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Home My WebLink AboutFebruary 5, 2024Executive Committee Meeting Agenda February 5, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Nagy For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca Members of the public may observe the meeting proceedings by viewing the livestream. A recording of the meeting will also be available on the City’s website following the meeting. Page 1.Call to Order/Roll Call 2.Disclosure of Interest 3.Delegations Members of the public looking to provide a verbal delegation to Members of the ExecutiveCommittee may do so either in person or through a virtual 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 theChair in the order in which they have registered. Delegates are allotted a maximum of 5minutes to make their delegation. Please be advised that your name will appear in the public record and will be posted onthe City’s website as part of the meeting minutes. 3.1 Tanya McPherson, Donor Relations and Communications Manager, Hospice Whitby (In Person) Re: Hospice Whitby - Roger Anderson House Project Update 3.2 Matthew Somerville, Durham Agricultural Advisory Committee (DAAC) (In Person) Re: Update from the Durham Agricultural Advisory Committee (DAAC) 4.Matters for Consideration 4.1 Chief Administrative Officer, Report CAO 01-24 1 Digital Readiness Assessment and Strategy Recommendation: 1.That the Digital Readiness Assessment and Strategy prepared byMNP Digital Inc. dated September 2023, and provided as Attachment 1, be endorsed in principle; Executive Committee Meeting Agenda February 5, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Nagy For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 2. That the recommendations from the Digital Readiness Assessment and Strategy be considered, along with all other municipal priorities, through future annual municipal plans and budget processes; 3. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. 4.2 (Acting) Director, Community Services, Report CS 01-24 174 Indoor Pickleball - Interim Solution Recommendation: 1. That Report CS 01-24 regarding Indoor Pickleball Courts Interim Solution be received; 2. That staff be directed to further investigate indoor warehouse spaces suitable to accommodate pickleball courts, including a detailed retrofit and operating budget, and that staff report back to Council in Q3, 2024; and, 3. That the appropriate City officials be authorized to take the necessary actions as outlined in this report. 4.3 Director, Engineering Services, Report ENG 02-24 179 Proposed All-way Stop - William Jackson Drive and Rex Heath 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 William Jackson Drive and Rex Heath 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 Committee Meeting Agenda February 5, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Nagy For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 4.4 Director, Finance & Treasurer, Report FIN 02-24 185 Bill 23 – Development Charge Revenue Loss for 2023 Recommendation: 1. That Report FIN 02-24 regarding an updated financial assessment related to Bill 23 be received; 2. That Council authorize the Director, Finance & Treasurer to fund the Bill 23 Development Charge revenue loss for 2023 in the amount of the $3,738,095.00 from the Casino Reserve to the following Development Charge categories, as approved in the 2023 Budget recommendations, as follows: a) The amount of $150,112.00 to be transferred to the DC – Other Services Related to a Highway Reserve Fund; b) The amount of $236,351.00 to be transferred to the DC – Fire Protection Services Reserve Fund; c) The amount of $2,642,651.00 to be transferred to the DC – Parks & Recreation Services Reserve Fund; d) The amount of $486,844.00 to be transferred to the DC – Library Services Reserve Fund; e) The amount of $46,985.00 to be transferred to the DC – Growth Studies Reserve Fund; f) The amount of $92,559.00 to be transferred to the DC – Stormwater Management Reserve Fund; g) The amount of $61,522.00 to be transferred to the DC – Transportation Reserve Fund; h) The amount of $21,071.00 to be transferred to the DC – By-Law Enforcement Reserve Fund; and, Executive Committee Meeting Agenda February 5, 2024 Hybrid Electronic Meeting – 2:00 pm Council Chambers Chair: Councillor Nagy For information related to accessibility requirements please contact: Committee Coordinator 905.420.4611 clerks@pickering.ca 3. That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. 4.5 Director, Operations, Report OPS 01-24 190 OPG Waterfront Trail Licence Amending Agreement Recommendation: 1. That Report OPS 01-24 regarding the Ontario Power Generation Inc. and City of Pickering Licence Amending Agreement be received; 2. That the Mayor and City Clerk be authorized to execute a license amending agreement with the Ontario Power Generation Inc. for a further twenty-five year term, commencing on June 2, 2022 and ending on June 1, 2047, that is in a form satisfactory to the Director, Corporate Services & City Solicitor; and, 3. That the appropriate City of Pickering officials be authorized to take the necessary actions to give effect hereto. 5. Member Updates on Committees 6. Other Business 7. Adjournment Report to Executive Committee Report Number: CAO 01-24 Date: February 5, 2024 From: Marisa Carpino Chief Administrative Officer Subject: Digital Readiness Assessment and Strategy -File: A-1440 Recommendation: 1.That the Digital Readiness Assessment and Strategy prepared by MNP Digital Inc. dated September 2023, and provided as Attachment 1, be endorsed in principle; 2.That the recommendations from the Digital Readiness Assessment and Strategy be considered, along with all other municipal priorities, through future annual municipal plans and budget processes 3.That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this report. Executive Summary: The purpose of this report is to seek Council’s endorsement, in principle, of the City’s Digital Readiness Assessment and Strategy (Digital Strategy), as prepared by MNP Digital Inc. (set out in Attachment 1). This report also provides a summary of the consultant’s work and key deliverables over the span of the project, which has an eight year implementation plan. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community - with a strategic focus on promoting community connectivity and accessibility; and Foster an Engaged & Informed Community – with a strategic focus on making information and services readily accessible and available to all community members. It also supports the Corporate Key of Good Governance/Customer Service Excellence, with a strategic focus on promoting the organizational efficiency and effectiveness, along with exceptional customer service. Financial Implications: The implementation of the Digital Strategy will have budgetary implications that will be considered as part of future budgets. - 1 - CAO 01-24 February 5, 2024 Subject: Digital Readiness Assessment and Strategy Page 2 Discussion: A. The need for a Digital Strategy The City of Pickering is embarking on a transformational journey to become a municipal leader in citizen-centred digital services. Through the development and execution of a Digital Strategy, the City is setting the foundation for future service delivery by establishing a vision, an organization-wide commitment, and clear accountability and actions for the City’s digital future. It is important that the City prioritizes digitization in pursuit of high quality services to the community, leverages data to make business decisions, and creates a convenient and enhanced service experience for all citizens. It is important to note that a Digital Strategy encompasses more than the traditional role of Information Technology within an organization. A Digital Strategy guides an organization’s business and digital transformation through the recommendation of future investments in people, processes, and technology, enabling the integration of digital technology into all areas of a business, fundamentally changing how organizations operate and deliver value to citizens and other stakeholders. It is about using technology to make processes more efficient, improving the customer experience, and identifying new ways to deliver services. B. Background The recommended proposal from MNP Digital Inc. in response to RFP 2022-2, in the amount of $161,798.00 (net of HST), was approved by Council through Resolution #982/22 (see Attachment 3) on September 6, 2022 and included in the 2022 Current Budget. MNP has experience working with over 750 municipal clients across Canada in a number of service areas, including Digital Transformation Strategy and Solutions. MNP Digital Inc. 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. C. Key Project Deliverables 1. The Current State Report (Attachment 2) includes key drivers for change based on leading practices and industry trends, case studies comparing municipal digital strategies across the world, a summary of the City of Pickering’s digital maturity, learnings from staff, leadership, and Council, as well as the identification of key opportunities. 2. The Digital Strategy includes a budget/investment plan and implementation plan for technology. MNP Digital Inc. has developed 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. Also included is a ‘What We Heard’ Report summarizing learnings from stakeholder engagement. - 2 - CAO 01-24 February 5, 2024 Subject: Digital Readiness Assessment and Strategy Page 3 D.Engagement MNP Digital Inc. and the City’s Corporate Communications team facilitated a number of engagement opportunities to collect feedback from Members of Council, project Steering Committee, staff, and members of the public. Please refer to page 29 of Attachment 1 for an overview of engagement efforts. Outlined below is a summary of the key findings from engagement with stakeholders, with a full ‘What We Heard’ Report included in page 28 of Attachment 1. •The City of Pickering is experiencing significant economic and residential growth that is expected to continue over the next several years. There is an understanding that digital opportunities can be leveraged to ensure the needs and expectations of the community are met. •Digital can be utilized to enable connections and engagement between the City and community; however, consideration must be given to various demographics and the related accessibility and digital literacy challenges. •There is an importance related to ensuring technology is user-friendly and accessible for the people who are utilizing it. Tools and service delivery must be intuitive to drive adoption and engagement through digital channels. •The balance of an omnichannel approach (a variety of integrated digital, print, and in- person channels) is critical to meeting the diverse community’s needs and expectations. •Opportunities can be provided to increase the digital literacy, skills, adoption, and perception throughout the community, including focusing on building trust and reliability with digital services. E.Recommendations MNP’s recommendations follow a Municipal Technology and Innovation Framework, which uses leading practices for leveraging modern technology to continuously improve municipal services. The three main focus areas are: 1.Digital Transformation – This involves replacing manual processes with digital processes or replacing older digital technology with newer digital technology. 2.Technology Governance – This involves organizational change management of how technology is selected, managed and maintained. 3.Data and Analytics – This involves data architecture, privacy and cyber security. The first phase includes a focus on upgrading the City’s website to ensure a user-friendly experience, with attention to content, design, and navigation, and optimum performance using the latest web technologies. It also includes streamlining digital service delivery through the development of an online customer portal, enhancement to e-Commerce offerings, and the exploration of an online tax portal solution. - 3 - CAO 01-24 February 5, 2024 Subject: Digital Readiness Assessment and Strategy Page 4 These digital initiatives are expected to commence in mid-late 2024 and may take three to five years to fully realize, contingent on securing sufficient staff resources required to implement and support the Digital Strategy. This phase will also focus on setting the foundation for long-term success by developing strong digital governance practices. The City of Pickering has traditionally operated using a decentralized approach to managing technology and data for the organization and this shift to an organization-wide digital governance model will enable the City to achieve efficiencies and strengthen security practices to protect the City and its stakeholders. Subsequent years place a significant focus on opportunities to increase digital literacy both for employees as well as the community, and enhancing the City’s ability to use data to make informed decisions. A significant focus is also placed on continuous organization-wide management of security and privacy, as well as the multitude of internal business applications to drive efficient and effective delivery of services. The digital transformation investments outlined in this report represent a strategic step towards enhancing the City’s digital presence and efficiency and creating a more connected and user- friendly experience for City staff, citizens, and stakeholders. Attachments: 1.Digital Readiness Assessment and Strategy dated September 2023 2.Digital Readiness and Strategy Current State Report revised March 7, 2023 3.Resolution #982/22 Prepared By: Approved/Endorsed By: Shauna Muir Mark Guinto Supervisor, Public Affairs & Division Head, Public Affairs & Corporate Communications Corporate Communications Dale Quaife Division Head, Information Technology MG:sm - 4 - Original Signed By Original Signed By Original Signed By CAO 01-24 February 5, 2024 Subject: Digital Readiness Assessment and Strategy Page 5 Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer - 5 - Original Signed By Wherever business takes you 1 Digital Strategy Digital Readiness and Strategy Wherever business takes you September 2023 Attachment #1 to CAO 01-24 - 6 - Wherever business takes you 2 Table of Contents 1.Project Overview (pages 3-5) 2.What We Heard Summary (page 6) 3.Current State Summary (page 7) 4.Digital Vision and Outcomes (page 8) 5.Benefits of Digital Transformation (page 9) 6.Our Digital Strategy (page 10) 7.Digital Strategy Work Streams (page 11) 8.Digital Strategy Roadmap (pages 12-24) 9.Digital Strategy Cost Summary (pages 25-27) 10.Appendix: What We Heard Report (pages 28-45) - 7 - Wherever business takes you The City of Pickering is embarking on a transformation journey to become a municipal leader in citizen-centred digital services. Through the development of a Digital Readiness Assessment and Strategy, the City has set the foundation for future service delivery by establishing an organization-wide commitment and clear accountability and actions. 3Wherever business takes you Digital Readiness and Strategy It is important to note that a Digital Strategy encompasses more than the traditional role of Information Technology within an organization. A Digital Strategy guides an organization’s business and digital transformation through the integration of digital technology into all areas of a business, fundamentally changing how organizations operate and deliver value to citizens and other stakeholders. It is about using technology to make processes more efficient, improving the customer experience, and identifying new ways to deliver services. - 8 - Wherever business takes you Modern Municipalities 4 Expectations of municipalities around the world have changed. They are faced with operating in a period of rapid change, and citizens today want a more open, integrated, digital and interactive experience. As a result, they are shifting towards a citizen-centric service delivery model that applies an integrated and iterative approach to delivering services to the community. Municipalities across the world have adopted digitization efforts in attempts to provide high quality services to stakeholders through diverse platforms. In addition,the COVID-19 pandemic forced many organizations to quickly embrace technology and shift services and operations to a digital environment.More and more, citizens want to access relevant and timely information through transparent and convenient digital means. As a result,exceptional services that are centralized, accessible and available through digital channels is emerging as a top priority for local government organizations. - 9 - Wherever business takes you Digital transformation is a key strategic initiative that municipalities around the world are undertaking to modernize their technology and enhance their use of data and innovation in order to meet the changing needs and expectations of their citizens, businesses, community stakeholders and employees. Digital cities hold the promise to creating more accessible, inclusive, and collaborative urban spaces that are resilient, healthy, and vibrant. The City of Pickering’s future is exciting and transformational –and this Digital Strategy is helping us get there by focusing on using technology, data, and innovation to drive stronger connections and enhance the delivery of programs and services. Our team worked through the activities shown right to ensure this Digital Strategy was reflective of our diverse community needs as well as learnings from other organizations who are also undergoing service transformations. Thank you to all those who were involved in the creation of the City of Pickering’s Digital Strategy. From our project team, City employees and City leadership to the many community members and other stakeholders who shared their perspectives and ideas, we are appreciative and grateful for your time and contributions. 5 Project Overview NOVEMBER –JANUARY 2023Data Gathering and Analysis JANUARY –FEBRUARY 2023 Internal Stakeholder Engagement MARCH –APRIL 2023 Public and Community Engagement APRIL –SEPTEMBER 2023Digital Strategy Report - 10 - Wherever business takes you What We Heard Summary 6 A key component of the development of the Digital Strategy was engagement with both internal City staff and diverse community stakeholders. A comprehensive engagement plan was developed to enable effective connections and discussions to gather valuable information that drove the development of a meaningful and relevant Digital Strategy. Outlined below is a summary of the key findings from engagement with stakeholders, with a full What We Heard Report available in the Appendix. •The City of Pickering is experiencing significant economic and residential growth that is expected to continue over the next several years. There is an understanding that digital opportunities can be leveraged to ensure the needs and expectations of the community are met. •Digital can be utilized to enable connections and engagement between the City and community; however, consideration must be given to various demographics and the related accessibility and digital literacy challenges. •There is an importance related to ensuring technology is user-friendly and accessible for the people who are utilizing it. Tools and service delivery must be intuitive to drive adoption and engagement through digital channels. •The balance of an omnichannel approach is critical to meeting the diverse community’s needs and expectations (i.e. seniors). •Opportunities can be provided to increase the digital literacy, skills, adoption, and perception throughout the community, including focusing on building trust and reliability with digital services. - 11 - Wherever business takes you Current State Summary 7 Like many municipalities and public sector organizations, the City of Pickering has traditionally operated using a decentralized approach to managing technology and data for the organization. This means that business areas outside of the Information Technology Division will typically manage and oversee their own business applications with limited or no oversight or involvement from IT. It has also led to a lack of standardization when it comes to business processes, procedures, expectations, and guidelines, including the ability for IT to manage cyber security risks and for the organization’s data to be recognized as a corporate asset. Additionally, the IT Division is limited in their ability to provide enhanced support to the organization due to resource capacity constraints. With the implementation of a Corporate Digital Governance structure, the City will be able to proactively increase collaboration between departments and the IT Division when it comes to making technology investment and sourcing decisions. The City is not alone in this situation. Historically, many public sector organizations have limited funding for technology in favour of investing funds into direct service areas. This has resulted a significant gap in how to meet the demand from citizens and the community for a streamlined digital experience as well as the ability to effectively manage and use data and information for strategic and operational decision-making. Trends have started to show an increase in spending on digital transformation, third party hosted applications, cloud infrastructure, and data analytics across the public sector as organizations embark on their journey to modernize and embrace the digital future. Municipalities across Canada and the world are digitizing their business processes and interactions with citizens, as well as becoming leaders with Open Data and Smart City initiatives through the adoption of innovative and disruptive technologies as well as the movement to more open and transparent digital governance models. - 12 - Wherever business takes you Digital Vision and Outcomes 8 Vision Advancing digital service delivery and citizen experience that is accessible, trustworthy, and convenient and supports our diverse population and growth. Outcomes A future state vision helps to purposefully and clearly articulate an organization’s future Digital direction and aspirations. It is meant to unite and generate support from employees and other stakeholders by providing a clear, concise statement on the future of the organization. Digital services are accessible, inclusive, age-friendly, and reflective of diverse community needs, with a focus on adapting and responding as those needs evolve. 1. Digital services and information are reliable and trustworthy, building stronger relationships between the City and community.2. Digital literacy and skills are supported through awareness-building and community partnerships, leading to more relevant digital connections.3. Internal processes and tools are streamlined and automated in order to facilitate reliable, timely, and consistent service delivery.4. Employees have the skills, capacity and resources to understand and use data and information to achieve a culture of data-driven decision-making.5. - 13 - Wherever business takes you Many municipalities are undergoing significant digital transformations to drive innovation and enhance direct service delivery in their communities. Though it requires dedicated time and resources, digital transformation drives operational efficiency, fosters connections, and will enable the City to match the pace of growth and development. Benefits of Digital Transformation 9 Digital transformation focuses on leveraging modern technology to standardize, streamline and automate processes in order to deliver greater value to the community. It results in employees being able to focus their time and energy on higher value activities rather than manual tasks which in turn results in greater, more efficient service delivery. It also enables the City to reimagine how services are delivered in order to meet the changing needs and expectations of the people they serve. A specific focus on digital service delivery empowers the organization to make decisions that will transform the way the public interacts with the City and within the community they live in. As digital becomes intertwined in everyday life, municipalities are faced with growing community needs and desires to utilize technology to conduct business. In addition, increasing digital service delivery can increase integration of accessibility features that meet the diverse needs of community members. When municipalities effectively leverage digital tools, they have the opportunity to enhance internal processes to gain efficiencies by reducing the manual effort needed. This is critical to municipalities that are experiencing significant growth as it mitigates the need to hire additional resources that solely focus on processing an increasing number of manual transactions. Lastly, many municipalities discover an increase in community engagement throughout and after digital transformation initiatives as individual and groups are able to easily access what they need, when and how they need it. An increase in community engagement and connections is key to empowering and strengthening the City as a whole. Increased operational efficiency results in a more streamlined and efficient citizen experience Enhances the ability to meet the needs of the community and increase accessibility from a digital lens Fosters digital connections and engagement within the community Enables the City to match the pace of community growth through digital tools and processes - 14 - Wherever business takes you 10Wherever business takes you Our Digital Strategy Our Digital Strategy sets the direction for the City of Pickering’s digital journey for the next eight years. It is comprised of six Work Streams, with each Stream consisting of a number of Activities. Activities will encompass projects, initiatives, and ongoing tasks that will contribute to the achievement of the outcomes described earlier in this report. The following pages provide an overview of each Work Stream as well as a Roadmap of Activities, including resource estimates and timing. The implementation of a Digital Strategy is a large undertaking for the City. There are many components and activities that must be completed to enable short-and long-term effectiveness and success for the City and community. The transformation and sustainment of a Digital Strategy requires organization- wide commitment, clear accountability and dedicated resources. It is recommended that the City establish a Digital Transformation Office that will lead the implementation of the Digital Strategy and related projects over the next five years. The Digital Transformation Office will foster communication and integration across the City to effectively manage and execute various projects and activities. This structure will enable the City to establish appropriate accountability for progress towards the City’s digital vision and outcomes while prioritizing collaboration and effectively supporting ongoing operations. The organization will need to determine the most appropriate placement of the Digital Transformation Office within the organizational structure. There are foundational elements that are required in order to support the successful implementation of a Digital Strategy. This includes ensuring adequate resourcing for such areas as technology project management, application oversight, technology infrastructure management, and cyber security. A review of the adequacy of the resourcing within these areas was not within the scope of this project. - 15 - Wherever business takes you Digital Strategy Work Streams 11 Based on key findings and opportunities, the following work streams have been identified to implement and sustain digital transformation initiatives. A key factor in leveraging the following opportunities is effective resource management and investment to successfully implement and sustain transformation initiatives. Digital Governance and Leadership The corporate-wide framework and tools that guide the City’s digital