation protection zone / buffer of natural heritage systems / features where planting of 100% native species should be required (as demonstrated through landscape/planting plans), and areas outside these setbacks where a 50% target of native or non-invasive species is required. 3. LN5 (Tree Preservation and Removal Compensation) - Restoration/replacement should represent a net gain. Seeding/planting does not guarantee tree survival, so a higher ratio, e.g. 3:1 should be sought. For more information on compensation strategies, we recommend referring to TRCA’s Guideline for Determining Ecosystem Compensation. At a minimum, Tier 1 should represent no net loss, and Tier 2 should be a net gain. 4. LN7 (Natural Heritage Feature and Open Space Enhancement) - We appreciate the modifications to this item. However, to strengthen this goal, we suggest including associated setbacks/buffers in addition to key natural heritage features (KNHFs) and key hydrological features (KHFs). a. Tier 1 – We support the goal of protecting KNHFs/HSFs but note that provincial policy requires protection of these features. As worded, the alternative option to compensate for the loss of ecosystem functions due to development impacts may unintentionally promote this option. If compensation is to be considered, the checklist should stress that it may be considered as a last resort. We invite the City to reference TRCA’s Guideline for Determining Ecosystem Compensation as linked above. Water (W) 5. W1 (Stormwater Management) – This should read, CTC Source Protection Plan. The wording could also be revised, e.g., "Demonstrate applicable groundwater recharge targets are met based on site-specific water balance/budget studies, in accordance with the CTC Source Protection Plan.” Mid-to High-Rise Residential & Non-Residential Land and Nature 6. LN4 (Planting of Native and Non-Invasive Species) - We suggest making a clear distinction between areas near natural heritage systems and other areas as landscape plans for natural areas should require 100% native species. 7. LN6 (Tree Preservation and Removal Compensation) - Restoration/replacement should represent a net gain. Seeding/planting does not guarantee tree survival, so a higher ratio, e.g. 3:1 should be sought. For more information on compensation strategies, we recommend referring to TRCA’s Guideline for Determining Ecosystem Compensation. At a minimum, Tier 1 should represent no net loss, and Tier 2 should be a net gain. 8. LN9 (Natural Heritage Features and Open Space Enhancement) – We appreciate the modifications to this item. In order to strengthen this overall goal, we suggest including associated setback/buffers in addition to key natural heritage and key hydrological features. - 267 - Toronto and Region Conservation Authority | 3 a. Tier 1 - This is already required by provincial policy and may have the unintended consequence of seeming to invite development and site alteration within KNHFs/HSFs. If compensation is to be considered, it must be stressed as a last resort, and would benefit from referencing TRCA’s Guideline for Determining Ecosystem Compensation. Water (W) 9. W1 (Stormwater Management – This should read, CTC Source Protection Plan. The wording could also be revised, e.g., "Demonstrate applicable groundwater recharge targets are met based on-site specific water balance/budget studies, in accordance with the CTC Source Protection Plan.” 10. W1 (Stormwater Management) – While we staff appreciate the optional (Tier 2) requirement to replicate natural site hydrology processes, we note that section 11.73 i) of the City’s Official Plan (OP) includes requirements for a feature-based water balance study in support of subdivision or site plan approval demonstrating that negative impacts are minimized. Additionally, the City’s SWM Design Guidelines (4.3) encourage the maintenance of natural water balance where soil conditions permit. It would be our preference that the City include a Tier 1 requirement for addressing feature-based water balance to be aligned with the OP policy and avoid impacts to hydrologic functions. TRCA developed guidelines to help assess the need for water balance studies and protect the hydrology of natural features such as wetlands, (e.g., Wetland Water Balance Risk Evaluation, Water Balance for Protection of Natural Features). These guidelines could help inform ISDS requirements and be references, as appropriate. For more information on feature-based water balance, please see TRCA’s website or contact the undersigned. We trust these comments to be of assistance. Should you have any questions or require any clarifications, please contact the undersigned by email at jeff.thompson@trca.ca or by telephone at (437) 880-2327. Sincerely, Jeff Thompson, M. Pl., MCIP, RPP Senior Planner, Policy Cc: Steve Heuchert, Associate Director, Development Planning and Permits, TRCA Mary-Ann Burns, Senior Manager, Provincial and Regional Policy, TRCA Sharon Lingertat, Senior Manager, Infrastructure Planning and Permits, TRCA Brad Stephens, Senior Manager, Planning Ecology, TRCA Dan Hipple, Senior Manager, Water Resources Engineering, TRCA - 268 - The Regional Municipality of Durham Office of the Regional Chair and Chief Administrative Officer 605 Rossland Rd. E. Levels PO Box 623 Whitby, ON L 1 N 6A3 Canada 905-668-7711 1-800-372-1102 durham.ca John Henry Regional Chair and CEO Elaine Baxter-Trahair Chief Administrative Officer June 28, 2022 Mayor David Ryan and