future and experience, ensuring programs and services are effective in meeting the needs of all internal and external stakeholders. Data and Information Accessibility Effective management and analysis of current and future municipal data to increase transparency and establish a culture of data driven decision making. Citizen Platforms and Experience Digital technologies and initiatives that enable the City to provide citizens and other external stakeholders with high quality digital services and engaging interaction. Business Applications Effective sourcing, selection, and management of the City’s applications with necessary functionalities and capabilities to enable employees to serve citizens seamlessly. Digital Literacy Enhancing the knowledge, skills and capabilities of employees, citizens, and other external stakeholders to access, manage, integrate, analyze and evaluate information, grow knowledge and skills, and create and communicate with others. Technology Risk Management A formal corporate-wide mechanism to understand, articulate, mitigate, and track technology risk at both a strategic and operational level in order to support and sustain the digital transformation. - 16 - Wherever business takes you Digital Governance and Leadership 12 #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year DGL-1 Create and Resource Digital Transformation Office 2 new FTEs $275,000 annually --2-3 DGL-2 Develop Corporate Digital Governance Framework, including:--Outlined below Outlined below 2-3 DGL-2A •Digital Investment Framework --85 hours $17,000 2-3 DGL-2B •Technology Vendor Management Framework --40 hours $8,000 2-3 DGL-2C •Data Governance Framework --50 hours $10,000 2-3 DGL-2D •Citizen Digital Platform Governance Framework --45 hours $9,000 2-3 DGL-2E •Technology Risk Management Framework --30 hours $6,000 2-3 Total Work Stream Cost 2 new FTEs $1,787,500 $50,000 $1,837,500 The corporate-wide framework and tools that guide the City’s digital future and experience, ensuring programs and services are effective in meeting the needs of all internal and external stakeholders. Note: New FTE placement within the organization will need to be determined. - 17 - Wherever business takes you Digital Governance and Leadership 13 The following summarizes the role and job description for the new FTEs identified for Digital Governance and Leadership. Senior Staff Resource, Digital Transformation The Senior Staff Resource for Digital Transformation will be responsible for leading the implementation of the Digital Strategy initiative and related activities. •Lead the planning and successful implementation of complex strategic and transformational digital initiatives as outlined in the Digital Strategy roadmap •Lead the development, implementation, and sustainment of effective digital governance structures for the City •Work with the City’s leadership team to enable and support organization-wide collaboration for the advancement of digital activities and initiatives •Lead the planning and execution of a strong change management and communications plan to drive internal and external engagement, create positive momentum, and sustainment •Remain current with industry trends and emerging technologies and determine their potential impact on the digital citizen experience Staff Resource, Digital Transformation The Staff Resource for Digital Transformation will support the implementation of the Digital Strategy initiative and related activities. •Collaborate with stakeholders to advance activities within the Digital Strategy roadmap •Support the development, implementation, and sustainment of effective digital governance structures for the City •Support project management activities, including defining scope of work, schedules, timelines, milestones, and required resources to meet the goals and objectives •Gather, analyze, and interpret quantitative and qualitative data, and develop strategic recommendations •Support the preparation and distribution of communications to leadership on project progress and status •Support change management and communications efforts related to the Digital Strategy implementation - 18 - Wherever business takes you Data and Information Accessibility 14 #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year DIA-1 Develop Corporate Data Strategy --300 hours $60,000 2-3 DIA-2 Develop Data Inventory and Gap Analysis 2 new FTE $250,000 annually 150 hours $30,000 4-5 DIA-3 Develop Data and Information Privacy Program in accordance with Data Privacy and Protection regulations --300 hours $60,000 2-3 DIA-4 Digitization of Corporate Records --300 hours $60,000 4-6 DIA-5 Identify Business Intelligence and Data Analytics Opportunities --150 hours $30,000 2 DIA-6 Develop Business Intelligence and Applied Data Roadmap, including pilot rollout --250 hours $50,000 2 DIA-7 Identify Digital Tools for Data Analytics --100 hours $20,000 3 DIA-8 Create Corporate Open Data Internal Working Group 1 new FTE $100,000 annually 30 hours $6,000 3 DIA-9 Create Open Data Citizen Advisory Committee --30 hours $6,000 4 DIA-10 Develop Open Data Citizen Toolkit --100 hours $20,000 4 DIA-11 Enhance Open Data Portal --300 hours $60,000 4 DIA-12 Identify Open Data Partnerships --60 hours $12,000 5 Total Work Stream Cost 3 new FTEs $1,450,000 $414,000 $1,654,000 Effective management and analysis of current and future municipal data to increase transparency and establish a culture of data driven decision making. Note: New FTE placement within the organization will need to be determined. - 19 - Wherever business takes you Data and Information Accessibility 15 The following summarizes the role and job description for the new FTEs identified for Data and Information Accessibility. Senior Staff Resource, Corporate Data The Senior Staff Resource for Corporate Data will be responsible for ensuring City data and information is consolidated, useable and available for relevant stakeholders. •Manage the implementation of the Corporate Data Strategy and Data Governance Framework •Ensure data is treated as a strategic asset and oversee organizational data governance standards and activities in alignment with Data Governance Framework •Ensure data plays an integral role driving ongoing analytics and business intelligence to drive data driven decision making •Work closely with business areas to ensure data is of high quality, follows expected standard, and has consistent meaning •Maintain and evaluate roadmap for use of data through alignment of business strategy, technology, and data sources •Provide leadership to the development of the City’s Open Data Program and partnerships •Identify information to be made publicly available through Open Data portal Staff Resource, Corporate Data and Information The Staff Resource for Corporate Data and Information will support the implementation of the Corporate Data Strategy. •Use a variety of systems to collect, organize, blend and analyze organizational data and information, including the development of data analysis, dashboards and reports •Work with stakeholders to identify scope of data and information analysis, dashboards and reports to ensure that dashboards and reports meet the needs of the organization •Independently validate the data for completeness, accuracy and relevance. Seek validation from a variety of perspectives to continuously improve the accuracy of the analysis •Research new reporting styles and techniques including visual presentation best practices and assist with the development of standard practices and processes for data collection •Identify data issues; work with the business and IT to recommend solutions, initiate resolutions •Identify information to be made publicly available through Open Data portal - 20 - Wherever business takes you Data and Information Accessibility 16 The following summarizes the role and job description for the new FTEs identified for Data and Information Accessibility. Staff Resource, Data Accessibility The Staff Resource for Data Accessibility will be responsible for the publication of the City's data to the Open Data platform. •Coordinates the development of data visualizations and other data-oriented solutions that consume open data •Structuring datasets for publication, reviewing them to ensure compliance with City policies (including privacy), ensuring data and metadata quality, and supporting open data users •Build relationships with leaders across the City to co-develop new opportunities for using data and analysis to improve the delivery and help measure the performance of City services •Develop and train open data stakeholders internally and externally •Build and maintain relationships with civic technology organizations and seek to develop partnerships that leverage City open data to help solve community issues •Foster a data-driven culture, helping to develop capacity to understand data and use it in decision-making - 21 - Wherever business takes you Citizen Platforms and Experience 17 Digital technologies and initiatives that enable the City to provide citizens and other external stakeholders with high quality digital services and engaging interaction. #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year CPE-1 Enhance City Website, including:--Outlined below Outlined below 1-2 CPE-1A •Conduct Content Inventory and Audit --75 hours $15,000 1-2 CPE-1B •Conduct Useability Review, including User Research --75 hours $15,000 1-2 CPE-1C •Develop Content Strategy --100 hours $20,000 1-2 CPE-1D •Redesign the User Experience --225 hours $45,000 1-2 CPE-1E •Document Website Requirements, including Accessibility --125 hours $25,000 1-2 CPE-1F •Develop Procurement Strategy and Documents --75 hours $15,000 1-2 CPE-1G •Procure and Contract Website Vendor --75 hours $15,000 1-2 CPE-1H •Develop and Implement Website --500 hours $100,000 1-2 CPE-1I •Migrate Content --250 hours $50,000 1-2 CPE-1J •Develop Website Management Plan --125 hours $25,000 1-2 Work Stream Activities continued next page.- 22 - Wherever business takes you Citizen Platforms and Experience (continued) 18 Digital technologies and initiatives that enable the City to provide citizens and other external stakeholders with high quality digital services and engaging interaction. #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year CPE-2 Develop Citizen Portal and Streamline e-Commerce, including:--Outlined below Outlined below 1-2 CPE-2A •Identify Scope of Citizen Portal, including specific opportunities for streamlining payments and increasing self-service opportunities (i.e. new property tax solution) --275 hours $55,000 1-2 CPE-2B •Document Citizen Portal and e-Commerce Requirements --300 hours $60,000 1-2 CPE-2C •Develop Procurement Strategy and Documents --90 hours $18,000 1-2 CPE-2D •Procure and Contract Portal Vendor --90 hours $18,000 1-2 CPE-2E •Develop and Implement Citizen Portal --1200 hours $240,000 1-2 CPE-2F •Streamline Citizen Payment Process --500 hours $100,000 1-2 CPE-2G •Identify and Implement Necessary Website Portal Integrations --425 hours $85,000 1-2 CPE-3 Identify Additional Digital Tools or Add-Ons to above to Enhance Citizen Experience ----3-8 CPE-4 Create Citizen Digital Transformation Community of Practice --250 hours $50,000 4-8 Total Work Stream Cost $951,000 - 23 - Wherever business takes you Technology Risk Management 19 #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year TRM-1 Implement Cyber Recommendations 2 new FTEs $300,000 annually 100 hours $30,000 2-3 TRM-2 Document and Enhance Cyber Security Program --200 hours $60,000 2-3 TRM-3 Document and Enhance Disaster Recovery Plan --200 hours $40,000 2-3 TRM-4 Document and Enhance Business Continuity Plan --200 hours $40,000 2-3 TRM-5 Strengthen Cyber Security Practices --200 hours $60,000 4-6 Total Work Stream Cost 2 new FTEs $1,975,000 $230,000 $2,205,000 A formal corporate-wide mechanism to understand, articulate, mitigate, and track technology risk at both a strategic and operational level in order to support and sustain the digital transformation. - 24 - Wherever business takes you Technology Risk Management 20 The following summarizes the role and job description for the new FTEs identified for Technology Risk Management. Senior Staff Resource, Cyber Security The Senior Staff Resource for Cyber Security will define and implement the Cyber Security Program for the City. •Engage with the City’s leadership team and business areas to raise awareness and understanding of cyber risks and threats •Lead the development of the cyber security risk register •Ensure required controls are in place to mitigate cyber threats •Ensure controls are consistently applied and reviewed on a regular basis •Drive City-wide adoption of secure behaviors resulting in a high performing security organization and culture •Remain informed of the changing landscape of preventative cyber security •Provide quarterly cyber security report to the City’s leadership team. •Work with third-party vendors to ensure proper security controls and processes are in place •Manage risk of emerging technologies Staff Resource, Cyber Security The Staff Resource for Cyber Security will be responsible for supporting the City’s cyber security program. •Conduct cyber security risk assessments, including risk identification, analysis, and evaluation •Understand and work to mitigate residual risks identified in the cyber security risk register •Track remediation activities with key business and technical stakeholders •Facilitate scoped and scheduled cyber security risk assessments of select business applications and platforms - 25 - Wherever business takes you Business Applications 21 #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year BA-1 Develop Business Applications Inventory 3 new FTEs $350,000 annually --3-4 BA-2 Document and Enhance Application Lifecycle Management Plan --75 hours $15,000 3-4 BA-3 Streamline Business Application Functionality --450 (150 hours per year)$90,000 5-7 BA-4 Enhance Business Application Integrations --750 (250 hours per year)$150,000 6-8 Total Work Stream Cost 3 new FTEs $1,800,000 $255,000 $2,055,000 Effective sourcing, selection, and management of the City’s applications with necessary functionalities and capabilities to enable employees to serve citizens seamlessly. - 26 - Wherever business takes you Business Applications 22 The following summarizes the role and job description for the new FTEs identified for Business Applications. Senior Staff Resource, Corporate Business Applications The Senior Staff Resource for Corporate Business Applications is responsible for developing the City’s business application inventory, ensuring effective lifecycle management, and streamlining and enhancing business application integrations and functionality. •Oversee the delivery of enterprise-wide applications and associated custom and third-party integrations for all business areas across the City •Maintain a comprehensive understanding of applicable business processes and systems to identify where technology will enhance efficiency and effectiveness in service delivery •Manage the team responsible for analysis, design, development, configuration integration, implementation and support of enterprise applications including supporting technologies as well as custom and third-party integrations that support the City’s business processes •Lead the development, maintenance, and ongoing support of application architecture which includes defining and implementing standards, continuous refinement activities, maintenance, change requests, risk management, and reporting Staff Resource, Corporate Business Applications (2) The Staff Resource for Corporate Business Applications works to support the City’s business application inventory, ensuring effective lifecycle management, and streamlining and enhancing business application integrations and functionality. •Manage the maintenance of various business applications across the City throughout the complete lifecycle from requirements definition to implementation and transition to support to eventual decommissioning •Manage multiple business applications throughout the organization,which vary in size and complexity and span domains •Provide an enterprise-wide view of all IT initiatives, investigate solutions, apply business acumen, and develop quality deliverables to support investment decisions - 27 - Wherever business takes you Digital Literacy 23 #Activity New FTE Requirements New FTE Costs External Consulting Estimated Effort External Consulting Costs Implementation Year DL-1 Identify Digital Literacy Partnership Opportunities, including Resources and Connections for Community Members Needing Digital Literacy Support --60 hours $12,000 2-3 DL-2 Develop Internal Communications and Change Management Plan for Digital Strategy Implementation 1 new FTE $100,000 annually 250 hours $50,000 2-3 DL-3 Implement Internal Communications and Change Management Plan for Digital Strategy Implementation --600 hours $120,000 2-5 DL-4 Develop External Communications for Digital Strategy Implementation in alignment with Citizen Platforms and Experience Work Stream, including Digital Services Toolkit and How-to Videos 1 new FTE $100,000 annually 250 hours $50,000 2-3 DL-5 Implement External Communications or Digital Strategy Implementation --300 hours $60,000 2-3 DL-6 Develop Internal Training Plan for Digital Strategy Implementation --250 hours $50,000 2-3 DL-7 Implement Internal Training Plan for Digital Strategy Implementation --600 $120,000 2-5 Total Work Stream Cost 2 new FTEs $1,300,000 $462,000 $1,762,000 Enhancing the knowledge, skills and capabilities of employees, citizens, and other external stakeholders to access, manage, integrate, analyze and evaluate information, grow knowledge and skills, and create and communicate with others. Note: New FTE placement within the organization will need to be determined. - 28 - Wherever business takes you Digital Literacy 24 The following summarizes the role and job description for the new FTEs identified for Digital Literacy. Staff Resource, Internal Change Management and Communications The Staff Resource for Internal Change Management and Communications will be responsible for the development and delivery of internal change management, communications, and training in support of the Digital Strategy implementation. •Apply a structured methodology to drive change management, training, adoption and communications activities related to digital transformation projects and initiatives •Provide support to align vision, outcomes, and culture through targeted change efforts, sponsor commitment, leadership alignment, stakeholder engagement and other strategic interventions •Create holistic change management strategies and integrate change management activities into project plans, including assessing the change impact related to transformation initiatives and creating actionable deliverables such as communications, sponsor roadmap, coaching plan, training plan, resistance management plan, and benefits realization Staff Resource, External Change Management and Communications The Staff Resource for External Change Management and Communications will be responsible for the development and delivery of external change management and communications in support of the Digital Strategy implementation. •Execute and sustain citizen and stakeholder-focused communication and engagement efforts that supports overall digital adoption •Develop strategy to build awareness and understanding of digital service offerings, that includes building and delivering presentations to targeted stakeholder audiences and potential partners as needed •Develop communication materials for the public •Create toolkits and how-to guides to support citizens and other stakeholders in using the City’s digital services - 29 - Wherever business takes you Digital Strategy Total Cost Summary | 8 Year Implementation 25 Work Stream Year One Year Two Year Three Year Four Year Five Year Six Year Seven Year Eight Total Cost by Work Stream Digital Governance and Leadership -$162,500 $300,000 $275,000 $275,000 $275,000 $275,000 $275,000 $1,837,500 Data and Information Accessibility -$60,000 $60,000 $185,000 $335,000 $436,000 $402,000 $386,000 $1,864,000 Citizen Platforms and Experience $450,500 $450,500 -$10,000 $10,000 $10,000 $10,000 $10,000 $951,000 Technology Risk Management -$260,000 $385,000 $320,000 $320,000 $320,000 $300,000 $300,000 $2,205,000 Business Applications --$157,500 $257,500 $380,000 $430,000 $430,000 $400,000 $2,055,000 Digital Literacy -$256,000 $356,000 $275,000 $275,000 $200,000 $200,000 $200,000 $1,762,000 Total Cost by Year $450,500 $1,189,000 $1,258,500 $1,322,500 $1,595,000 $1,671,000 $1,671,000 $1,571,000 $10,674,500 Conservative Estimate (+10% rounded to the nearest $1000) $496,000 $1,308,000 $1,385,000 $1,455,000 $1,755,000 $1,839,000 $1,779,000 $1,729,000 $11,746,000 The following table outlines the total estimated cost for implementing the City’s Digital Strategy by workstream by year. The following pages break down the costs by one-time investment and proposed FTE resources. - 30 - Wherever business takes you Digital Strategy One-Time Cost Summary | 8 Year Implementation 26 Work Stream Year One Year Two Year Three Year Four Year Five Year Six Year Seven Year Eight Total One- Time Cost by Work Stream Digital Governance and Leadership -$25,000 $25,000 -----$50,000 Data and Information Accessibility -$60,000 $60,000 $35,000 $85,000 $86,000 $52,000 $36,000 $414,000 Citizen Platforms and Experience $450,500 $450,500 -$10,000 $10,000 $10,000 $10,000 $10,000 $951,000 Technology Risk Management -$85,000 $85,000 $20,000 $20,000 $20,000 --$230,000 Business Applications --$7,500 $7,500 $30,000 $80,000 $80,000 $80,000 $255,000 Digital Literacy -$156,000 $156,000 $75,000 $75,000 ---$462,000 Total Cost by Year $450,500 $776,500 $333,500 $147,500 $220,000 $196,000 $142,000 $96,000 $2,362,000 Conservative Estimate (+10% rounded to the nearest $1000)$496,000 $854,000 $367,000 $162,000 $242,000 $216,000 $156,000 $106,000 $2,599,000 The following table outlines the estimated one-time costs for implementing the City’s Digital Strategy by workstream by year. - 31 - Wherever business takes you Digital Strategy FTE Summary | 8 Year Implementation 27 Work Stream New FTE Year One Year Two Year Three Year Four Year Five Year Six Year Seven Year Eight Total FTE Cost by Work Stream Digital Governance and Leadership 2 FTEs -$137,500 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $1,787,500 Data and Information Accessibility 3 FTEs ---$150,000 $250,000 $350,000 $350,000 $350,000 $1,450,000 Citizen Platforms and Experience ---------- Technology Risk Management 2 FTEs -$175,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $1,975,000 Business Applications 3 FTEs --$150,000 $250,000 $350,000 $350,000 $350,000 $350,000 $1,800,000 Digital Literacy 1 FTEs -$100,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,300,000 Total 11 FTEs -$412,500 $925,000 $1,175,000 $1,375,000 $1,475,000 $1,475,000 $1,475,000 $8,312,500 Conservative Estimate(+10% rounded to the nearest $1000)11 FTEs -$454,000 $1,018,00 $1,293,000 $1,513,00 $1,623,000 $1,623,000 $1,623,000 $9,147,000 The following table outlines the estimated cost for new FTEs for the implementation of the City’s Digital Strategy by workstream by year. - 32 - Wherever business takes you What We Heard Report 28 Appendix One of the key inputs to the development of this Digital Strategy was stakeholder engagement. The goal was to reach as many diverse citizens and stakeholders in the City of Pickering as we could over the course of a number of months. A plan was developed to connect with internal team members at the City, City Council members, and the various citizens, businesses and other stakeholders that make up the Pickering community. It was important to try and gain as many perspectives as possible –not just those who are tech-savy –so the plan encompassed leveraging existing community hubs such as the Rec Centre and Library as well meeting with adults in the 55+ age group and at a retirement home. Also included were workshops, open houses, and surveys on LetsTalkPickering.ca for the general public and youth. - 33 - Wherever business takes you 29 Engagement Approach Public and Community •Digital Strategy Pop-Up Booth at Recreation Complex •Digital Strategy Pop-Up Booth at Central Library •Facilitated Discussion with Adults 55+ Group •Facilitated Discussion with Retirement Home Residents •Virtual Meeting with Accessibility Advisory Committee •Virtual Meeting with Cultural Advisory Committee •Workshop with Pac For Teens Volunteer Group •LetsTalkPickering Surveys for Community, Youth and Businesses (170 responses) A significant focus was placed on ensuring stakeholders across the organization and within the community had the opportunity to share their perspectives, ideas, challenges, and opportunities in order to develop a Digital Strategy that is effective and valuable for the City and those they serve. The following pages outline key themes and findings from engagement. Perspectives and information shared was utilized to drive the development of the Digital Strategy. City Staff •Completed 11 Steering Committee Interviews •Completed 6 Interviews with Additional City Directors •Analyzed 122 Responses to Employee Survey •Completed 7 Department Workshops (approximately 70 staff members) •Completed 6 Digital Maturity Discussionswith IT Division •Completed 8 Cyber Maturity Discussionswith IT Division Elected Officials •Completed Interviews with all City Council members - 34 - Wherever business takes you City Council Engagement 30303030303030Wherever business takes you As part of engagement with key stakeholders, City Council members were interviewed to understand their perspectives on the City’s strategic direction and key priorities. The key themes outlined on this page encompass the ideas, opportunities, and challenges that City Council members shared as a result of their vision for Pickering combined with what they have heard from residents. City Council members recognized the tremendous growth the City is facing and acknowledged that digital can be leveraged to ensure the needs and expectations of the community are met. In addition, many members spoke about utilizing digital to enable connections and engagement between the City and community, as well as connections between community members. A key part of digital is the experience of its users. Council members identified the importance of ensuring technology is user-friendly and accessible for both internal and external stakeholders. As well, leveraging data and information to drive effective decision making for the City to continuously improve. Pickering Growth and Development Community Connections and Engagement User Friendly, Accessible Digital Experience Data Driven Decision Making - 35 - Wherever business takes you 31 Public Engagement |In-Person Discussions Members of the public were engaged in discussions at the Pop Up Booths at the Recreation Complex and Central Library. Key information from the perspectives shared are outlined below. Desire for additional digital community signage Lack of clarity around services delivered by the City versus the Region and how best to support a streamlined service experience Digital services allow for timely and convenient access Access to technology support and education drives enhanced digital literacy and skills Intuitive search functions and clear website navigation enables enhanced access to information Balance of human interaction and digital services - 36 - Wherever business takes you 32 Public Engagement |In-Person Discussions Members of the public were engaged in discussions at the Pop Up Booths at the Recreation Complex and Central Library. As part of the discussions, participants were asked to complete an interactive poll outlining what digital means to them. Within the word cloud shown below, words that were used more often appear larger which outline common themes and perspectives from the public. What does digital mean to you? - 37 - Wherever business takes you 33 Public Engagement |Community Survey A Community Survey was developed to gather public perspectives. The survey was publicly available on LetsTalkPickering. Results from the 170 responses are outlined below. What kind of technology devices do you use (please select all that apply). From your perspective, what are the benefits of digital services? (Please select your top three choices) 96% 69% 85% 44% 50% 39% 4% Smart Phone Tablet Laptop Desktop Smart Home Device Smart Watch Other 50% 34% 82% 43% 41% 14% 4% 6% Efficient Easy to Use Can Access Any Time Ability to Self Serve Ability to Search for Relevant Information and Services Option to Receive Customized Notifications Options to Receive Personalized Recommendations Other - 38 - Wherever business takes you 34 Public Engagement |Community Survey (continued) A Community Survey was developed to gather public perspectives. The survey was publicly available on LetsTalkPickering. Results from the 170 responses are outlined below. What are your preferred methods for accessing information from the City of Pickering? (Please select your top three choices) What barriers prevent you from accessing digital services? (Please select all that apply) 16% 23% 70% 12% 70% 26% 29% 24% 3% 3% In-Person Phone Email Online Chat Website Mobile App Social Media eNewsletter Digital Community Signs Other 1% 2% 1% 2% 9% 11% 74% 13% Do Not Have Smart Device to Access Services Do Not Have Access to the Internet Do Not Know How to Use a Smart Device Do Not Know How to Access Digital Services Do Not Trust Digital Interactions Prefer Face to Face Interactions I Do Not Experience Any Barriers Other - 39 - Wherever business takes you 35 Public Engagement |Community Survey (continued) A Community Survey was developed to gather public perspectives. The survey was publicly available on LetsTalkPickering. Results from the 170 responses are outlined below. Please rate your current experience using the following digital services available at the City of Pickering. 