Council City of Pickering 1 The Esplanade S Pickering, ON L 1V 6K7 Dear Mayor and Council: Sent Via email to: Susan Cassel, City Clerk scassel@pickering.ca RE: Proposed Pickering Integrated Sustainable Design Standards We are pleased to provide this letter in support of the City of Pickering's proposed Integrated Sustainable Design Standards. Incorporating energy efficiency and environmental performance measures into the design of new buildings is a prime opportunity to address climate change while re-building our local economy. As you know, Durham Regional Council endorsed the Durham Community Energy Plan (DCEP) in April 2019. The DCEP maps out a Low Carbon Pathway to accelerate the transition to a clean energy economy, while simultaneously achieving multiple economic, environmental, and social benefits. The Low Carbon Pathway scenario is composed of 22 ambitious actions through six detailed implementation strategies, designed to achieve Durham Region's community GHG reduction target of 80% by 2050. These actions include new building energy efficiency standards, extensive building retrofit programs, installation of heat pumps, photovoltaic and wind generation, energy storage, electrification of personal, commercial and transit vehicles, land-use changes and industrial efficiencies. A key implementation strategy is the development of a Durham Green Standard to enhance the environmental performance of new buildings. Attachment #8 to Report PLN 38-22 - 269 - - 270 - Town of Whitby Office of the Mayor 575 Rossland Road East Whitby, ON L1N 2M8 whitby.ca Don Mitchell Mayor 905.430.4300 x2203 mayor@whitby.ca Attachment #9 to Report PLN 38-22 May 27, 2022 Mayor Dave Ryan and Pickering City Council City of Pickering 1 The Esplanade Pickering, ON L1V 6K7 Re: Pickering Sustainable Development Standards Dear Mayor Ryan and Members of Pickering City Council, The Town of Whitby is writing to express its support for the proposed Pickering Sustainable Development Standards. As experienced through the Whitby Green Standard, we can attest that green development standards are instrumental in ensuring that developers provide sufficient, appropriate, and efficient infrastructure to meet the unique needs of the community, while ensuring an immediate response to the global concern of climate change. The Town of Whitby particularly wants to congratulate Pickering for proposing a tiered approach within its Sustainable Development Standards. This approach aligns with the work in place as part of the Whitby Green Standard, and it also provides both flexibility for developers and certainty about long-term expectations for advancing building performance. These criteria were developed in response to the recommendations from the International Panel on Climate Change in relation to global emission reduction. We feel these same targets apply to all municipalities across Canada. Alignment on emissions and energy performance ensures we are on track to meeting climate change targets, and helps the development community with a consistent approach across multiple jurisdictions, making it easier for them to be implemented and therefore successful. Over the next 30 years, municipalities will be faced with a number of challenges. Most of the buildings that are being built in our communities today, will be here in 2050 and beyond. Through our alignment in implementing green development standards, we will - 271 - 2 ensure that Whitby, Ajax and now Pickering are leading by example and responding to climate change while also helping to avoid expensive retrofit costs for residents in the future. Congratulations to the City of Pickering for developing this tool and improving the quality of living for our residents and the environment for years to come. Regards, Don Mitchell Mayor, Town of Whitby cc: Susan Cassel, City Clerk, City of Pickering Chantal Whitaker, Manager, Sustainability & Strategic Environmental Initiatives, City of Pickering Grant McGregor, Project Manager, Strategic Initiatives, City of Pickering Sarah Klein, Director, Strategic Initiatives, Town of Whitby Jade Schofield, Project Manager Sustainability & Climate Change, Town of Whitby - 272 - 416.338-1288 WWW.CLEANAIRPARTNERSHIP.ORG Attachment #10 to Report PLN 38-22 Pickering City Council, One the Esplanade, Pickering, Ontario, L1V 6K7 June 7th, 2022 Dear Pickering City Council, We at Clean Air Partnership are writing in support of the City of Pickering’s proposed Integrated Sustainable Design Standards. Clean Air Partnership is a charitable environmental organization that enables municipalities to take bold climate action through network facilitation, research, and action. We have supported many other Ontario municipalities with similar development standards, including Toronto, Vaughan, Brampton, Richmond Hill, Whitby, and Halton Hills, among many others. In requiring a tiered, mandatory standard, Pickering is joining leading municipalities in demonstrating strong policy innovation that provides a meaningful pathway from climate concern towards tangible outcomes. This is consistent with the recognition of urgency and commitment to address the climate challenge, as declared by the motion to declare a climate emergency in Pickering in December 2019. This action is critical for both ensuring accountability for the City of Pickering and setting a standard for all Ontario municipalities. Green standards for new developments are a critical implementation and policy tool for municipalities. By using tiered development standards, municipalities can more effectively achieve their Official Plan objectives, their greenhouse gas reduction targets, and population health goals, all while stimulating the local economy. CLEAN AIR PARTNERSHIP 75 ELIZABETH ST TORONTO ONTARIO M5G 1P4 - 273 - CLEAN AIR PARTNERSHIP 75 ELIZABETH ST TORONTO ONTARIO M5G 1P4 416.338-1288 WWW.CLEANAIRPARTNERSHIP.ORG We are particularly supportive of the tiered approach in the proposed Integrated Design Standards. These standards will reduce utility costs for home and building owners and reduce infrastructure costs for the City. The Integrated Design Standards are an important climate solution and will be critical to meeting the City’s climate targets. In addition to the environmental benefits, a tiered approach with mandatory compliance is proven to guarantee minimum standards while also encouraging competition and innovation in the building industry. Furthermore, it will create high quality, energy efficient housing for Pickering residents, especially as the City increases its standards over time. Congratulations to the City of Pickering for developing its Integrated Sustainable Design Standards and improving the quality of housing and environment outcomes for years to come. We look forward to tracking the results of this program and sharing the lessons learned with many other Ontario municipalities. Kind regards, Gabriella Kalapos, Executive Director - 274 - Attachment #11 to Report PLN 38-22Legislative Services Division Clerk’s Office Directive Memorandum May 27, 2022 To: Kyle Bentley Director, City Development & CBO From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on May 24, 2022 Feasibility of a Green Roof By-law Council Decision Resolution #914/22 WHEREAS in recognition of the growing impacts of climate change, the City of Pickering declared a climate emergency on December 16, 2019; And Whereas, climate change impacts occur in both the natural environment and the built environment; And Whereas, climate change impacts can adversely affect the resilience of municipal infrastructure such as roads, sewers and watermains, leading to higher maintenance and/or replacement costs which must be borne by taxpayers; And Whereas, the challenges posed by climate change on municipal infrastructure requires alternative methods to try and minimize impacts; And Whereas, green roof technology is a proven, well-established technology that has been implemented by many municipalities as part of a climate change strategy; And Whereas, green roof technology provides environmental benefits such as reduced flood flows, improved water quality, creation of habitat and reduced ‘heat island effect’, among others; And Whereas, green roof technology provides economic benefits such as reduced energy consumption and energy costs for heating and cooling; And Whereas, the green roof industry is firmly established in the Greater Toronto Area, with readily accessible materials and expertise; And Whereas, a Green Roof By-law has been successfully implemented by the City of Toronto since 2009, and this By-law has been accepted and adopted by the development industry; - 275 - Now therefore be it resolved that the Council of The Corporation of the City of Pickering directs: That staff are to investigate the feasibility of establishing a by-law requiring the construction of green roofs, or of alternative roof surfaces that achieve similar levels of performance to green roofs, within the City of Pickering, and report back to Council no later than September 6, 2022. Please take any action deemed necessary. Susan Cassel Copy: Chief Administrative Officer - 276 - Attachment #12 to Report PLN 38-22Legislative Services Division Clerk’s Office Directive Memorandum November 26, 2021 To: Kyle Bentley Director, City Development & CBO From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on November 22, 2021 Director, City Development & CBO, Report PLN 43-21 Pickering Integrated Sustainable Design Standards City of Pickering Council Decision Resolution #738/21 1. That Council approve the hiring of Urban Equation Corp. to update and convert the 2007 Sustainable Development Guidelines into a tiered Integrated Sustainable Design Standard in accordance with Purchasing Policy 10.03 (c); 2. That the Letter Proposal submitted by Urban Equation Corp. for Professional Consulting Services to prepare a tiered Integrated Sustainable Design Standard for the City in the amount of $84,850.00 (HST excluded), provided as Appendix I to Report PLN 43-21, be accepted; 3. That the total gross project cost of $106,604.00 (HST included), and the total net project cost of $96,000.00 (net of HST rebate) be approved; 4. That Council authorize the Director, Finance & Treasurer to finance the total net project cost from the Consulting & Professional 2021 Council Approved Current Budget Account 502230.10115 as follows: a) The sum of $86,000.00 from The Atmospheric Fund; and, b) The sum of $10,000.00 from The Regional Municipality of Durham; 5. That City staff be authorized to sign any agreements between the City and Urban Equation Corp. in a form satisfactory to the Director, City Development; and, 6. That the appropriate staff of the City of Pickering be authorized to take the necessary actions as indicated in this report. Please take any action deemed necessary. - 277 - Susan Cassel Copy: Chief Administrative Officer Director, Finance & Treasurer - 278 -