7%10%5%3%3% 20%17%11%18% 8% 38%40% 9% 22% 34%29%23%16%19% 29% 6%6% 30%22% 13% Website LetsTalkPickering Pingstreet App Active Net City of Pickering Map Portal Excellent Very Good Good Fair Poor 4% 9%13%10%9%7% 25% 17%22%23%24% 36% 29%29%30%25% 19%16%18%20%16% 8%9%6%5% City of Pickering Open Data Portal eNews Online Service Request Online Form Submission Online Payments Excellent Very Good Good Fair Poor - 40 - Wherever business takes you 36 Public Engagement |Community Survey (continued) A Community Survey was developed to gather public perspectives. The survey was publicly available on LetsTalkPickering. Results from the 170 responses are outlined below. The City must work to prioritize digital initiatives both now and in the future. From your perspective, select your top three (3) focus areas from the six (6) below. 21% 24% 25% 60% 80% 71% Innovative Partnerships Digital Literacy and Skills Development Community Connections Open Data and Analytics Digital Communications Digital Service Delivery Digital Service Delivery -Making civic services available to the community from a consolidated and user-friendly digital platform Digital Communications -Streamlining way in which information is shared through digital means, including an easy to navigate and accessible website Open Data and Analytics -Ensuring data is openly accessible to the public, increasing transparency and opportunities for community innovation Community Connections -Enabling people to stay connected to one and another through the use of technology and data Digital Literacy and Skill Development -Supporting the knowledge, skills and capabilities within the community to access digital services) Innovative Partnerships -Finding ways to partner with businesses, community organizations, post secondary institutes, etc. on digital initiatives - 41 - Wherever business takes you 37 Public Engagement |Community Survey (continued) A Community Survey was developed to gather public perspectives. The survey asked the community share their ideas and suggestions on what the City should include in the Digital Strategy. •Provide the option to push notifications to end user through mobile app or email or newsletter. Citizens should be able to select preferences and Notifications pushed to their phones or emails. •You must continue to contact people through regular channels. •Encourage community engagement by advertising on all digital signs around Pickering. Include digital news and education at all Town Hall meetings. Education sessions frequently at library's. Ask Pickering businesses to educate their staff. •Ease of use, including accessibility of information; that is not ‘hiding’ information or making it an electronic scavenger hunt to find information •Create a Digital Employment Hub teaching skills and employing in our community -nurturing our own talent. •One should be able to fulfill services via a web, without having to install multiple apps for different tasks. Should be able to go to the website on desktop or on a phone a preform the required task. The app should collect minimum data required for the task. Of course, one would expect the city to provide maximum privacy and security. •Digitize wherever possible, but have a person to talk to when a task cannot be fulfilled online. •Digital Archiving strategy to preserve and rely the information for long term. •Data Privacy and security as there are lots of cases where banking/tax-related information is available within the system. •Accessible and intuitive UI -while data is available online, it's at times a nightmare to navigate through the websites... •Clearer and more transparent manners of raising issues, communicating the various services provided will be helpful •Resident's personal information will keep confidential and not be used for any purposes without my permission. •Ability for the public to participate in council voting on any matter using digital technology. •More Surveys like this would also help. The more the city knows, the better for both the city and the public. •I think there also needs to be a "directory" of sorts. Who to contact for what, who is connected to Provincial and Federal politics. •Make sure the data being provided is up to date •Incentivizing young adults (18-35) to participate in town halls and other various local government events, through the promotion on digital platforms (Instagram, TikTok). Allow and accommodate for the increase in participation of local matters and issues by young adults. •Easy to use and no registration / login information required. Prompt responses from a live human. •Investigate the possibility of adding more interactive services as they relate to fire and life safety. •Need to watch the digital divide. Many elderly miss out and Pickering and area have a lot of precariously housed. So while some homes have multiple devices, others struggle with next to none. The library is a huge resource in this area. •The experience needs to be mapped holistically to city services. Stop band-aid solutions where each service gets independently addressed. Look at the big picture and road map this product. •Make it easier to self serve, find all in one place, facilitate services and renews online, allow for business partnership and offer the community opportunities to save. •The senior community need to feel confident using online digital services. Ensure fraud prevention to make them feel that their savings and homestead are safe. •Ensure it is useable across all platforms, devices, iOS etc. Also it is key to ensure it can be used by all abilities and ages. •Plan for partnering with schools -especially high schools. This could make students aware of services provided and engagement with the city including digital initiatives. •Ensure lobbyist registry is fully open and transparent to the public via digital access. •Please include strong IT process framework (like ITIL) and cybersecurity. The last thing you want is to launch new services and have them plagued by lack of quality, ransomware, or lost personal information •The technology needs to be accessible to people with a variety of disabilities, physical and cognitive, there is a socioeconomic issue that needs to be addressed as well in terms of access to devices and internet to get the information posted digitally. •Pickering should incorporate AI into all forms and methods of communication. - 42 - Wherever business takes you 38 Public Engagement |Seniors (55+) In-Person Discussions Members of the public within the Adults 55+ Group were engaged in a facilitated discussion. Key information from the perspectives shared are outlined below. Desire to learn and utilize digital Digital literacy and skills cannot keep pace with technology changes Frustration with time consuming navigation on City website Difficulty identifying potential scams and phishing Open to simplified self service model Personalized education and training is critical - 43 - Wherever business takes you 39 Public Engagement |Seniors Retirement Home In-Person Discussions Residents at a Seniors Retirement Home were engaged in a facilitated discussion. Key information from the perspectives shared are outlined below. Personalized 1-1 training and support is needed Desire for City and event information (i.e. personalized, relevant e-newsletters or emails) Open to digital community signs with relevant information Frustration performing basic tasks using technology In-person, human interaction first is preferred Digital services can be viewed as increasing the disconnect between City and seniors - 44 - Wherever business takes you 40 Public Engagement |Youth In-Person Discussions Members of the youth community were engaged through a facilitated discussion with the Pac for Teens volunteer group, as well as through discussions with Community members at the Pop Up Booths at the Recreation Complex and Central Library. Key information from the perspectives shared are outlined below. Prefer digital when connecting with the City Identifying and finding the information that is relevant to them is key Utilize social media for awareness of City events and news Useful, intuitive app with City information and services would be beneficial - 45 - Wherever business takes you 41 Public Engagement |Advisory Committee Presentations & Discussions The following information was gathered and analyzed through facilitated virtual discussions at the Accessibility Advisory Committee and Cultural Advisory Committee meetings. Key information from the perspectives shared are outlined below. Opportunity for partnerships for digital literacy education and support Omnichannel approach and balance is key Intuitive and simple tools can assist in reducing digital intimidation or fear Limited device and economic access can be a barrier to digital City website and digital services must accommodate accessibility tools (i.e. screen readers, text-to-speech, described images, language translation, etc.) - 46 - Wherever business takes you 42 Internal Engagement |Employee Survey City of Pickering employees were invited to participate in a survey to share their perspectives. The survey asked employees to rate their level of agreement with the following statements. 3%6% 30% 45%43%49% 25% I understand how to use the technology systems and tools that are required for my job. I have received adequate training and support to use these technology systems and tools. Strongly Disagree Disagree Agree Strongly Agree 1%1%7% 18%23% 40% 52%48%53% 30%29% I am comfortable learning how to use and apply new technology systems and tools in my job. I know where to access relevant technology support and resources at the City I find it easy to get help when something is not working with the City's technology. Strongly Disagree Disagree Agree Strongly Agree - 47 - Wherever business takes you 43 Internal Engagement |Employee Survey (continued) City of Pickering employees were invited to participate in a survey to share their perspectives. The survey asked employees to rate their level of agreement with the following statements. 4%9%6% 21% 32% 20% 49%44%44% 26% 15% 31% I can easily access the information, including data and/or reports, required to complete my job activities. I find processes are streamlined and automated because of the technology systems and tools being used at the City. I often have to perform additional tasks and manual activities to ensure tools, systems, and/or processes work effectively. Strongly Disagree Disagree Agree Strongly Agree 7%7%9% 29%29% 35%39% 51% 41% 26% 14%14% I am required to enter the same data multiple times in multiple systems or documents. I feel the City's current systems, tools, processes and accompanying support meet my professional needs and enable me to complete my job efficiently. I feel the City's current systems, tools, processes and accompanying support enable efficient and effective service delivery to the public. Strongly Disagree Disagree Agree Strongly Agree- 48 - Wherever business takes you 44 Internal Engagement |Employee Survey (continued) City of Pickering employees were invited to participate in a survey to share their perspectives. The survey asked employees share their ideas and suggestions for how to improve the City’s use of technology, data, and innovation. “An online portal for citizens to view their information and conduct services (i.e. payments) would reduce amount of work for employees.” “Opportunity to invest in other technologies (i.e. applicant tracking system, learning management system, etc.)..” “Understanding how systems work together (integration of software and databases).” “The website is outdated and difficult to navigate. We could Upgrade and modernize website so employees and citizens can navigate more efficiently and increase user-friendliness.” “Improve coordination, streamline processes and improve information sharing organization-wide.” “Integrate systems to limit data entry.” “Streamline processes and implement smart city solutions.” “We could use data visualization tools to display information to be reviewed at a glance and data analytics for decision making.” - 49 - Wherever business takes you - 50 - Wherever business takes you 1 Current State Report Digital Readiness and Strategy Wherever business takes you Revised March 7, 2023 Attachment #2 to CAO 01-24 - 51 - Wherever business takes you 2 Executive Summary (page 4) 1.Project Overview and Alignment (page 22) 2.Change Drivers (page 31) 3.Current State Observations and Impacts (page 38) 4.Leading Practices and Industry Scan (page 78) 5.Key Opportunities (page 111) 6.Appendix: Digital Strategy Employee Survey Results (page 113) Table of Contents - 52 - Wherever business takes you Disclaimer 3 Digital Readiness and Strategy Current State Report This report is intended solely for the information and use of the City of Pickering. This report should not be distributed to third parties without MNP Digital Inc. (MNP) written consent.Any use that a third party makes of this report, and any reliance or decisions made based on it, are the responsibility of such third party. MNP accepts no liability or responsibility for any loss or damages suffered by any third party as a result of decisions made,or actions taken, based on this report. This engagement was planned and conducted to prepare and provide a Digital Readiness Assessment and Digital Strategy. Our work and findings do not in any way constitute advice or recommendations (and we accept no liability in relation to any advice or recommendations) regarding any commercial decisions. MNP’s work was not designed to identify and cannot necessarily be expected to disclose defalcations, fraud and other irregularities. As a result, this report does not necessarily include all those matters which a more extensive or special examination might develop. Our work to provide this report was carried out based on the assumption that information provided to us by management and employees of the organization was reliable, accurate and complete.We did not subject the information contained in the report to checking or verification procedures except to the extent expressly stated.In no circumstances shall we be responsible for any loss or damage, of whatsoever nature, arising from information material to our work being withheld or concealed or misrepresented to us by management and employees of the organization or any other person of whom we may make enquiries. - 53 - Executive Summary - 54 - Wherever business takes you Executive Summary |Project Overview and Purpose 5- 55 - Wherever business takes you The City of Pickering is embarking on a transformation journey to become a municipal leader in citizen-centred digital services. Through the development of a Digital Readiness Assessment and Strategy, the City will set the foundation for future service delivery by establishing an organization-wide commitment and clear accountability and actions. 6Wherever business takes you Digital Readiness and Strategy It is important to note that a Digital Strategy encompasses more than the traditional role of Information Technology within an organization. A Digital Strategy guides an organization’s business and digital transformation through the integration of digital technology into all areas of a business, fundamentally changing how organizations operate and deliver value to citizens and other stakeholders. It is about using technology to make processes more efficient, improving the customer experience, and identifying new ways to deliver services. - 56 - Wherever business takes you Modern Municipalities 7 Executive Summary Expectations of municipalities around the world have changed. They are faced with operating in a period of rapid change, and citizens today want a more open, integrated, digital and interactive experience. Many municipalities have recognized the challenges that exist with traditional disparate service structures and organizational siloes. As a result, they are shifting towards a citizen-centric service delivery model that applies an integrated and iterative approach to delivering services to the community. These local governments are actively working to streamline the service experience –by reducing or removing organizational siloes from the view of the citizen and creating an experience that is holistic and standard for all municipal programs and services. Municipalities across the world have adopted digitization efforts in attempts to provide high quality services to stakeholders through diverse platforms. In addition,the COVID-19 pandemic forced many organizations to quickly embrace technology and shift services and operations to a digital environment.More and more, citizens want to access relevant and timely information through transparent and convenient digital means. As a result,exceptional services that are centralized, accessible and available through digital channels is emerging as a top priority for local government organizations. - 57 - Wherever business takes you Executive Summary |Current State Findings 8- 58 - Wherever business takes you 9 Digital Readiness Activities Executive Summary Reviewed Background Materials Completed 11 SteeringCommittee Interviews Completed 6 Interviews with Additional City Directors Completed 7 Department Workshops Completed 6 Digital Maturity Discussions with IT Division Completed 7 City Council Interviews Analyzed 122 Responses to Employee Survey Completed 8 Cyber Maturity Discussions with IT Division In order to develop this current state report, the following activities were completed. A significant focus was placed on ensuring stakeholders across the organization had the opportunity to share their perspectives, ideas, challenges, and opportunities. - 59 - Wherever business takes you Digital Maturity Assessment |Framework 10 1. Ad-Hoc The organization has limited policies, standards, practices and plans in place. These practices are ad-hoc, resulting in several gaps. 2. Basic The organization has minimal policies, standards, practices and plans in place that allow it to function on a day-to- day basis but are not sustainable. 3. Adequate The organization has policies, standards, practices and plans in place that support the business under stable circumstances but are not flexible and responsive to the evolving needs of citizens or employees. 4. Professional The organization has policies, standards, practices and plans in place that are proactive in ensuring current and future needs can be met. Sustainability of technology and future growth are prioritized by organizational leadership. 5. Leading The organization has leading polices, standards, practices and plans in place that allow it to actively anticipate both challenges and key opportunities, in order to optimize performance and enhance the overall employee and citizen experience. Digital Maturity Assessment | Rating Guide Digital Maturity Assessment | Focus Areas 1.Technology Investment Framework 2.Technology Governance and Policies 3.Digital Literacy and Skills 4.Digital Citizen Experience 5.Vendor Management 6.Business Applications 7.Network and Server Infrastructure 8.Data Management 9.Business Intelligence and Analytics 10.Cyber Maturity Assessment Executive Summary As technology continues to advance, it is important for organizational leaders to understand how to plan and manage technology in order to meet current and future needs, enable data-driven decision making, foster accountability, manage risks, and develop and achieve strategies and goals.The use of a maturity assessment framework ensures a comprehensive and consistent approach to understanding the current digital capacity and capability. - 60 - Wherever business takes you Digital Maturity Assessment |Rating Overview 11 Executive Summary Focus Area 1. Ad-Hoc 2. Basic 3. Adequate 4. Professional 5. Leading 1. Technology Investment Framework ✓ 2. Technology Governance and Policies ✓ 3. Digital Literacy and Skills ✓ 4. Digital Citizen Experience ✓* 5. Vendor Management ✓ 6. Business Applications ✓ 7. Network and Server Infrastructure ✓ 8. Data Management ✓ 9. Business Intelligence and Analytics ✓ 10. Cybersecurity Maturity**✓ Shown below is a high level rating of each focus area. It is important to note that throughout interactions with many of the City’s key stakeholders, several highlighted a desire to support the City’s growth in these areas –and increase their own capabilities when it comes to data and technology. It is also not uncommon for municipalities at the start of their digital transformation journey to see several ratings at 1 or 2. This is often due in part to a historical trend across many municipalities that saw limited resources allocated to internal corporate service areas as well as a decentralized approach to managing technology investment and applications. **Based on an assessment of 18 areas and not indicative of the potential risk for certain controls that might not be in place. *Interim Assessment: Digital Citizen Experience rating will be confirmed through Public Engagement (March 2-19, 2023). - 61 - Wherever business takes you Cyber Maturity Assessment |Rating Overview 12 CIS Control 1. Ad-Hoc 2. Basic 3. Adequate 4. Professional 5. Leading Residual Risk 1. Inventory of Enterprise Assets LOW 2. Inventory of Software Assets HIGH 3. Data Protection HIGH 4. Secure Configuration LOW 5. Account Management LOW 6. Access Control Management LOW 7. Continuous Vulnerability Management LOW 8. Audit Log Management LOW 9. Email & Web Browser Protections LOW 10. Malware Defenses LOW 11. Data Recovery LOW 12. Network Infrastructure Management MED 13. Network Monitoring & Defense LOW 14. Security Awareness & Skills Training LOW 15. Service Provider Management MED 16. Application Software Security N/A 17. Incident Response Management MED 18. Penetration Testing LOW Average:LOW The City of Pickering’s overall cyber security level is professional with an overall medium level of residual risk. Compared to other municipalities, the City of Pickering is ahead of others as most score between a basic- adequate level of maturity. The maturity scores are based on the number of met CIS controls. An aggregated score based on the control implementation level is computed to generate the City of Pickering’s total current maturity score. Risk is based on observations within the CIS control domains and not necessarily on the control score, as not all controls mitigate the same risk. The observations included in this report outline gaps identified that have residual risk. Details outlining the process and strengths are not included in this report. Executive Summary *CIS Control 16 –N/A because the City of Pickering does not develop in-house developed, hosted, or acquired software.- 62 - Wherever business takes you 13 Digital Maturity Assessment Summary Executive Summary The City of Pickering has demonstrated great potential when it comes to the overall Digital Maturity Assessment. There is a strong desire within the organization to mature and foster a culture of collaboration, continuous improvement, innovation, and citizen-centric service delivery. The City’s Digital Maturity ratings are due in large part to limited resource capacity and the decentralized approach to managing technology and data for the organization. The City is not alone in this situation. Historically, many public sector organizations have limited funding for technology in favour of investing funds into direct service areas. This has resulted a significant gap in how to meet the demand from citizens and the community for a streamlined digital experience as well as the ability to strategically manage and use data and information for strategic and operational decision-making. Trends have started to show an increase in spending on digital transformation, third party hosted applications, cloud infrastructure, and data analytics across the public sector as organizations embark on their journey to modernize and embrace the digital future. - 63 - Wherever business takes you What We Heard |Current State Overview 14 Executive Summary At the outset of each Department Workshop and at our first Steering Committee meeting, attendees were asked to contribute to two Word Clouds. The results of each session have been combined to create the following images. Prior to completing the World Cloud activity, additional context was provided to participants to preface that the current state of digital tools and supports encompasses more than just technology software. Digital tools and supports includes the organizational culture, tools, processes, procedures, training, data and information, and other structures that enable an organization to be digital. The Word Clouds shown below are reflective of the diverse experiences and perspectives of 66 City employees. What three words would you use to describe the City’s current state of digital tools and supports?What three words come to mind when you think of Digital Transformation? - 64 - Wherever business takes you People |Overview 15 Executive Summary The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. Organizational Structure and Design Modern organizations have elevated the role of technology to the Executive level and expanded the traditional portfolio to encompass digital services, data, and innovation. IT’s placement in the organization should reflect the movement to a centralized model for management of technology resources. Collaboration and Communication There is a desire from employees across Departments for increased collaboration and communication, especially regarding technology and data. Business units and IT have the opportunity to work in partnership to enhance operational efficiencies and direct service delivery to the community. User Friendly and Intuitive User friendly and intuitive tools are needed for employees to perform their best work as well as for citizens and other stakeholders to engage effectively through digital channels. This is a high priority area for users as it is easier to learn to navigate and learn tools that are designed with the end-user experience in mind. Resources and Support The IT Division is limited in their ability to provide enhanced support to the organization due to resource capacity constraints. Employees spoke positively of the support that is received; however, emphasized the need for additional services, expertise, and time. The expansion of the portfolio to include digital services, data and innovation will require an even greater resourcing complement. Change Management Dedicated change management resources are required for all digital initiatives in order to create the momentum necessary to sustain the change. Strong change leadership and sponsorship is also needed, including a consistent and clear vision for the future. Training Employees articulated the need for consistent, relevant, and accessible technology training and onboarding for all new employees. Seasonal and part-time team members do not have the same access to training and supports as full-time employees which is a challenge for their leaders. - 65 - Wherever business takes you Process |Overview 16 Executive Summary The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. Unclear Organizational Priorities / Vision / Strategy As the City embarks on the development of a new strategic plan and supporting corporate priorities employees will be able to work proactively to support those priorities. Employees expressed challenges with understanding the City’s priorities, resulting in a reactive approach to projects and initiatives. Disparate Technology Decision Making The City does not currently have a formal Technology Governance structure in the form of a corporate committee. As a result, there is often limited collaboration between departments and the IT Division when it comes to making technology sourcing decisions. Misalignment of Roles and Skills The City has a noticeable gap in the areas of technology procurement, business analysis, and business relationship management. These roles would directly contribute to increased collaboration and engagement between IT and the City’s Departments. Manual and Duplicate Effort There is a significant amount of manual and duplicated effort required from employees when using the current suite of business applications and technology tools that lack integration and data sharing. Lack of Standardization The City is using a decentralized approach to the overall management of technology and data. This has led to a lack of standardization when it comes to business processes, procedures, expectations, and guidelines. Desire for Streamlining and Self-Service Many employees indicated the desire for streamlined and self-service processes. In order to enable streamlining, there is a need to automate and standardize processes by utilizing modern technology functionalities to reduce manual effort, duplicate data entry and mitigate the risk for human error. - 66 - Wherever business takes you Technology |Overview 17 Executive Summary The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. Lack of Integrated Systems and Applications Many departments indicated their support for an organization-wide consolidation of numerous technologies with a focus on tools and functionality that that can be leveraged across the departments. As part of the consolidation of technology, there is an opportunity to enhance integrations to ensure seamless data flow to empower users to adopt and utilize consistent tools and processes. Data Siloes The City has a significant amount of data that is gathered and stored; however, it is not integrated in such a way to make it easily accessible to other internal departments or integrated with other data. There is interest to increase the City’s ability to share data and use analytics to understand and drive decision making. Accessible / Ability to Work Remotely Employees are able to access the tools required to complete their jobs remotely, enabling a flexible work environment for those who are not required to be in the office everyday. Desire for Single Sign-On / Multiple Passwords Many employees requested single sign on to reduce the number system log-ins and passwords. IT has indicated new technology must be able to support this capability. Additionally, single sign on for public-facing tools is also desired to streamline the user experience. Need Streamlined Functionality The need for streamlined functionality and modern, integrated tools was shared by employees across Departments to support operational efficiencies and enhanced customer service delivery. No Corporate Technology Investment Plan The City does not currently have a technology investment framework or a mechanism for prioritizing technology investments at the corporate level. Technology spending is not centralized. - 67 - Wherever business takes you Executive Summary |Leading Practices, Trends, and Key Opportunities 18- 68 - Wherever business takes you Digital Trends 19 Municipalities across Canada and the world are digitizing their business processes and interactions with citizens, as well as becoming leaders with Open Data and Smart City initiatives through the adoption of innovative and disruptive technologies as well as the movement to more open and transparent government models. Leading trends are outlined below. Executive Summary Cloud Computing Many municipalities are shifting to cloud-based systems rather than storing and working with their data locally. Prioritizing Data Local government entities are collecting, storing and using more data to inform their decision-making as well as making as much as possible available to the public in an accessible and readable format. Artificial Intelligence (AI) From data analytics to automation, AI is an important tool municipalities use for service delivery. Internet of Things Cities are creating a network of digital and mechanical machines (sensors, etc.) to collect data and enhance services. Cybersecurity As more data is collected and used to drive innovation, cities are putting a focus on security. Self-Service First The citizen experience is becoming simpler and more streamlined with the ability to personalize the experience through digital channels. - 69 - Wherever business takes you 20 There are many ways to approach the development of a Digital Strategy at the local government level; however, there are also several common themes and focus areas for digital growth and transformation. Common themes across municipal digital strategies include: 1.Citizen Experience and Digital Service Design 2.Digital Access, Literacy, and Inclusion 3.Data Driven Decision Making and Transparency 4.Connected and Enabling Infrastructure 5.Protecting Privacy and Security Each of the municipalities featured in this report are at different stages of their digital transformation journeys. As part of this research, the municipalities were invited to participate in a short interview to share lessons learned and advice based on their implementation progress. The learnings from those conversations are provided to the right. Municipal Scan Summary and Lessons Learned Executive Summary Lessons Learned and AdviceCommon Themes Below is a summary of what was shared during interviews with municipalities regarding the challenges and successes experienced so far in implementing their digital strategies. 1.Strong leadership and effective governance is required to move initiatives forward while at the same time bringing the organization together to make decisions. 2.Do not wait until everything is “perfect” on the back end to start making public-facing improvements that will reach your citizens. 3.Start tracking metrics including public use of digital services immediately to showcase momentum and also increase learning of what is working and what is not. 4.Be willing to say no to items or requests that are not a priority for the organization as a whole. 5.This is a journey that looks at more than just your suite of technology solutions and tools –it is a culture shift and likely one that does not have a set end date. - 70 - Wherever business takes you Key Opportunities 21 Based on the Current State findings, the following key opportunities have been identified that will be explored as the next stages of the Digital Strategy development continue. A key factor in leveraging the following opportunities is effective resource management and investment to successfully implement and sustain transformation initiatives. Executive Summary Digital Governance and Leadership The framework and tools that guide the City’s digital future and experience, ensuring programs and services are effective in meeting the needs of all internal and external stakeholders. Data and Information Accessibility Effective management and analysis of current and future municipal data to increase transparency and establish a culture of data driven decision making. Citizen Platforms and Experience Digital technologies and initiatives that enable the City to provide citizens and other external stakeholders with high quality digital services and engaging interaction. Business Applications Effective sourcing, selection, and management of the City’s applications with necessary functionalities and capabilities to enable employees to serve citizens seamlessly. Technology Risk Management A formal corporate-wide mechanism to understand, articulate, mitigate, and track technology risk at both a strategic and operational level. Enabling Technology Utilizing digital technologies to enable the municipality to improve and innovate their current and future infrastructure and assets. Digital Literacy Enhancing the knowledge, skills and capabilities of employees, citizens, and other external stakeholders to access, manage, integrate, analyze and evaluate information, grow knowledge and skills, and create and communicate with others. - 71 - 1. Project Overview andAlignment - 72 - Wherever business takes you The City of Pickering is embarking on a transformation journey to become a municipal leader in citizen-centred digital services. Through the development of a Digital Readiness Assessment and Strategy, the City will set the foundation for future service delivery by establishing an organization-wide commitment and clear accountability and actions. 23Wherever business takes you Digital Readiness and Strategy It is important to note that a Digital Strategy encompasses more than the traditional role of Information Technology within an organization. A Digital Strategy guides an organization’s business and digital transformation through the integration of digital technology into all areas of a business, fundamentally changing how organizations operate and deliver value to citizens and other stakeholders. It is about using technology to make processes more efficient, improving the customer experience, and identifying new ways to deliver services. - 73 - Wherever business takes you Project Scope 24 Project Overview and Alignment The City of Pickering strives to be a municipal leader in delivering citizen-centred digital services.In pursuit of this goal, the City is seeking to identify technology solutions and digitization projects while 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 •Potential implementation of a Citizen Portal with self-service capabilities The purpose of this project is to complete a Digital Readiness Assessment and 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 Readiness Assessment will identify opportunities to improve citizen service outcomes and digital goals while highlighting potential cost-savings and efficiencies. The Strategy will include a year-by-year implementation plan and budget for technology investments based on comprehensive stakeholder engagement, leading practices, and industry trends. This includes evaluating the City’s current state against broader industry technology and digital trends in other levels of government, in other countries, and in other sectors. - 74 - Wherever business takes you 25 Project Methodology | People, Process, Technology Framework People •Citizen Experience •Employee Experience and Culture •Employee Training and Communications •Change Management and Organizational Readiness Process •Business Processes •Roles and Responsibilities •Reporting •Policies, Procedures, Standards and Directives •Management and Governance Technology •Existing Systems, Applications and Technical Tools •Functionality and Integration •Data Governance and Records Management •Business Intelligence and Data Analytics •Security and Privacy Technology People Process Digital Transformation Project Overview and Alignment MNP’s People, Process and Technology Framework brings together the three foundational elements of successful technology strategy and planning –People, Process, and Technology. Applying this framework ensures that a comprehensive understanding of the current state is established and any future recommendations are holistic and pragmatic. - 75 - Wherever business takes you 26 Project Methodology | Foundational Technology Principles Project Overview and Alignment MNP’s Foundational Technology Principles were developed based on MNP’s research and experience into how organizations can successfully leverage modern technology to enable organizational outcomes. These principles are integral to driving a people-focused technology strategy and encompass everything from policies, processes, tools and platforms to accurate and reliable records and data management practices. They also reinforce the importance of understanding partnership models for modern technology and prioritizing the user experience –from both a citizen and employee perspective. Underpinning each of these focus areas is Privacy and Security as it is of the utmost importance for this to be a constant consideration in today’s world. 05 Usable Information Ensure the accuracy and reliability of data and records management in order to support a strong culture of data-driven decision making, transparency and reporting. 02 Process Innovation Embrace leading process improvement strategies along with innovative technologies to enable process efficiency and service excellence. 01 Modern Technology Adopt innovative and effective policies, tools, platforms, and applications that support efficient and effective business processes and collaboration. 03 Partner Collaboration Create and maintain trusted partnerships with external stakeholders, leveraging technology to further enhance the organization’s vision, mission, values and goals. 04 User Experience Provide a stakeholder experience that is user friendly, mobile (when applicable), and intuitive to drive organization and community-wide adoption of technology. Privacy and Security is a foundational component of each of these principles. - 76 - Wherever business takes you As the City of Pickering embarks on this digital transformation journey, it is important for the development of the Digital Strategy to be holistic and meaningful. As such, the project approach and activities have been structured to enable the project team to gather data, information, perspectives and ideas from internal and external stakeholders that will drive the creation of the Digital Strategy. The entire project encompasses four stages, shown on the right. The Current State report incorporates all learnings from Stage 2, including findings from internal stakeholders, as well as conducting a Digital Maturity and Cyber Maturity Threat Assessment. The next stage of the project will include external stakeholder engagement, including citizens, youth, seniors, business community members and the City’s advisory committees. The information gathered through internal and external engagement will inform the opportunities for improvement to digitally transform the City and enable long-term strategic and operational success. 27 Project Activities and TimelineProject Overview and Alignment Stage 1 3–4 WEEKS Kick Off and Engagement Strategy Stage 3 10–12 WEEKS Digital Strategy and Report Stage 4 4–5 WEEKS Final Report and Presentation Stage 2 12–14 WEEKS Digital Readiness - 77 - Wherever business takes you 28 Digital Readiness Activities Project Overview and Alignment In order to develop this current state report, the following activities were completed. A significant focus was placed on ensuring stakeholders across the organization had the opportunity to share their perspectives, ideas, challenges, and opportunities. Reviewed Background Materials Completed 11 SteeringCommittee Interviews Completed 6 Interviews with Additional City Directors Completed 7 Department Workshops Completed 6 Digital Maturity Discussions with IT Division Completed 7 City Council Interviews Analyzed 122 Responses to Employee Survey Completed 8 Cyber Maturity Discussions with IT Division - 78 - Wherever business takes you City of Pickering Overview 29292929292929Wherever business takes you Project Overview and Alignment The City of Pickering is a vibrant city with a diverse community and a promising future of urban growth. The community is experiencing significant economic and residential growth that is expected to continue over the next several years. The City is located east of Toronto and is part of the Durham region with an estimated population of 105,407 (2022), which is anticipated to double in the coming years. The City is located on Lake Ontario and has a local waterfront area and trails. Pickering has all of the amenities and services that a big city has to offer. It is a destination spot for visitors year round -with many experiences to enjoy from arts, culture and entertainment to waterfront activities, hiking and cycling. The City is working towards being a digital leader with a focus on leveraging technology, data, and innovation to enable citizens, businesses and tourism to thrive. In order for to keep up with the rapid growth, the City of Pickering prioritize the use digital tools to enhance and streamline internal processes and deliver meaningful, transparent, and efficient services to the public. Part of the Durham Region Lake Ontario Waterfront Expecting significant growth Population of 105,407 - 79 - Wherever business takes you City Council Alignment 30303030303030Wherever business takes you Project Overview and Alignment As part of engagement with key stakeholders, MNP interviewed City Council members to understand their perspectives on the City’s strategic direction and key priorities. The key themes outlined on this page encompass the ideas, opportunities, and challenges that City Council members shared as a result of their vision for Pickering combined with what they have heard from residents. City Council members recognized the tremendous growth the City is facing and acknowledged that digital can be leveraged to ensure the needs and expectations of the community are met. In addition, many members spoke about utilizing digital to enable connections and engagement between the City and community, as well as connections between community members. A key part of digital is the experience of its users. Council members identified the importance of ensuring technology is user-friendly and accessible for both internal and external stakeholders. As well, leveraging data and information to drive effective decision making for the City to continuously improve. Pickering Growth and Development Community Connections and Engagement User Friendly, Accessible Digital Experience Data Driven Decision Making - 80 - 2. Change Drivers - 81 - Wherever business takes you Modern Municipalities 32 Change Drivers Expectations of municipalities around the world have changed. They are faced with operating in a period of rapid change, and citizens today want a more open, integrated, digital and interactive experience with their municipality. Many municipalities have recognized the challenges that exist with traditional disparate service structures and organizational siloes. As a result, they are shifting towards a citizen-centric service delivery model that applies an integrated and iterative approach to delivering services to the community. These local governments are actively working to streamline the service experience –by reducing or removing organizational siloes from the view of the citizen and creating an experience that is holistic and standard for all municipal programs and services. Municipalities across the world have adopted digitization efforts in attempts to provide high quality services to stakeholders through diverse platforms. In addition,the COVID-19 pandemic forced many organizations to quickly embrace technology and shift services and operations to a digital environment.More and more, citizens want to access relevant and timely information through transparent and convenient digital means. As a result,exceptional services that are centralized, accessible and available through digital channels is emerging as a top priority for local government organizations. - 82 - Wherever business takes you Citizen Expectations 33 Change Drivers As digital tools continue their seamless integration into everyday life, it is not surprising that expectations have increased from citizens and other users of technology. An important component for service delivery at the municipal level, is the ability for citizens to access services through a multitude of channels –and increasingly digital. As citizen expectations for digitalization grow, governments at all levels within Canada are shifting to embrace online channels to improve interactions with the public and establish streamlined, standardized service expectations in alignment with service in-person and by phone in order to achieve the following: Flexibility Citizens are interested in accessing services when and how it is convenient for them. This often includes outside of “regular business hours” and from mobile devices such as smartphones and tablets. Availability Citizens expect information to be readily available in an easy to navigate online platform, including information that is properly categorized and searchable. Responsive Citizens expect transparent and responsive services from all levels of government. This includes developing feedback mechanisms and ongoing continuous improvement initiatives to adapt, shift and improve service delivery. Visibility Citizens expect to be informed with proactive notifications and status updates. This can include anything from online visibility into the status of a service request to the scheduling of spring street sweeping. During the next stage of this project, public engagement will explore these topics and more with citizens in the City of Pickering.- 83 - Wherever business takes you Municipal Digital Transformation 34 Change Drivers Digital Transformation is a key strategic initiative that municipalities undertake in order to modernize their technology and meet the needs and expectations of their employees and those they serve. It is about improving both the employee and community experience through the use of modern tools. Digital transformation focuses on leveraging modern technology to standardize, streamline, and automate processes in order to deliver greater value to citizens and community stakeholders. It results in employees being able to focus their time and energy on higher value activities rather than manual tasks which in turn results in greater service delivery and opportunities for expansion and growth. It also enables municipalities to reimagine how their services are delivered and meet the changing needs and expectations of the community they serve. Digital transformation is also a cultural shift for many municipalities –one that encourages employees to continually challenge the status quo while striving for excellence in community service delivery. This sometimes means challenging long-standing business processes in favour of new practices that are still being defined. Innovative thinking becomes incredibly important as there is a need to remain flexible and agile throughout the transformation. Employees must embrace the discomfort of learning new ways of delivering services. Digital transformations are meant to set municipalities up for long term success. If implemented properly, modern technology tools are adaptable and flexible, allowing for continual growth over many years. Organizations invest in digital transformation initiatives that work to set them up for many years of organizational growth and change. Digital transformations aim to improve stakeholder experience, standardize operational processes, and increase employee productivity through the utilization of modern technology designed not only for today, but for the future. - 84 - Wherever business takes you Legacy Technology Tools 35 Change Drivers Modern technologies have become core to fulfilling the needs of citizens, employees, stakeholders, and leadership within an organization. Transitioning from legacy tools to modern solutions supports sustainable growth and organizational resilience, and should be a key component of a City’s technology investment plan. Maintaining legacy or end of support technology increases the likelihood and potential impact of the risks identified below. 1. Potential Cyber and Security Breaches Without standardized, secure and supported technology infrastructure and policies, organizations are at significant risk of security and privacy breaches, loss of vital information, and cyber attacks. 2. Inconsistent Data Between Systems Inconsistent data can slow down and disrupt daily operations. It can also lead to discrepancies of vital organizational data and information. Accurate and consistent data is paramount to organizational reporting and success. 3. Escalating System Costs Supporting legacy systems often comes with increasing costs, especially as programs grow and systems require further customization. Modernizing technology can help to manage costs while providing opportunities for the organization to grow. 4. Significant Inefficiencies in Processes Older tools are often limited in their ability to streamline and automate processes resulting in inefficiencies that can significantly hold back organizations from meeting the need and expectations of citizens and stakeholders. Modernization will help to improve organizational processes and overall client and employee satisfaction. 5. Loss of Reputation Maintaining a strong reputation in the community can be challenging with legacy technology. It poses significant risks to privacy and security breaches which can significantly impact reputation. It also does not have the functionality to meet the evolving needs and expectations of diverse users. 6. Increased Turnover / Inability to Attract Talent A modern technology environment enables employees to complete their work efficiently and with the right tools. Without these tools, staff can feel unsupported and it can lead to increased turnover as well as challenges with recruiting and retaining new talent.- 85 - Wherever business takes you Operational Efficiency through Technology Innovation With technology constantly changing, ensuring organizational success through the proper tools and support has become a top priority for Canadian municipalities. Now is the best time to leverage digital technologies to best meet the City’s needs and help reach it’s business goals. Canadian municipalities are leveraging the capabilities of modern tools to automate administrative functions, streamline operations,and achieve process efficiencies. Research has shown that there are numerous advantages to investing in modern tools, such as streamlined reporting and compliance,increased visibility into allocation and spending of funds and resources, and accurate information for decision-makers and leadership. The investment in Digital Transformation will ensure the City can be successful, both now and in the future by: •Prioritizing standardization: Cross-departmental standardized practices to ensure consistency and lessen training requirements. •Increasing efficiencies: Cumbersome, manual processes can be alleviated by system efficiencies and integrations that automate, digitize, and allow information to flow seamlessly throughout the organization. •Managing data: Integrated, modern tools provide greater visibility into organization, citizen, stakeholder, and business data and information. •Meaningful reporting: There is a greater demand from leadership citizens for transparent data and clear outcomes which can be easily accessed and consolidated with effective reporting tools. 36 Change Drivers In order to be a service delivery leader in today’s digital world, municipalities must be willing to adopt emerging technologies and leverage the tools available to streamline and optimize administrative activities while at the same time prioritizing innovation in order to meet the evolving needs and expectations of diverse stakeholders. - 86 - Wherever business takes you Technology Investments for the Future Technology is an investment organizations make to ensure that their future operations will be successfully supported by skills, systems, tools, and processes that will enable the organization to grow and evolve, while continuing to meet or exceed client and community expectations. There are several factors to consider in order to ensure the City is set up to receive the most benefit from technology investments, including cultural and strategic fit, scalability, client and stakeholder impact, total cost of ownership, and digital and physical security. In addition, technology systems have evolved significantly in recent years. The concept of “future-proofing” involves anticipating and investing for the future in order to ensure the organization is able to respond with agility to challenges and opportunities. It involves investing in systems and tools that will not require significant updates as technology advances. 37 Change Drivers With the fast-paced evolution of technology and user expectations, it becomes harder and harder for municipalities to keep up with development on their own. As a result, they are investing in strategic technology partnerships with vendors who understand their business goals and are in a position to enable them long-term through digital solutions. Establishing a technology investment approach and plan that prioritizes finding and managing strategic partnerships, will ensure the City is able to respond with agility to challenges and opportunities. - 87 - 3. Current State Observations and Impacts - 88 - Wherever business takes you 39 Overview This section details the findings from internal engagement activities and a review of documentation shared by the City of Pickering. It is organized into the following two subsections. 1.Digital Maturity Assessment The Digital Maturity Assessment incorporates learnings from interviews and discussions primarily with the City’s IT Division in order to understand how technology resources are planned and used in support of the organization’s business objectives and operations as well as the efforts in place to protect the organization from cybersecurity threats. Included in this subsection is also a summary of the City’s business applications and how they exist within the City’s technology environment. 2.People, Process, Technology Findings The People, Process, Technology Findings are a summary of what was learned from interviews and workshops with City leaders and employees as well as the results of the organization-wide Digital Strategy survey. This subsection ensures perspectives from across the organization are understood and shared. Current State Observations and Impacts - 89 - Wherever business takes you Current State Observations and Impacts |Digital Maturity Assessment 40- 90 - Wherever business takes you Digital Maturity Assessment |Framework 41 1. Ad-Hoc The organization has limited policies, standards, practices and plans in place. These practices are ad-hoc, resulting in several gaps. 2. Basic The organization has minimal policies, standards, practices and plans in place that allow it to function on a day-to- day basis but are not sustainable. 3. Adequate The organization has policies, standards, practices and plans in place that support the business under stable circumstances but are not flexible and responsive to the evolving needs of citizens or employees. 4. Professional The organization has policies, standards, practices and plans in place that are proactive in ensuring current and future needs can be met. Sustainability of technology and future growth are prioritized by organizational leadership. 5. Leading The organization has leading polices, standards, practices and plans in place that allow it to actively anticipate both challenges and key opportunities, in order to optimize performance and enhance the overall employee and citizen experience. Digital Maturity Assessment | Rating Guide Digital Maturity Assessment | Focus Areas 1.Technology Investment Framework 2.Technology Governance and Policies 3.Digital Literacy and Skills 4.Digital Citizen Experience 5.Vendor Management 6.Business Applications 7.Network and Server Infrastructure 8.Data Management 9.Business Intelligence and Analytics 10.Cyber Maturity Assessment Current State Observations and Impacts As technology continues to advance, it is important for organizational leaders to understand how to plan and manage technology in order to meet current and future needs, enable data-driven decision making, foster accountability, manage risks, and develop and achieve strategies and goals.The use of a maturity assessment framework ensures a comprehensive and consistent approach to understanding the current capacity and capability of technology management within an organization. The following pages will outline current state observations within each of the Digital Maturity Assessment focus areas. - 91 - Wherever business takes you Digital Maturity Assessment |Rating Overview 42 Current State Observations and Impacts Focus Area 1. Ad-Hoc 2. Basic 3. Adequate 4. Professional 5. Leading 1. Technology Investment Framework ✓ 2. Technology Governance and Policies ✓ 3. Digital Literacy and Skills ✓ 4. Digital Citizen Experience ✓* 5. Vendor Management ✓ 6. Business Applications ✓ 7. Network and Server Infrastructure ✓ 8. Data Management ✓ 9. Business Intelligence and Analytics ✓ 10. Cybersecurity Maturity**✓ Shown below is a high level rating of each focus area. It is important to note that throughout interactions with many of the City’s key stakeholders, several highlighted a desire to support the City’s growth in these areas –and increase their own capabilities when it comes to data and technology. It is also not uncommon for municipalities at the start of their digital transformation journey to see several ratings at 1 or 2. This is often due in part to a historical trend across many municipalities that saw limited resources allocated to internal corporate service areas as well as a decentralized approach to managing technology investment and applications. The following pages detail observations and impacts related to each focus area. **Based on an assessment of 18 areas and not indicative of the potential risk for certain controls that might not be in place. More details are provided later in this section. *Interim Assessment: Digital Citizen Experience rating will be confirmed through Public Engagement (March 2-19, 2023). - 92 - Wherever business takes you Technology Investment Framework A Technology Investment Framework ensures organizations are well-positioned and informed to make strategic and operational technology investment decisions from both a capital and operating perspective. The investment framework should be constructed based on organizational priorities and goals in order to establish alignment between technology and the organization’s overall strategy and business plans. Observations •The City does not currently have a technology investment framework or a mechanism for prioritizing technology investments at the corporate level. •Technology spending is not centralized for the City. Impacts •The annual technology budget within the IT Division allows primarily for the maintenance of the status quo with minimal opportunity to advance strategic initiatives, such as the projects identified in the 2016 Technology Review and Roadmap. •Technology is often procured based on individual Department needs with limited input and involvement from the IT Division resulting in disparate systems within departments rather than the opportunity to leverage existing tools to their full functionality and maximize efficiencies with the technology spend. Digital Maturity Assessment |Technology Investment Framework 43 Current State Observations and Impacts - 93 - Wherever business takes you Digital Maturity Assessment |Technology Governance and Policies 44 Technology Governance and Policies Technology Governance, including supporting Policies, enable organizations to manage their technology risks effectively and ensure that the activities associated with technology and data are aligned with their overall business objectives. As organizations grow, maintaining policies and standards (i.e. acceptable use, access control and management, security and privacy, asset management, etc.) is essential to maintaining a safe and well-maintained technology environment. Observations •The City has identified the need to create a Strategic Plan in order to establish a clear set of corporate priorities to guide organization-wide decision-making and direction. •The City does not currently have a formal Technology Governance structure in the form of a corporate committee. There is often limited collaboration between departments and the IT Division when it comes to making technology sourcing decisions. •There is currently no centralized Project Management Office or dedicated project management resources to set a standard approach to managing technology projects across the organization. Subject matter experts or functional leaders are typically responsible for filling the project manager role for technology projects. •Departments will often lead technology projects and the IT Division’s involvement will vary but is often limited. •Technology policies are in place and updated as needed. Impacts •Employees expressed challenges with understanding the City’s priorities and often having to be reactive rather than proactive in planning and delivery of projects and initiatives. •Without a Technology Governance structure that is supported by the City’s leadership, there will be limited capacity to advance a Digital Strategy as shown by the limited advancements made since the 2016 Technology Review and Roadmap. These initiatives require corporate oversight and the allocation of dedicated resources. •Technology decisions are made based on individual Department needs rather than a corporate understanding of what is needed to advance the organization as a whole. •Employees expressed a need for increased collaboration when it comes to making technology decisions as they often feel they do not have the required skills or knowledge from a technical perspective. •In general, the City’s technology policies that are in place appear to be understood and adhered to by the organization. Current State Observations and Impacts - 94 - Wherever business takes you Digital Literacy and Skills Digital literacy plays a critical role in a organization’s ability to effectively leverage modern technology, and has many vital impacts on the employee experience. Building a strong foundation of digital literacy amongst team members prepares organizations to take full advantage of their existing technology investments, while also setting teams up for long-term success. Observations •In general, employees expressed an understanding the value technology and data when it comes to operational efficiencies and enhanced service delivery. •Employees understand the limitations that exist when technology tools are not integrated and data is not accessible across the organization. •Employees generally feel confident in using the tools they have to complete their job activities. •Employees expressed challenges with the lack of communication and change management when it comes to technology projects and updates. •Employees articulated the need for consistent, relevant, and accessible technology training and onboarding for all new employees. •Seasonal and part-time team members do not have the same access to training and supports as full-time employees. Impacts •There is a strong desire from employees for a collaborative, integrated approach to managing technology and data for the organization that will lead to greater efficiencies and their time to be spent on higher value activities. •There is a need for the City to allocate resources to consistently lead technology change management, training, and communications in order to ensure the successful adoption of digital tools and practices. Digital Maturity Assessment |Digital Literacy and Skills 45 I understand the value technology, data and innovation can bring to the City. I am confident in my skills when it comes to using technology at the City. I am comfortable learning how to use new technology. 76%85%98% Employee Self Assessment completed during Department Workshops Current State Observations and Impacts - 95 - Wherever business takes you Digital Citizen Experience The citizen digital experience is critical to the success of the delivery of modern municipal services. As technology continues to advance, citizen expectations evolve and organizations must leverage enhanced functionalities and capabilities to ensure citizen-facing platforms and tools enable an accessible, engaging, meaningful and personalized digital experience. Observations •The current City website is difficult to navigate and not user-friendly or intuitive. •The City’s website is not designed to meet the needs of all stakeholders, including from an economic development and engineering planning perspective. The information required by these stakeholders is specific and not easily contained within a large corporate website. •The ability for citizens to make payments to the City is not consolidated through one platform or consistently available for all services. •Citizens are required to created multiple logins across the diverse citizen- facing platforms* provided by the City. •The City has developed a new tool that is soon to be released to the community for the purposes of streamlining and digitizing the development permitting process. Impacts •Employees and City Council members spend time and effort responding to inquiries when citizens are not easily able to find the information on the City’s website. •Citizens are required to interact with individual Departments through their diverse digital offerings rather than interacting with the City as one entity. •The City’s Engineering Standards are not available on the website as they do not meet accessibility standards. This leads to external stakeholders relying on out-of-date standards and submitting requests that need to be redone to meet the new standards. •Economic development currently put together information for business stakeholders rather than relying on what is available on the website. Digital Maturity Assessment |Digital Citizen Experience 46 Interim Assessment: Digital Citizen Experience rating will be confirmed through Public Engagement (March 2-19, 2023). Current State Observations and Impacts The City’s complement of citizen-facing platforms are outlined on the next page. - 96 - Wherever business takes you 47 Digital Citizen Experience |External Facing Digital Platforms The following tools provided by the City of Pickering are available to the public. Current State Observations and Impacts LetsTalkPickering.ca is an online engagement tool utilized to gather citizen feedback on various projects and initiatives. The Pingstreet app provides City information and tools on the go. The app leverages existing data maintained on the website for quick access to popular content and the ability to receive push notifications. The City of Pickering website is a platform community members, employees and other stakeholders can use to find information pertaining to various City programs, services and general information. The website also houses various e-services. Some e- services require the citizen to visit another website (i.e. ActiveNet). - 97 - Wherever business takes you 48 Digital Citizen Experience |External Facing Digital Platforms (continued) The following additional tools provided by the City of Pickering are available to the public. Current State Observations and Impacts - 98 - Wherever business takes you Vendor Management Technology relationships are integral to the success of any organization. It is important to ensure strong oversight and management of technology vendors in order to ensure service standards are being achieved and the organization is effectively supported and positioned for long-term success and growth. Effective vendor management encompasses evaluating third-party providers, supervising day-to-day interactions and managing long-term relationships. Observations •There is limited resource capacity within the IT Division to support the sourcing, selection, and contracting of the business technology needs for each Department. •Departments often purchase and maintain their own IT software and assets, including the procurement of technologies without consultation of IT. •There is no technology procurement specialist that can support the organization in ensuring vendors and solutions adhere to the City’s technology requirements, such as single sign on and multi-factor authentication. Additional findings related to Service Provider Management are included as part of the Cyber Assessment. Impacts •As Departments often manage their own technology, vendor management and relationships are not centralized within the organization. This lack of centralization for vendor and contract management can lead to inconsistent expectations of vendors, the City not truly understanding if the full expectations of the contract are being met, and the inability to negotiate cost savings or additional support. •Technology procurement is a significant undertaking and requires a clear demonstration of the business functionality and technical requirements to the marketplace. For many organizations, this requires additional resourcing in the form of two roles: Business Analysts and Business Relationship Managers. These two roles form the bridge between the business area and their functional requirements as well as the City’s overarching technical requirements. Digital Maturity Assessment |Vendor Management 49 Current State Observations and Impacts - 99 - Wherever business takes you Business Applications Business applications include any software or set of computer programs used by an organization to perform various business functions. Business applications should be designed and chosen in order to meet the organization’s immediate operational needs and also plan for future growth and sustainability. They should extend to enabling both corporate services (i.e. finance and human resources) as well as service delivery to citizens. Enterprise Architecture •There is currently no standard architecture policy which ensures that new applications or systems are evaluated against a set of holistic criteria; however, the IT Division has defined basic architecture requirements for security that technologies and tools must meet. •Security requirements are clearly defined, however there are no mandatory requirements for other areas (i.e. integration compatibility with major tools such as SAP, Microsoft 365, AMANDA, etc.). •Business areas within the City drive the process of requesting new applications, often without consulting IT for the standard architecture requirements. Solution Selection •Departments drive the process for identifying the business need for a new application or system but there is no documented methodology / approval process (i.e. business case) or criteria for selecting a new system. Application Portfolio Management •There are a significant number of applications for the size of the City. The visibility of the IT Division into all departmental applications is limited. •There is limited resource capacity for business application owners and IT to perform basic application portfolio management activities (i.e. strategic project management based on priority, documenting risks and issues, and application lifecycle management). •Business areas do not have a standard process for collecting feedback on the performance and functionality of enterprise applications. It can be difficult to assess if applications are currently meeting the needs of stakeholders. Application Maintenance •Typically, business owners have the authority to migrate or move an application; however, business application owner responsibilities for application lifecycle management are not clearly defined at the City. •The responsibility for monitoring application versions and feature updates rests with the business application owner. There is no proactive planning of which systems should be upgraded and when. Integrations •There is minimal automatic and real-time integration configured between applications. •The majority of communication between applications consists of a manual export/import process (human assisted) or an automatic export/import process which occurs on a pre-determined refresh cycle, typically 24 hours. Additional findings related to Inventory & Control of Software Assets are included as part of the Cyber Assessment. Digital Maturity Assessment |Business Applications 50 Current State Observations and Impacts Observations - 100 - Wherever business takes you Digital Maturity Assessment |Business Applications (continued) 51 Enterprise Architecture •Without proactive collaboration and communication between Departments and the IT Division, applications may not meet the technical requirements of the organization. •Applications and systems which do not support out of the box integration with key applications (i.e. SAP, Amanda, PRISM, Microsoft 365) may be introduced to the City. Custom integration development can be prohibitively expensive and requires significant resources / effort to implement and maintain. Solution Selection •Without a solution selection framework or defined process, applications and systems that do not meet business functional and technical requirements may be procured. Application Portfolio Management •Application performance, scalability, and security will be affected without a clearly defined application portfolio management strategy. •Business areas may be impacted by applications which are not updated or maintained according to application management standards. •Application sprawl can occur, resulting in multiple applications which accomplish the same function and duplication across the City along with increased costs. Application Maintenance •Application stability and functionality will be affected without a consistent and regularly occurring application maintenance cycle. Integrations •Without automated and real-time integrations between critical systems, services and processes may be impacted due to delays in the transfer of data and siloed data without a single source of truth, resulting in operational inefficiencies and additional manual effort required from employees. Current State Observations and Impacts The next few pages outline the various technology systems, software and tools utilized throughout the City. All technology architecture information is based on documentation review and discussions with internal stakeholders. Impacts - 101 - Wherever business takes you 52 The following pages outline the various technology systems, software and tools utilized throughout the City. All technology architecture information is based on document review and internal discussions with stakeholders. Business Applications |Systems Overview Architecture Diagram The diagram outlines the current integrations and data imports of the City’s major business applications. MNP has categorized the data flow by the following elements: •True Integration: Seamless, real time data flow between systems that are connected. True integration is in real time with no effort required by employees. True integration is typically well supported and built into the solution by the vendor. •Automatic Data Import: Data and information is automatically exported and imported between systems at a specific, predetermined time (i.e. daily data imports). •Manual Data Import: An employee manually exports and imports data between systems, including but not limited to, manual data entry, spreadsheet imports, etc. Business Application Profile A list of various business applications used by the City, with details regarding purpose, business owner, internal/external facing, hosting and number of users. Hosting Diagram A visual diagram that outlines the various business applications by on-premise or cloud hosting. Current State Observations and Impacts - 102 - Wherever business takes you Legend: 53 Shown below is a systems architecture diagram that illustrates high level integrations and data flows. Technology |Architecture Diagram Automatic data import Manual data import SAP Core Financial Activities Amanda Permitting System PRISM Online Permitting Platform** TXM Tax Manager Property Taxes LetsTalkPickering Online Engagement Platform SuccessFactorsHRIS ADP Payroll EzLabor Manager (ADP)Time Entry Parklane Health and Safety Laserfiche Records Management Open Data Portal Online Data Sharing BlueBeam Document Mark Up ACTIVEnet Recreation Program and Facility Management GHD Digital Online Citizen Payments* Non-Integrated Systems Lansweeper IT Ticketing System RTA Inventory Management * Citizen payments are not centralized within GHD Digital. (i.e. ACTIVEnet has its own payment system).**PRISM is not yet live to the public. FMW Budgeting True Integration Microsoft Office Productivity and Communication Intranet Internal Portal Current State Observations and Impacts Focus 511 GPS Snowplow Tracking - 103 - Wherever business takes you 54 Shown below is a systems architecture diagram that illustrates how applications and systems are accessed by City employees. The hosting structure of some business applications are still being confirmed (ADP, Microsoft Office, Open Data Portal). Technology |Hosting Diagram Remote Access via Citrix Cloud ApplicationsOn-premise ApplicationsCitrix SAP Core Financial Activities AmandaPermitting System PRISMOnline Permitting Platform** TXM Tax ManagerProperty Taxes SuccessFactors HRIS Parklane Health and Safety LaserficheRecords Management BlueBeam Document Mark Up ACTIVEnet Recreation Program and Facility Management GHD Digital Online Citizen Payments* Lansweeper IT Ticketing System RTA Inventory Management FMW Budgeting Intranet Internal Portal Citizen Facing Systems* Citizen payments are not centralized within GHD Digital. (i.e. ACTIVEnet has its own payment system).**PRISM is not yet live to the public. City employee Current State Observations and Impacts EzLabor (ADP) Time Entry LetsTalkPickeringOnline Engagement Platform MeltWater Online Media Monitoring - 104 - Wherever business takes you 55 Application Purpose Business Owner Internal or External Facing Hosting ACTIVEnet Recreation Program and Facility Management Community Services Internal and External Cloud ADP Payroll Finance Internal To be confirmed Amanda Permitting System City Development Internal On Prem BlueBeam Document Mark Up City Development (Building Services)Internal and External Hybrid Citrix Application Access IT Internal To be confirmed CoenCorp Fuel Management Operations (Work Centre)Internal On Prem Esri GIS Open Data / GIS City Development Internal and External Hybrid EzLaborManager (ADP)Time Entry Finance (Payroll)Internal Cloud FMW Budgeting Finance Internal On Prem Focus 511 GPS Snowplow Tracking Operations Internal and External To be confirmed GHD Digital*City Website (i:Create) and Online Citizen Payments (FormBuilder)Office of the CAO Internal and External Cloud gtechna Parking Tickets Clerks Internal and External Hybrid Intranet Internal Portal IT Internal On Prem Kantech Card Access System IT Internal To be confirmed Business Applications |Profile (1/2) The following table provides an overview of the current business applications. Please note, there are a number of areas identified as “to be confirmed” due to the disparate management of these applications across the organization. Current State Observations and Impacts *Citizen payments are not centralized within GHD Digital. (i.e. ACTIVEnet has its own payment system)- 105 - Wherever business takes you 56 Application Purpose Business Owner Internal or External Facing Hosting Lansweeper IT Ticketing IT Internal On Prem Laserfiche Records Management Clerks Internal and External On Prem LetsTalkPickering Online Engagement Platform Office of the CAO External Cloud Microsoft Office Suite (Outlook, Teams, SharePoint, etc.)Productivity and Communication IT Internal To be confirmed MeltWater Online Media Monitoring Office of the CAO Internal and External Cloud Open Data Portal Online Data Sharing To be confirmed External To be confirmed Parklane Health and Safety Human Resources Internal On Prem PRISM*Digital Permitting Platform City Development External On Prem RTA Inventory Management Operations Internal On Prem SAP Core Financial System Finance Internal Cloud Success Factors HRIS Human Resources Internal Cloud TXM Tax Manager Property Taxes Finance Internal On Prem The following table provides an overview of the current business applications. Please note, there are a number of areas identified as “to be confirmed” due to the disparate management of these applications across the organization. Current State Observations and Impacts *PRISM is not yet live to the public. Business Applications |Profile (2/2) - 106 - Wherever business takes you Network and Server Infrastructure Reliable network and server infrastructure are vital to organizations in today’s world, enabling productivity and effective and quality service delivery to citizens. As organizations seek to modernize their network and server infrastructure, a hybrid cloud adoption approach provides greater flexibility in what technologies can be utilized to support business objectives. Hybrid models strive to evaluate both on-premises and cloud solutions, with a focus on maximizing the return on investment to the organization. Service Management •The majority of all technology-related requests flow through the Lansweeper ticketing application. There is currently a small team which monitors the support ticket queue. •Guidelines between what constitutes a project versus a change control are dependent on priority and availability of resources. Change control orders are submitted and completed through a Power Automate form. •When an initiative or projects starts, SME’s are typically the project manager and implementer. •OpManager is utilized to monitor the connectivity status of network, storage, and server devices. Alerts are generated and sent to the Network team. •Account provisioning and de-provisioning processes are not automated. Enterprise Architecture Standards •Currently, there is no high level architecture planning document. Requests for computing, network, or storage resources are submitted through over time, often with the specifications required. The network and server infrastructure team applies their best judgement when determining specifications for resources which are provisioned for business groups. •The City has adopted a hybrid cloud approach where cloud-based systems are evaluated when selecting a new application or system. On-premises solutions are not exclusively preferred, however cloud-based systems must provide a tangible ROI, meet budgetary constraints, and align with the City’s cybersecurity requirements. •The IT Division is currently reviewing ways to leverage their existing Office 365 licensing in order to move on-premises files to SharePoint and OneDrive. Infrastructure and Platform Management •The City has all computing, network, and storage resources centralized into an on-premises hosting model. The main office site houses the datacenter, with three other sites acting as disaster recovery locations. •Refresh cycles for infrastructure, platforms, software and hardware are not formally defined. However, refreshes typically occur on a 5-7 year cycle, with a preference for purchasing assets versus leasing. •There are roughly 25 sites which are connected utilizing a secure VPLS connection or site to site VPN where required. Observations are continued on the next page Digital Maturity Assessment |Network and Server Infrastructure 57 Current State Observations and Impacts Observations - 107 - Wherever business takes you Configuration Management •A configuration management policy is not currently defined. The IT Division focuses on firmware and system updates for the systems which are deemed to be a high risk. •The Network Security Administrator within the IT Division is responsible for patching requirements and communicating patching strategies to the information technology server and storage team,who then perform the server and network updates. •The Network and Infrastructure Team within the IT Division maintains some level of standardization across operating systems, network hardware, storage systems, and virtualization technologies. Availability and Capacity Planning •Computing, network, and storage capacity are monitored. Formal capacity planning procedures on a scheduled basis are not currently completed due to lack of internal team capacity. •The IT Division has defined Service Level Agreements (SLAs). Monitoring occurs using reporting tools within the Lansweeper ticketing system. Efforts are made to monitor requests and ensure system uptime is within the bounds of SLAs. Due to the team size and complexity of the applications, there can be bottlenecks with completing requests or incidents in a timely matter.Additional findings related to Network and Server Infrastructure are included as part of the Cyber Assessment. Digital Maturity Assessment |Network and Server Infrastructure (continued) 58 Current State Observations and Impacts Observations (continued) Service Management •Account provisioning and deprovisioning processes are completed manually and can be time consuming and error-prone. •Project performance may be affected as a result of insufficient oversight, direction, resources and/or subject matter expertise. Enterprise Architecture Standards •Without enterprise architecture standards defined, the performance, scalability, and security of systems may be adversely affected. •Hardware and/or software may be procured and introduced that do not meet the city’s security, functional, or integration requirements. Infrastructure and Platform Management •Utilizing a hybrid cloud scenario to host computing, network, or storage workloads may increase service performance and availability for certain use cases. •Business groups may encounter delays in requests if additional on-premises infrastructure is required to meet the business request. In contrast, cloud- based infrastructure can be scaled up or down and rapidly deployed. Configuration Management •Maintaining a repository of standard templates and specifications for network and server infrastructure requests will reduce the time to complete the request. Availability and Capacity Planning •Performance and stability of systems can be impacted if there is no consistent capacity planning process. •Monitoring and review of SLA metrics enables leadership to determine the need for additional team capacity or system enhancements. Impacts - 108 - Wherever business takes you Digital Maturity Assessment |Data Management 59 Data Management Robust data management practices are an integral component of an open and transparent local government organization. Additionally, backup systems are essential in ensuring data protection, scalability, and performance. Backup systems utilize on-premises and cloud-based technologies to ensure backup data is transmitted to a secure location. In the event data must be recovered, backup systems are used to retrieve files or to restore an entire application or service based on the severity of the incident. Observations •There is no formal Data Governance structure at the City that outlines the policies, standards, processes, controls, roles, and responsibilities for data stewardship to ensure quality, integrity, completeness and security of current and future City data. •Records management policies and procedures are defined by City Clerks. The standard operating procedure is defined but has not been updated in the past 10-15 years. Documentation and file structure standards are maintained by Department administrative assistants. •Departments are the designated owner of their data, outside of information stored within Laserfiche (records management); however, data owner responsibilities are not clearly defined. •Requests for internal access to City or Department data are made to the IT Helpdesk or directly to the Department who maintains the data. Requests that flow through the IT Helpdesk are reviewed and completed based on priority, permission level and manager approval. •Citizens have access to the City’s Map Portal and Open Data Portal. They are also able to directly access Laserfiche (with limited permissions) in the event they require records from the City. Any external information requests for data are managed by City Clerks. City Clerks must identify the relevant department to extract relevant data or information. Employees may not know who to engage in order to obtain data and information they need. •Veeam backup technology ensures daily backups are completed. Data is stored on-premises and off-site in a secure cloud-based storage location. Additional findings related to Data Protection are included as part of the Cyber Assessment. Impacts •There is a loss of efficiency and organizational effectiveness when data locations and structures are not standardized. •There is a lack of visibility into City and Department data owners when it is not clearly defined or integrated. •While the City has an Open Data portal, there is not a dedicated focus on increasing the amount of publicly accessible data for the community. •The risk of data loss, performance, and scalability increases when there is not unified data management strategy across all City Departments. Current State Observations and Impacts - 109 - Wherever business takes you Digital Maturity Assessment |Business Intelligence and Analytics 60 Business Intelligence and Analytics Business intelligence and analytics encompasses the applications, infrastructure, tools and practices that enable access to and analysis of information to improve and optimize decisions and performance. ObservationsBusiness Intelligence •The City does not have a Business Intelligence and Analytics Strategy or other documentation to support the organization. There is no communication organization-wide that identifies and illustrates the importance of data analytics. •Business intelligence and analytics skills are not well understood or developed across the organization. The concept and application of data driven decision making is occurring ad-hoc within some Departments. Analytics Tools and Dashboards •The City does not currently utilize a standard analytics solution for aggregating data from disparate systems. Industry standard tools (i.e. PowerBI, Tableau, or Looker) are not formally in production; however, there are several users currently experimenting with PowerBI. There is no formalized initiative to utilize this tool across city departments. •There is currently no formal business intelligence architecture or utilization of data warehousing, ETL tools, or end-user reporting tools. •Departmental KPIs and other metrics are difficult to identify and monitor. •Identifying and gathering data from disparate systems can be difficult and time consuming. •The implementation of PRISM will allow greater visibility into permitting data and information. Impacts •There is not an organization-wide understanding or technical ability to leverage data and information for analysis and drive a culture of data driven decision making. •There is a lack of visibility into organization and departmental data as a result of disparate and siloed data and information. Current State Observations and Impacts - 110 - Wherever business takes you Cyber Maturity Assessment |Rating Overview 61 CIS Control 1. Ad-Hoc 2. Basic 3. Adequate 4. Professional 5. Leading Residual Risk 1. Inventory of Enterprise Assets LOW 2. Inventory of Software Assets HIGH 3. Data Protection HIGH 4. Secure Configuration LOW 5. Account Management LOW 6. Access Control Management LOW 7. Continuous Vulnerability Management LOW 8. Audit Log Management LOW 9. Email & Web Browser Protections LOW 10. Malware Defenses LOW 11. Data Recovery LOW 12. Network Infrastructure Management MED 13. Network Monitoring & Defense LOW 14. Security Awareness & Skills Training LOW 15. Service Provider Management MED 16. Application Software Security N/A 17. Incident Response Management MED 18. Penetration Testing LOW Average:LOW The City of Pickering’s overall cyber security level is professional with an overall medium level of residual risk. Compared to other municipalities, the City of Pickering is ahead of others as most score between a basic- adequate level of maturity. The maturity scores are based on the number of met CIS controls. An aggregated score based on the control implementation level is computed to generate the City of Pickering’s total current maturity score. Risk is based on observations within the CIS control domains and not necessarily on the control score, as not all controls mitigate the same risk. The observations included on the following pages outline gaps identified that have residual risk. Details outlining the process and strengths are not included in this report. Current State Observations and Impacts *CIS Control 16 –N/A because the City of Pickering does not develop in-house developed, hosted, or acquired software.- 111 - Wherever business takes you Inventory and Control of Software Assets A complete software and application inventory is essential to preventing cybersecurity incidents. Threat actors continuously scan enterprises for vulnerable versions of software that can be exploited and used in ransomware attacks. By comprehensively understanding software assets, the enterprise can determine if they are at risk or if there are potential licensing or policy issues with the applications being used by the organization. 1. Data management policies and practices have not been fully implemented •A detailed inventory of all licenced and authorized software and applications is not maintained. •The software inventory is not actively reviewed on a bi-annual or annual basis to ensure approved software is supported and operating at the current patch level or n-1. •Unauthorized software or applications that present a risk to the enterprise are not being removed/blocked, or an approved exception documented. •Automated software inventory tools have not been fully implemented to identify risky software, out-of-date versions, or software not licenced for use or supported. Impacts •Without a complete inventory of software assets, an enterprise cannot determine if they have vulnerable software in operation or if there are potential licensing violations. •Default software or modules bundled with typical business applications can create a potential security risk. •Unauthorized software may not be proactively identified to ensure the application does not pose a potential security or privacy risk. •Potential for the growth of shadow IT from side-loaded applications, modules, and extensions that do not require admin privileges for installation. Cyber Maturity Assessment |Inventory & Control of Software Assets 62 Current State Observations and Impacts (CIS Controls 2) Overall Residual Risk High - 112 - Wherever business takes you Data Protection The adoption of work-from-home policies, cloud applications, and the use of mobile end-user devices has decentralized the sensitive data that an organization holds. Often this data is related to financial, intellectual property, customer, and personal data. Data protection has become an increasingly important to ensure the appropriate use and management of data through its entire lifecycle. 2. Strong information classification standards and practices have not been fully implemented. •A data management process that includes practices for classifying and identifying sensitive data has not been implemented. •Data protection standards have not been established to ensure data sensitivity, owner, retention limits, and disposal requirements. •The enterprise has not adopted secure disposal policies and practices. •Sensitive data at rest and in transit is not consistently using secure encryption ciphers and technologies. •A data loss prevention solution has not been implemented to identify sensitive data stored, processed, or transmitted through enterprise assets. •Logging and monitoring processes for access to sensitive data, including modification and disposal, have not been implemented. Impacts •Increased risk of unauthorized data disclosure or loss that may result in a privacy breach. •Regulatory and reputational losses if sensitive or critical data is disclosed on a public forum or the dark web. •Lack of awareness of sensitive data leaving the environment because the enterprise is not monitoring data flows. •Physical data theft on portable end-user devices, including laptops, smartphones and portable drives holding sensitive data. •Loss of control of sensitive or business-critical data that may result from ransomware or other malicious threat that targets insecure data repositories. Cyber Maturity Assessment |Data Protection 63 Current State Observations and Impacts (CIS Controls 3) Overall Residual Risk High - 113 - Wherever business takes you Service Provider Management Many organizations increasingly rely on third-party vendors and service providers to provide business-critical IT functions for the enterprise. Often the organization is directly connected to the third-party infrastructure or cloud application which may result in breaches at the third-party affecting business operations. Developing a process to evaluate service providers who hold sensitive data, or are responsible for critical business applications, will ensure these providers are protecting those assets and data appropriately. 3. Risks for third-party service providers are not considered or addressed consistently throughout the organization. •A cloud service provider policy has been established, including criteria for classifying service providers. •Procurement oversees purchases exceeding $1,000 or RFP/Tender. However, cybersecurity requirements are not considered during procurement. •The current process for onboarding and maintaining an inventory of service providers to ensure minimum standards for reliability and protection of sensitive data is ad-hoc. •It is common for applications and services to be implemented by individual departments without considering cybersecurity requirements, assessing service providers, or considering the reliability or cybersecurity requirements during procurement and onboarding. •An important note is that the management of some third-party service providers is taking place outside of the IT Division. The Finance Department oversees SAP which has addressed some of the key requirements for service provider management, such as security requirements in contracts and review of the SAP service provider risk profile. Reviews of SOC2 reports for financial systems (SAP) are part of the auditing process being performed by Deloitte. Impacts •A breach or compromise of a third-party application or infrastructure may impact the organization’s critical business processes. •Indirect impact on the organization due to a service provider breach affecting IT applications, systems, or data. •Unauthorized disclosure of sensitive data processed or stored on third-party applications or systems that are not protected with strong encryption. •Reputational loss or regulatory impacts from data security and privacy breaches as a result of the third-party service provider incidents. Cyber Maturity Assessment |Service Provider Management 64 Current State Observations and Impacts (CIS Controls 15) Overall Residual Risk Medium - 114 - Wherever business takes you Logging, Monitoring and Incident Response Log collection, monitoring, and incident response is critical for an enterprise’s ability to detect malicious activity quickly. Often audit records are the only evidence of a successful breach, yet many organizations overlook the importance of monitoring and incident response to contain and mitigate the effects of a successful attack. 5. A formal incident response plan has not been documented or implemented. •An incident response plan that defines minimum security incident thresholds, workflow, key performance indicators, and reporting has not been fully implemented. •Incident response tabletop exercises with key personnel and the leadership team to test communications channels, decision-making, and workflows are not being performed. •Log collection, retention, and monitoring standards have not been documented or maintained to facilitate a forensic investigation in case of a breach. •Command line audit logs are not being collected and retained in a Security Information Event Monitoring (SIEM) system. •Audit logs are not being retained for the minimum recommended 90 days for immediate review, and 1 year is available from the archive to facilitate forensic investigations. Impacts •Without a well-thought-out incident response plan and regular (annual) tabletops exercises may leave the organization unprepared to respond effectively to a major cybersecurity incident. •A forensic investigation may not be able to determine the root cause or the scope of a cybersecurity incident if the minimum log collection, monitoring, and retention standards have not been implemented. •Potential for malicious insider threat to perform privileged and not be detected without collecting and retaining command line audit logs. Cyber Maturity Assessment |Incident Response Management 65 Current State Observations and Impacts (CIS Controls 8, 13, 17)Note: Overall maturity of this control is considered “High” as many of the safeguards associated with this control have been implemented. Overall Residual Risk Medium - 115 - Wherever business takes you Network Infrastructure Management A secure network infrastructure is essential for defending and mitigating the impacts of cybersecurity attacks. Having a comprehensive network security architecture, implementing secure configurations, patching, network segmentation, and continuously monitoring firewalls and security systems all work together to improve resilience to cybersecurity incidents. 6. Network infrastructure security should be improved with greater network segmentation and centralized management tools. •A manual process for determining when network infrastructure updates and patches are available. •Legacy devices (switches) are no longer supported by the vendor with current security patches and firmware updates. •A high-level security architecture that shows security systems, approved ports/protocols, segmentation, remote access, wireless, and cloud integrations has not been developed or documented. •A centralized network Authentication, Authorization, and Auditing (AAA) capability has not been implemented. •Network segmentation with stateful packet inspection between all trusted, un-trusted, and public networks has not been fully implemented. •Dedicated computing resources (physical or logical separation) for performing all administrative tasks or access has not been implemented. Impacts •Network device configurations may become less secure as users demand exceptions for specific business needs. •Legacy devices that the vendor does not support may be missing critical security patches, leaving them vulnerable to compromise. •The security architecture may not address all the threats and risks associated with the evolving needs of the business. For example, the rapid adoption of work-from-home, and cloud applications has increased the risk to many organizations. •Manual and distributed network management and system administration tools and practices, may not provide the level of assurance that is required to protect the enterprise. •Use of shared resources for performing administrative tasks, may leave them vulnerable to insider or man in the middle attacks. Cyber Maturity Assessment |Network Infrastructure Management 66 Current State Observations and Impacts (CIS Controls 12) Overall Residual Risk Medium - 116 - Wherever business takes you Inventory and Control of Software Assets Managing enterprise assets and access to sensitive data is critical for a mature cybersecurity program. Developing consistent access rights for each role and assigning roles to users and ensuring a consistent process has been implemented for provisioning, accessing granting, and de-provisioning access is a best practice for cybersecurity. 4. The access granting, revocation, and decommissioning process for enterprise assets has yet to be fully implemented. •A formal process has not been established for provisioning and granting access to enterprise assets for new hires, existing employees and contractors, or role changes within the organization. •A formal process has not been implemented for revoking access to enterprise assets through disabling accounts immediately upon termination, rights revocation, or user role change. Disabling accounts, instead of deleting accounts, may be necessary to preserve audit trails. Impacts •Potential for user access to enterprise assets or data not required for their role. •Immature process that grants users broad access to data or lingering access as users change roles within the organization over time. •Increased risk from some user activities, especially when accessing sensitive data or applications from untrusted networks. •Potential for unauthorized access or disclosure of sensitive data. Cyber Maturity Assessment |Access Control Management 67 Current State Observations and Impacts (CIS Controls 6)Note: Overall maturity of this control is considered “High” as many of the safeguards associated with this control have been implemented. Overall Residual Risk LOW - 117 - Wherever business takes you 68 Digital Maturity Assessment Summary Current State Observations and Impacts The City of Pickering has demonstrated great potential when it comes to the overall Digital Maturity Assessment. There is a strong desire within the organization to mature and foster a culture of collaboration, continuous improvement, innovation, and citizen-centric service delivery. The City’s Digital Maturity ratings are due in large part to limited resource capacity and the decentralized approach to managing technology and data for the organization. The City is not alone in this situation. Historically, many public sector organizations have limited funding for technology in favour of investing funds into direct service areas. This has resulted a significant gap in how to meet the demand from citizens and the community for a streamlined digital experience as well as the ability to strategically manage and use data and information for strategic and operational decision-making. Trends have started to show an increase in spending on digital transformation, third party hosted applications, cloud infrastructure, and data analytics across the public sector as organizations embark on their journey to modernize and embrace the digital future. - 118 - Wherever business takes you Current State Observations and Impacts |People, Process, Technology 69- 119 - Wherever business takes you What We Heard |Current State Overview 70 Current State Observations and Impacts At the outset of each Department Workshop and at our first Steering Committee meeting, attendees were asked to contribute to two Word Clouds. The results of each session have been combined to create the following. During the word cloud creation activity, additional context was provided to preface that the current state of digital tools and supports encompasses more than just technology software. Digital tools and supports includes the organizational tools, processes, procedures, training, and structures that enable digital tools to be successful. The word cloud shown below are reflective of reflective of employees experiences and knowledge with all components that related to digital tools. What three words would you use to describe the City’s current state of digital tools and supports? What three words come to mind when you think of Digital Transformation? - 120 - Wherever business takes you People |Overview 71 Current State Observations and Impacts The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. Organizational Structure and Design Modern organizations have elevated the role of technology to the Executive level and expanded the traditional portfolio to encompass digital services, data, and innovation. IT’s placement in the organization should reflect the movement to a centralized model for management of technology resources. Collaboration and Communication There is a desire from employees across Departments for increased collaboration and communication, especially regarding technology and data. Business units and IT have the opportunity to work in partnership to enhance operational efficiencies and direct service delivery to the community. User Friendly and Intuitive User friendly and intuitive tools are needed for employees to perform their best work as well as for citizens and other stakeholders to engage effectively through digital channels. This is a high priority area for users as it is easier to learn to navigate and learn tools that are designed with the end-user experience in mind. Change Management Dedicated change management resources are required for all digital initiatives in order to create the momentum necessary to sustain the change. Strong change leadership and sponsorship is also needed, including a consistent and clear vision for the future. Training Employees articulated the need for consistent, relevant, and accessible technology training and onboarding for all new employees. Seasonal and part-time team members do not have the same access to training and supports as full-time employees which is a challenge for their leaders. Resources and Support The IT Division is limited in their ability to provide enhanced support to the organization due to resource capacity constraints. Employees spoke positively of the support that is received; however, emphasized the need for additional services, expertise, and time. The expansion of the portfolio to include digital services, data and innovation will require an even greater resourcing complement. - 121 - Wherever business takes you People |Survey Responses 72 Current State Observations and Impacts 3%6% 30% 45%43%49% 25% I understand how to use the technology systems and tools that are required for my job. I have received adequate training and support to use these technology systems and tools. Strongly Disagree Disagree Agree Strongly Agree 1%1%7% 18%23% 40% 52%48%53% 30%29% I am comfortable learning how to use and apply new technology systems and tools in my job. I know where to access relevant technology support and resources at the City I find it easy to get help when something is not working with the City's technology. Strongly Disagree Disagree Agree Strongly Agree “We need enhanced training for new technology (relevant content, different types to match learning styles, various methods such as written documentation). Training should be developed with recognition that not all staff have the same level of familiarity with technology or jargon.” “We need to have the resources to support and business owner resources (leaders) to ensure we move forward with changes.” “We need buy-in and united messaging from senior management and staff.” The following information was taken from the results of the Employee Survey. There were 122 responses and information was gathered both quantitively and qualitatively. All survey results can be found in the appendix. - 122 - Wherever business takes you People |Survey Responses 73 Current State Observations and Impacts I think that engaging all staff for feedback on how the City moves forward with digital initiatives is a great start as great ideas can come from all levels. Thank you for the opportunity to participate. I feel by starting this conversation the City is on the right path and getting input from staff should show what we truly need to make this a successful transition into the modern era. I'm pleased that there is an awareness that the Digital Strategy is needed and look forward to moving forward. Thanks for taking our input! Many employees expressed appreciation for the opportunity to provide feedback. The following quotes were taken from the Employee Survey results. “ “ “ ““ “ “ “ “ “ - 123 - Wherever business takes you Process |Overview 74 Current State Observations and Impacts The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. Unclear Organizational Priorities / Vision / Strategy As the City embarks on the development of a new strategic plan and supporting corporate priorities employees will be able to work proactively to support those priorities. Employees expressed challenges with understanding the City’s priorities, resulting in a reactive approach to projects and initiatives. Disparate Technology Decision Making The City does not currently have a formal Technology Governance structure in the form of a corporate committee. As a result, there is often limited collaboration between departments and the IT Division when it comes to making technology sourcing decisions. Misalignment of Roles and Skills The City has a noticeable gap in the areas of technology procurement, business analysis, and business relationship management. These roles would directly contribute to increased collaboration and engagement between IT and the City’s Departments. Manual and Duplicate Effort There is a significant amount of manual and duplicated effort required from employees when using the current suite of business applications and technology tools that lack integration and data sharing. Lack of Standardization The City is using a decentralized approach to the overall management of technology and data. This has led to a lack of standardization when it comes to business processes, procedures, expectations, and guidelines. Desire for Streamlining and Self-Service Many employees indicated the desire for streamlined and self-service processes. In order to enable streamlining, there is a need to automate and standardize processes by utilizing modern technology functionalities to reduce manual effort, duplicate data entry and mitigate the risk for human error. - 124 - Wherever business takes you Process |Survey Responses 75 Current State Observations and Impacts 4%9%6% 21% 32% 20% 49%44%44% 26% 15% 31% I can easily access the information, including data and/or reports, required to complete my job activities. I find processes are streamlined and automated because of the technology systems and tools being used at the City. I often have to perform additional tasks and manual activities to ensure tools, systems, and/or processes work effectively. Strongly Disagree Disagree Agree Strongly Agree The following information was taken from the results of the Employee Survey. There were 122 responses and information was gathered both quantitively and qualitatively. All survey results can be found in the appendix. “An online portal for citizens to view their information and conduct services (i.e. payments) would reduce amount of work for employees.” “There is a backlog of systems that could be automated, streamlined or process improvement.” “There is a lack of access to organizational data and information sharing (siloed within departments).” “There is a lack of clarity regarding processes and procedures (especially SAP, Finance).” “Currently, policies and processes are not streamlined throughout the organization, resulting in duplication of effort. The current processes are outdated and paper based (need to be adapted to digital).” “We should reduce paper based processes by implementing digital processes, reduce siloed systems and improve organization-wide integration.” - 125 - Wherever business takes you Technology |Overview 76 Current State Observations and Impacts Lack of Integrated Systems and Applications Many departments indicated their support for an organization-wide consolidation of numerous technologies with a focus on tools and functionality that that can be leveraged across the departments. As part of the consolidation of technology, there is an opportunity to enhance integrations to ensure seamless data flow to empower users to adopt and utilize consistent tools and processes. Data Siloes The City has a significant amount of data that is gathered and stored; however, it is not integrated in such a way to make it easily accessible to other internal departments or integrated with other data. There is interest to increase the City’s ability to share data and use analytics to understand and drive decision making. Accessible / Ability to Work Remotely Employees are able to access the tools required to complete their jobs remotely, enabling a flexible work environment for those who are not required to be in the office everyday. Desire for Single Sign-On / Multiple Passwords Many employees requested single sign on to reduce the number system log-ins and passwords. IT has indicated new technology must be able to support this capability. Additionally, single sign on for public-facing tools is also desired to streamline the user experience. Need Streamlined Functionality The need for streamlined functionality and modern, integrated tools was shared by employees across Departments to support operational efficiencies and enhanced customer service delivery. No Corporate Technology Investment Plan The City does not currently have a technology investment framework or a mechanism for prioritizing technology investments at the corporate level. Technology spending is not centralized. The following themes summarize the perspectives, ideas, challenges, and opportunities shared by City leaders and employees in interviews and workshops. - 126 - Wherever business takes you Technology |Survey Responses 77 Current State Observations and Impacts 7%7%9% 29%29% 35%39% 51% 41% 26% 14%14% I am required to enter the same data multiple times in multiple systems or documents. I feel the City's current systems, tools, processes and accompanying support meet my professional needs and enable me to complete my job efficiently. I feel the City's current systems, tools, processes and accompanying support enable efficient and effective service delivery to the public. Strongly Disagree Disagree Agree Strongly Agree The following information was taken from the results of the Employee Survey. There were 122 responses and information was gathered both quantitively and qualitatively. All survey results can be found in the appendix. “There is an inconsistency of inputting the right data into the right tools, due to lack of integration or lack of licenses.” “There is an inconsistent use of technology by all staff.” “We have numerous logins for various software / systems.” “We need an understanding how systems work together (integration of software and databases).” “Our technology is not always user-friendly and the systems don’t have all the right functionalities.” ‘We could find one or two systems that could serve multiple purposes.” “The website is outdated and difficult to navigate. We could Upgrade and modernize website so employees and citizens can navigate more efficiently and increase user-friendliness.” “We could use data visualization tools to display information to be reviewed at a glance and data analytics for decision making.” - 127 - 4. Leading Practices and Industry Scan - 128 - Wherever business takes you 79 Overview This section details the research conducted into Leading Practices and Industry Trends for local government digital transformation, innovation, and strategy. It is organized into the following two subsections. 1.Digital Trends and Case Studies Included in this subsection is a summary of digital trends in municipal government followed by a series of 12 case studies ofmunicipal innovations across the globe. 2.Municipal Digital Strategies This subsection provides an overview of 12 municipal digital strategies and their focus areas from eight municipalities in Canada and four located in other countries. An overview of the common themes and lessons learned during implementation is also included. Leading Practices and Industry Scan - 129 - Wherever business takes you Leading Practices and Industry Scan |Digital Trends and Case Studies 80- 130 - Wherever business takes you Digital Trends 81 Municipalities across Canada and the world are digitizing their business processes and interactions with citizens, as well as becoming leaders with Open Data and Smart City initiatives through the adoption of innovative and disruptive technologies as well as the movement to more open and transparent government models. Leading trends are outlined below and explored on the following pages through a series of Case Study examples. Leading Practices and Industry Scan Cloud Computing Many municipalities are shifting to cloud-based systems rather than storing and working with their data locally. Prioritizing Data Local government entities are collecting, storing and using more data to inform their decision-making as well as making as much as possible available to the public in an accessible and readable format. Artificial Intelligence (AI) From data analytics to automation, AI is an important tool municipalities use for service delivery. Internet of Things Cities are creating a network of digital and mechanical machines (sensors, etc.) to collect data and enhance services. Cybersecurity As more data is collected and used to drive innovation, cities are putting a focus on security. Self-Service First The citizen experience is becoming simpler and more streamlined with the ability to personalize the experience through digital channels. - 131 - Wherever business takes you Case Studies 82 Leading Practices and Industry Scan Harnessing City Data -Singapore Singapore has been using both government data and private-sector data to enhance city services and increase economic value. Along with smart technology, such as motion and sound sensors, the citywide data platform supports better planning and decision-making in many of the city's initiatives. Other innovative cities are also creating citywide data platforms, combining data from a variety of sources, and applying AI and data analytics tools to the data sets to gain valuable insights about the needs of their citizens. Santa Monica’s Wellbeing Project –California, USASanta Monica's Wellbeing Project helps the municipality to better understand the community's needs through data collection and analysis. The project tracks citizens' wellness by gathering data from the city, a resident survey and social media. Findings from this "Wellbeing Index" are incorporated into future planning and budget allocation to support citizen wellbeing. Examples of innovative uses of technology and data by municipalities around the world. - 132 - Wherever business takes you Case Studies 83 Leading Practices and Industry Scan Hush City Mobile Lab –Berlin, Germany Traffic and other sources of noise have been identified as stressors that can affect a community's wellbeing. Together with Hush City Mobile Lab, the municipality of Berlin developed a free mobile app that helps citizens find quiet areas in their community.The Hush City app identifies quiet spots in each neighborhood, crowdsources them and categorizes them based on several characteristics, such as sound level, visual quality and accessibility. The Pittsburgh Data Trust –Pennsylvania, USA The Western Pennsylvania Regional Data Center (WPRDC) is a non-profit data trust supported by a partnership between the city of Pittsburgh, the University of Pittsburgh, and Allegheny County.The city and county invested in the infrastructure to build the data trust and move the data between the city, county, and trust. This is now the ultimate data resource for those in Western Pennsylvania. Examples of innovative uses of technology and data by municipalities around the world. - 133 - Wherever business takes you Case Studies 84 Leading Practices and Industry Scan Water-Conscious Urban Development –Fukuoka, JapanThe city of Fukuoka developed a system that uses special sensors to simultaneously monitor and control the water flow and pressure that is supplied to each area of the city. This system can increase and decrease the water pressure in specific areas, monitor and control the water leakage, and the data collected from the system can be analyzed and used to forecast how much water each area requires. Overall, this system is crucial for maintaining optimal water distribution throughout the city. CareTech –Fukuoka, JapanFukuoka has collaborated with the local community and IoT networks to monitor and protect the elderly and people who suffer from dementia. A system called "Care-Tech"solutions has been integrating and assisting door-to-door visits, daily check-ups, calls and texts. It also enables the use of information and communications technology (ICT) to search for seniors who get lost, as well as various IoT-based monitoring solutions to ensure the wellbeing of the city's most vulnerable. Examples of innovative uses of technology and data by municipalities around the world. - 134 - Wherever business takes you Case Studies 85 Leading Practices and Industry Scan Examples of innovative uses of technology and data by municipalities around the world. Dubai Happiness Meter –Dubai, UAE The Happiness Meter is one of Dubai's first strategic 'smart city' initiatives and the world’s first, city-wide software that captures citizens' feelings towards everyday experiences. It measures peoples' sentiments across the entire city, with both private sector and government entities hosting Happiness Meter touchpoints. This initiative supports Dubai's overarching goal of being "the happiest city on earth". SmartOslo –Oslo, Norway To help face challenges in areas such as climate, health, digitization and mobility, the City of Oslo has created the SmartOslo initiative. Through collaboration with businesses, applicants will help support faster development and adaptation of smart, user-friendly and sustainable services. The program will help promote customer-driven innovation, better inclusion of business, job creation, and more. - 135 - Wherever business takes you Case Studies 86 Leading Practices and Industry Scan Examples of innovative uses of technology and data by municipalities around the world. Digital Equity –Calgary, AB Learning, supports and services are becoming increasingly digital in Calgary and across the world. As a result, the digital divide within and between communities has also increased, as many people still do not have the technology access, tools, or skills they need to work, study or connect online.The City of Calgary aims to reduce this digital divide by implementing a Digital Equity Strategy. Smart Seoul –Seoul, South Korea Smart Seoul puts a focus on the city's relationship with citizens and works to improve the community's quality of life. Smart Seoul uses a functional ICT framework to build on the city’s previous initiatives of u-Seoul, which focused on issues such as efficient service provision, infrastructure and network maintenance. Through the application of IoT and digital access, the Smart Seoul initiative goes above and beyond the capabilities of u- Seoul. - 136 - Wherever business takes you Leading Practices and Industry Scan |Municipal Digital Strategies 87- 137 - Wherever business takes you 88 As the City of Pickering undertakes this foundational work to developing its first Digital Strategy, it is important to consider potential learnings from other municipalities who have already begun their digital transformation journeys. The municipalities for this Market Scan were selected using the following rationale: •They are in the process of implementing a digital strategy; •Their digital strategy has a public-facing component; •They range in population size up to 1 million. The following pages provide an overview of each municipality and its digital strategy. Not every city follows the same format for how their digital strategy is created and implemented. Although the strategies are catered to suit each city’s environment, they all help to provide insight into the current leading practices for municipal digital transformation. At the end of this section is a summary of the common themes found across all the strategies as well as any lessons learned shared directly from these cities, who were all invited to participate in a short interview to support this research. Municipal Digital Strategies Leading Practices and Industry Scan Canadian Municipalities International Municipalities - 138 - Wherever business takes you City of Richmond, BC 89 Digital Strategy:2022 Update 209,937 Population Vision “To optimize and integrate business processes which leverage technology innovation to deliver exceptional services.” Key strategic priorities for the City of Richmond: Extending the reach of City online services •Improve convenience and business processes. Expanding the connected City architecture •Increase fibre optics, broadband, and Wi-Fi availability. Expanding mobility for staff •Extend the mobility of our staff to further help them do their jobs in a more effective and efficient way. Integrating and interconnecting City infrastructure •Create a Digital Nervous Ecosystem (DNE) and integrate various systems with it. Promoting open and transparent government •Make it easier than ever for the public to provide input to government and feel more connected and engaged. Leading Practices and Industry Scan ~42 staff resources in Technology - 139 - Wherever business takes you City of Richmond, BC 90 Leading Practices and Industry Scan - 140 - Wherever business takes you City of Markham, ON 91 Digital Markham Strategy Vision “The City of Markham is a platform for digital innovation and collaboration between citizens, business, and government that contributes to the overall quality of life in the city. “ 338,503 Population Key Strategic Priorities for the City of Markham: Engaging and Serving the Community •Includes increasing integrated digital services on the web and mobile, expanding community engagement on digital platforms, improving digital literacy, and growing Markham’s leadership in digital democracy. The Digital Differentiator for Business •Establish a showcase digital community through strategic partnerships and new standards for the smart city, reduce friction for business, and attract and retain businesses and talent that align with Markham brand. The Digital Workplace •Increase organizational digital maturity, establish a digital operating model, enhance data-driven decision making and increase resiliency of digital infrastructure. The City as a Platform •Develop a “living lab” in Markham for rapid prototyping of new initiatives, increase awareness of a new, unique digital Markham brand, leverage ICT cluster to establish Markham as a showcase digital community, and increase transparency and access to open data. Leading Practices and Industry Scan ~50 staff resources in Technology - 141 - Wherever business takes you City of Markham, ON 92 Leading Practices and Industry Scan - 142 - Wherever business takes you City of Logan, AUS 93 Digital Strategy Vision “Council will leverage digital services to make a positive and sustainable difference in the community.” 350,740 Population Mission“Council will deliver digital services that enhance customer service outcomes, improve operational efficiency and demonstrate leadership within the Local Government sector.” Key strategic priorities for the City of Logan: Information that supports Customer-Centric Solutions •A focus on the accuracy, management, security and accessibility of Corporate Data will support the enablement of new online customer service channels, optimization of business operations, systems integration and open data initiatives. Business Efficiency •Business processes will be digitized and optimized using lean techniques. Leading Practices and Industry Scan Strategic Alignment The development of a Digital Strategy is a priority focus of the Corporate Plan 2017-2022, supporting the Priority: Next Generation Governance. The Digital Strategy is also an enabler for our City Futures Strategy, Corporate Innovation Strategy, Customer Experience Strategy and People Plan. - 143 - Wherever business takes you City of Logan, AUS 94 Guiding Principles: 1.Our customer service outcomes are enabled by digital services 2.Our digital services increase efficiency 3.Our information is treated as a strategic asset 4.Our business productivity will improve through collaboration 5.Our culture of innovation is enabled by our digital services Objectives: 1.Digital services are flexible, responsive and enable great customer service 2.Information is accessible, managed and secured 3.Digital services are integrated and managed to optimise the value of our investments 4.Digital services support innovative ways of working 5.Governance enables transparency of the digital transformation process Leading Practices and Industry Scan - 144 - Wherever business takes you City of Hamilton, ON 95 Digital Strategy 569,353 Population Vision “Enable the seamless delivery of customer-centered digital services for our residents, businesses, partners and employees, and continue to enhance confidence in the City and its services.” Strategic Alignment The Digital Strategy was designed to align with and support the entire organization, notably the IT, Customer Service and Web Strategies. Guiding Principles 1.Customer-centered Design 2.Collaborative and Connected 3.Transparent and Accountable 4.Continuous Improvement Key strategic priorities for the City of Hamilton: Digital Foundations Developing core processes that outline how the City uses digital technology to deliver value to users. Digital Workplace Ensuring staff have the technology, skills and support to effectively deliver City services. Digital Delivery Improving service delivery experience through digital technology. Leading Practices and Industry Scan ~125 staff resources in Technology - 145 - Wherever business takes you 96 Digital Strategy on a Page Leading Practices and Industry Scan City of Hamilton, ON - 146 - Wherever business takes you City of Surrey, BC 97 Smart Surrey Strategy 568,322 Population Strategic Alignment The Smart Surrey Strategy supports the principles of Surrey’s two guiding documents: its Official Community Plan and its Sustainability Charter. Key strategic priorities for the City of Surrey: Social Engagement and Connectivity •A socially engaged and connected community is one where residents actively participate in decision making and the City of Surrey is both transparent and accountable. Economic Growth •The local economy in a smart city is prosperous and resilient. It achieves a one-to-one ratio of jobs-to-resident work force and a balanced tax base. New jobs are created in knowledge-based and high-growth industries by local entrepreneurs. The City has a world-class network of partners to enable growth. Service Delivery Innovation •Service delivery in a smart city is easy, convenient, and efficient for residents to do business with the City. Residents have multiple methods to do business, either digitally or in person. The City’s service delivery is customer-focused, efficient, and cost effective. Smart City Infrastructure •Smart City Infrastructure consists of optimized methods of construction, operation, and maintenance. The City uses leading-edge technology and new approaches to find efficiencies, coordinate activities, and collect data to do more with less. Leading Practices and Industry Scan ~130 staff resources in Technology - 147 - Wherever business takes you City of Surrey, BC 98 Leading Practices and Industry Scan - 148 - Wherever business takes you City of Beaumont 99 Digital Master Plan 20,888 Population Administrative Outcomes •Increase our shared understanding of what Digital means for the City and the community. •Grow our skills and capacity for leveraging technology and data to manage programs and services. •Foster accountability and momentum for identifying and prioritizing future digital initiatives that will continue to make Beaumont a Digital Leader. Community Outcomes •Increase trust and openness with citizens, businesses and other community stakeholders through new meaningful ways to stay connected. •Increase digital literacy and skills through awareness- building and education, leading to more relevant digital connections. •Share input, ideas and feedback to inform the future direction of the City’s digital initiatives Strategic Alignment The initiatives identified in this Digital Master Plan directly contribute to the following Aspirations and Objectives as identified in the Council Strategic Plan 2022-2026: Building Our Tomorrow, Today. Leveraging technology, data, and innovation to enhance internal operations and citizen services. Leading Practices and Industry Scan - 149 - Wherever business takes you City of Beaumont 100 Leading Practices and Industry Scan - 150 - Wherever business takes you City of Thunder Bay, ON 101 Corporate Digital Strategy Vision“A collaborative approach to delivering customer-centred, digitally-powered City services.” 108,843 Population Key strategic priorities for the City of Thunder Bay: Digital Workplace •Connecting all staff, using technology to make staff working lives simpler and easier. Digitalized Business Processes •Replacing paper-based, manual processes with automated, digital, real-time, workflow-based processes. Digital Infrastructure •Ensuring we have the connectivity, Cloud capabilities and cybersecurity to support the City and our community. GIS Data and Analytics •Managing data well and using it to drive our practices and decision-making. Digital Services •Providing great, self-serve, digital experiences to customers over visits or calls to City Hall. Leading Practices and Industry Scan Digital Strategy Brochure ~32 staff resources in Technology - 151 - Wherever business takes you City of Thunder Bay, ON 102 Leading Practices and Industry Scan - 152 - Wherever business takes you City of Bristol, UK 103 Digital Strategy 2022-2027 472,400 Population Strategic Alignment This Digital Strategy is part of a wider framework that supports the delivery of our overarching Corporate Strategy 2022-27. It shares important links with our Data, Insight and Information Strategy, Connecting Bristol Strategy, our emerging Channel Shift Strategy and our approaches to citizen services and rationalising our corporate property estate. Key strategic priorities for the City of Bristol: Easy, engaging and inclusive •Provide easier digital access council services and encourage people to use it. Take a user-centered approach to design and maximize accessibility. Take action to improve digital inclusion. Simple, stable, and secure •Work in a prioritized and systematic way to simplify and modify our digital estate to make it as secure, resilient, and reliable as practical. Well-used and used-well •Support colleagues to make the best, fullest use of tools and technologies available to them, developing high levels of digitally skilled collaboration. Provide robust data and insights to ethically improve effectiveness and efficiency. Ready to partner, willing to share, and able to innovate •Adopt the right technologies, systems, processes, culture, and governance to provide a safe and productive environment for wider collaboration and problem-solving using technology. Leading Practices and Industry Scan - 153 - Wherever business takes you City of Bristol, UK 104 Leading Practices and Industry Scan - 154 - Wherever business takes you City of Cork, IE 105 Digital Strategy Vision“To make Cork the Connected City –Innovative, Inclusive, and Inspiring.” 222,333 Population Key strategic priorities for the City of Cork: Citizen Participation •Improve information sharing, promote the participation of citizens in decision-making and support community development. Support Services •Facilitate digital transformation across Cork. Digital Skills •Enhance digital skills and understanding for people and businesses. Open Data •Facilitate greater access to data to better inform decisions, improve transparency, and support innovation. Infrastructure •Enable digitalisation and improve connectivity. Governance and Leadership •Explore the governance of the digital strategy and the coordination of a wider smart agenda. Climate Action •Help people and organisations to address climate action and achieve climate sustainability goals and responsibilities. Leading Practices and Industry Scan - 155 - Wherever business takes you City of Cork, IE 106 Leading Practices and Industry Scan - 156 - Wherever business takes you City of Westminster, UK 107 Customer Experience & Digital Strategy Vision“Transform the way our customers interact with the council making it easy for them to find the information and services they need to improve their lives.” 204,236 Population The following are the key strategic priorities for the City of Westminster: Customer •We will make sure that your needs are always at the heart of any service we provide. Council •We will regularly review our services ourselves, using data and information to understand what improvements we can make to ensure we’re always providing you with the best possible experience. Place •We will use digital technologies to work efficiently together with our local public and voluntary sector partners and share data where appropriate to make sure we can provide the best possible experience to customers. Technology •This involves a commitment to developing services that meet the needs of citizens, protecting citizens’ privacy and security and striving to deliver better value for money. Leading Practices and Industry Scan - 157 - Wherever business takes you City of Westminster, UK 108 Principles: 1.Always put the customer at the heart of everything we do 2.Make our digital channels so good that you prefer to use them 3.Continuously seek feedback and evidence to improve how we do things 4.Create a culture that listens to what you want, and takes the time to understand what you need 5.Continue to recognise that some customers need support to contact us digitally, and maintain alternative ways of contacting us for our most vulnerable customers 6.Support our staff to provide the best possible experience to you, and invest in their training and understanding of digital and good customer service 7.Invest in the right technology to meet our ambitions. Leading Practices and Industry Scan - 158 - Wherever business takes you City of Madison, USA 109 Information Technology Strategic Plan 2021-2023 Vision “Our Madison –Inclusive, Innovative, & Thriving Through Technology” 269,196 Population MissionConnect employees and the public to City services and information through people-focused technology solutions. Key strategic priorities for the City of Madison: Customer Service •Providing more holistic services through the improvement of project intake and management processes and the standardization of service delivery across IT. Digital Inclusion •Create more opportunities for residents to access City services and engage in City government through technology. Digital Workplace •Create a framework for continual improvement of processes, tools, and operational efficiencies to meet employees’ needs and the City’s goals. Employee Engagement •Support women, people of color, and other marginalized employees in the workplace. Infrastructure & Operations •Provide a reliable, secure and responsive technology environment. Security •Proactively protect the City’s resources from evolving cybersecurity threats by centering the work on security. Leading Practices and Industry Scan - 159 - Wherever business takes you 110 There are many ways to approach the development of a Digital Strategy at the local government level; however, as demonstrated on the previous pages, there are also several common themes and focus areas for digital growth and transformation. Common themes across municipal digital strategies include: 1.Citizen Experience and Digital Service Design 2.Digital Access, Literacy, and Inclusion 3.Data Driven Decision Making and Transparency 4.Connected and Enabling Infrastructure 5.Protecting Privacy and Security Each of the municipalities featured in this report are at different stages of their digital transformation journeys. As part of this research, the municipalities were invited to participate in a short interview to share lessons learned and advice based on their implementation progress. The learnings from those conversations are provided to the right. Municipal Scan Summary and Lessons Learned Leading Practices and Industry Scan Lessons Learned and AdviceCommon Themes Below is a summary of what was shared during interviews with municipalities regarding the challenges and successes experienced so far in implementing their digital strategies. 1.Strong leadership and effective governance is required to move initiatives forward while at the same time bringing the organization together to make decisions. 2.Do not wait until everything is “perfect” on the back end to start making public-facing improvements that will reach your citizens. 3.Start tracking metrics including public use of digital services immediately to showcase momentum and also increase learning of what is working and what is not. 4.Be willing to say no to items or requests that are not a priority for the organization as a whole. 5.This is a journey that looks at more than just your suite of technology solutions and tools –it is a culture shift and likely one that does not have a set end date. - 160 - 5. Key Opportunities - 161 - Wherever business takes you Looking Ahead 112 Based on the Current State findings, the following key opportunities have been identified that will be explored as the next stages of the Digital Strategy development continue. A key factor in leveraging the following opportunities is effective resource management and investment to successfully implement and sustain transformation initiatives. Key Opportunities Digital Governance and Leadership The framework and tools that guide the City’s digital future and experience, ensuring programs and services are effective in meeting the needs of all internal and external stakeholders. Data and Information Accessibility Effective management and analysis of current and future municipal data to increase transparency and establish a culture of data driven decision making. Citizen Platforms and Experience Digital technologies and initiatives that enable the City to provide citizens and other external stakeholders with high quality digital services and engaging interaction. Business Applications Effective sourcing, selection, and management of the City’s applications with necessary functionalities and capabilities to enable employees to serve citizens seamlessly. Technology Risk Management A formal corporate-wide mechanism to understand, articulate, mitigate, and track technology risk at both a strategic and operational level. Enabling Technology Utilizing digital technologies to enable the municipality to improve and innovate their current and future infrastructure and assets. Digital Literacy Enhancing the knowledge, skills and capabilities of employees, citizens, and other external stakeholders to access, manage, integrate, analyze and evaluate information, grow knowledge and skills, and create and communicate with others. - 162 - 6. Appendix •Digital Strategy Employee Survey Results - 163 - Wherever business takes you 114 How long have you worked at the City of Pickering? Survey Demographics Employee Survey Findings Please indicate which department your position resides in. What technology systems or tools do you use to perform daily tasks? (Check all that apply) Total Responses: 122 participants - 164 - Wherever business takes you 115 Survey Results Employee Survey Findings Please rate your level of agreement with the following statements about your experience working with the City’s technology systems, tools, and processes. 3%1%1%6% 30% 7% 18%23% 45%43%40% 52%48%49% 25% 53% 30%29% I understand how to use the technology systems and tools that are required for my job. I have received adequate training and support to use these technology systems and tools. I am comfortable learning how to use and apply new technology systems and tools in my job. I know where to access relevant technology support and resources at the City I find it easy to get help when something is not working with the City's technology. Strongly Disagree Disagree Agree Strongly Agree 7%7%9% 29%29% 35%39% 51% 41% 26% 14%14% I am required to enter the same data multiple times in multiple systems or documents. I feel the City's current systems, tools, processes and accompanying support meet my professional needs and enable me to complete my job efficiently. I feel the City's current systems, tools, processes and accompanying support enable efficient and effective service delivery to the public. Strongly Disagree Disagree Agree Strongly Agree 4%9%6% 21% 32% 20% 49%44%44% 26% 15% 31% I can easily access the information, including data and/or reports, required to complete my job activities. I find processes are streamlined and automated because of the technology systems and tools being used at the City. I often have to perform additional tasks and manual activities to ensure tools, systems, and/or processes work effectively. Strongly Disagree Disagree Agree Strongly Agree - 165 - Wherever business takes you 116 Survey Results Employee Survey Findings What are the biggest challenges you face with the City’s existing technology tools, systems, and/or processes? •An online portal for citizens to view their information and conduct services (i.e. payments) would reduce amount of work for employees. •Backlog of systems that could be automated, streamlined or process improvement. •Budgeting, financial reporting and SAP are not integrated or up-to-date. •Electronic payment systems are not in place. •Firewalls sometimes block the wrong information. •Inconsistency of inputting the right data into the right tools. •Inconsistent use of technology by all staff. •Inputting information multiple times due to lack of integration or lack of licenses. •Knowing where to find the right tools. •Lack of access to organizational data and information sharing (siloed within departments). •Lack of clarity regarding processes and procedures (especially SAP, Finance). •Lack of collaboration with departments, especially around partnerships with IT. •Lack of effective training (relevant, business terms, documentation, etc). •Lack of interconnectivity and access throughout the City. •Lack of management support. •Lack of staff resources. Each department needs superusers. •Manual tracking as a result of lack of reporting capabilities. •Need organization-wide software selection rather than siloed decision making. •Not having the right access or training. •Numerous logins for various software / systems. •Opportunity to invest in other technologies (i.e. applicant tracking system, learning management system, etc.). •Organization-wide understanding of business needs. •Outdated information (i.e. organization structure, policies, etc.). •Policies and processes are not streamlined throughout the organization. •Processes are not efficiently streamlined resulting in duplication of effort. •Processes are outdated and paper based (need to be adapted to digital). •Rollout and changes to software without effective communication or training. •SAP processes are cumbersome, not user-friendly and result in delay of obtaining required services. •SAP support can be challenging. •Technology is not always user-friendly. •Technology systems and functionality is outdated (i.e. Microsoft Office). •Technology systems don’t have all the right functionalities. •The website is outdated and difficult to navigate. •There is not one system that has all the necessary functionality. •Unavailability of IT support in the evenings and weekends. •Understanding how systems work together (integration of software and databases). •When systems are down, work is unable to be completed. - 166 - Wherever business takes you 117 Survey Results Employee Survey Findings Do you have any ideas or suggestions about how to improve the City’s use of technology, data, and/or innovation? •Adequate training for new technology (relevant, training types, visual and written documentation). •Align Digital Strategy to other city initiatives (i.e. GIS Corporate Strategy, IT Strategy). •Buy-in and united messaging from senior management and staff. •Cost-benefit analysis to weight savings vs impact to operations (i.e. SAP implementation). •Dedicated IT project management staff to prioritize and manage digital innovation and modernization projects. •Establish clear accountability for training and implementation. •Establish technology division that supports transformation needs with top of class expertise of modern applications. •Find one or two systems that could serve multiple purposes. •Implement a self service employee system that allows visibility into vacation and lieu time. •Improve coordination, streamline processes and improve information sharing organization-wide. •Increase staffing and capacity with the right expertise. •Increase the capacity of IT so that they can be more proactive as opposed to barely keeping up with demand. •Individuals promoted to management positions should be required to have a full understanding of technology used in their department. •Integrate systems to limit data entry. •Make it simple to use and understand. •New technology systems (internal messaging, task management, document management, Shopify). •Online citizen portal for City services (recreation, taxes, fees, etc.). •Organization-wide collaboration for technology procurement. •Policies, procedures and training tools must be developed prior to implementation (including department user feedback). •Power users in each department. •Reduce paper based processes and implement digital processes. •Reduce siloed systems and improve organization-wide integration. •Reinstatement of the IT interdepartmental oversight committee. •Single source of information for data entry and automatically updates other systems. •Smart City digital kiosks. •Staff with dedicated role of managing and teaching technology, data and processes. •Streamline processes and implement smart city solutions (i.e. sensors). •Streamlined system or app for community engagement. •Support and enforce data maintenance with documentation and procedures to ensure data in information systems is current and correct. •Upgrade and modernize website so employees and citizens can navigate more efficiently and increase user-friendliness. •Use data analytics for decision making. •Use data visualization tools to display information to be reviewed at a glance. - 167 - Wherever business takes you 118 Survey Results Employee Survey Findings Please share any examples you have seen of how other organizations (public or private sector at a local, national or global level) are using technology, data, and/or innovation to enhance services. •Ability to access project files on mobile devices. •Almost all forms of public and private sector services have transitioned to either a hybrid system or a fully electronic format. •Committee of Adjustment (COA) Research Request (City of Toronto) •Dashboards and data visualization tools. •Educating staff with further school or knowledge to do job to the fullest. •Enhanced learning and development within an organization. •Leading organizations pivot quickly to solve major problems in their operations and they hire the right people and consultants to do the job. •Learning lab for employee training. •Online citizen portal (i.e. City of Toronto). •Other municipalities are utilizing smart technologies (Smart City) to monitor service delivery, inform reporting and decision making, and share information with the public (i.e. public wifi, garbage can sensors) •Other organizations invest in the IT team (i.e. having specialized purchasing section for technology, modernizing the purchasing procedure). •Other organizations used COVID as an opportunity to move to fully digital, including all payments, integrating financial system, and moving data storage to cloud. •Palming access systems. •Province of Ontario allows all staff to directly enter their in the office status, reserve work stations, and notify of absences/vacations. •Recreation member identification (photo on member profiles). •Single repository for address/building data that can be shared and accessed by various departments within the city (need other software to bolt onto Amanda). •Technology and software: Smartsheet software (Slack, Asana); asset management software, customer relationship management, automated time entry/payroll; program booking (Pluto); tickets and events (Audience view); interactive training (Kahoot); software inventory (TechSoup); Shopify. •Utilizing technology, data and innovation to promote economic development, improve environmental sustainability and strengthening citizen engagement. - 168 - Wherever business takes you 119 Survey Results Employee Survey Findings What should the City prioritize when it comes to digital and innovation opportunities? •Automated workflows. •Balance between customer-facing improvements and internal efficiency improvements. •Better technology improves efficiency, reduces burnout, improves retention,and improves attraction. •Budget for what is needed rather than the most affordable. •Citizen engagement and service modernization. •Citizen online payments, especially property taxes. •Digital accessibility of existing city services, including more information. •Digital video seems to the most effective communication tool in present day. •Engage staff to determine what they need and what the gaps are. •Ensure that they hire people in all positions, from bottom to top of the organization, who understand that technology can streamline and improveprocesses (capable and willing to use existing and learn new technologieseffectively and efficiently. Out of date thinking does not lead to innovative solutions). •Expanding the IT team to reflect the project workloads and support workloads the city requires to function; projects drag on for months becausesupport demands immediate attention. •Focus on existing issues before implementing new technology. •Have the resources to support and business owner resources (leaders) toensure to move forward with changes. •Hire staff with the required expertise to support the corporation before,during, and after any transition. We are out-sourcing solutions because we do not have sufficient staff to manage internally. •Identify opportunities for cross department users. •Look at the organizational structure to see if there are betterapproaches/best practices to deliver digital services and processes in thecorporation. •More intuitive design and easier connectivity. •Need realistic implementation plan for Digital Strategy backed by financial commitment from Council. •Need to expand IT and integrate technology as it’s the future. •Options for interactive display of information and auto-generated reports. •Paperless, streamlined workplace and processes. •Prioritize using technology to assist with day to day tasks. •Privacy and security of sensitive information. •Providing a comprehensive digital experience with a personal touch from thestaff working. •Publicly available data and information. •Refresh the website for easier for public to use. •Security and safety of staff and members of their facility with the use oftechnology. •Self service online public facing portals (sign up, submit documents, make requests, pay fees, apply online, etc.). •Support the hiring of dedicated technical staff who can recommend and support digital solutions that meet the needs of each department (i.e. expertswho can purchase the technology we need). - 169 - Wherever business takes you 120 Survey Results Employee Survey Findings What do you need in order to be supported and engaged as the City develops and implements the Digital Strategy? •A promise from top management that things will change. Change management needs to be supported. We cannot continue into the future using outdated technology. •Adequate licenses for users within the departments. •Better physical technology (computers, laptops). •Better understanding of how all department use technology and where they put information that other depts need... generally how to reduce duplication and create databases that are easy to use and helpful. •Clarity of intent, delivery times and impact on our existing operations. •Collaboration with end users and business areas (fully understand the end user needs and how it will affect both the staff and public user experience). •Consideration for geographic information system (GIS) technology and alignment with the City's GIS Strategic Plan. •Consistent communication about the Digital Strategy and how it is progressing. •Dedicated staff to help implement system changes and integrations. •Digital access to folders and files. •Enhanced training (realize and understand that not all staff have the same level of familiarity with technology, different learning styles or technological jargon). •Ideally, more staff as IT is becoming more and more involved in every department and is critical to all parts of the City. •Increased IT support (both more personnel as well as greater resources - hardware. Identify staff WITHIN each Department whose role is to manage and teach data input and records management). •Information on the direction the City is going, the technology being considered and the impact to the residents and City staff of the Strategy. •Learning how employees can contribute to the City's advancement strategy in their roles would be beneficial. •Managers who will implement the changes and work to improve rather than working the same as in the past. •The other department teams to be able to support the various teams they deal with on a day to day basis. •Transparency and buy-in to the Digital Strategy. Knowing why decisions are made and how/which technology is being chosen over another. Ensuring the right teams are participating and having their voices heard when it comes to decisions and testing, sourcing, etc. •We need a direction. What is the long term plan for the City? •We need more technology staff and a digital transformation plan with achievable goals and objectives. - 170 - Wherever business takes you 121 Survey Results Employee Survey Findings Are there any other thoughts, ideas, or considerations you would like to share? •Budgets and administration should aggressively support continuous staff training and development opportunities such that new ideas continuously percolate throughout the organization. •Engaging all staff for feedback on how the City moves forward with digital initiatives is a great start. •Flexibility and a 24/7 in-house help desk would be key components to ease technological change. •Have input from all departments and all facilities to ensure that any new systems work for each department and facility. •I feel by starting this conversation the City is on the right path and getting input from staff should show what we truly need to make this a successful transition into the modern era. •I.T. is also sorely understaffed. While they have been able to provide excellent service during COVID, I fear they may become burned out trying to maintain that level of service as we enter year 4 of the pandemic and the new hybrid remote/in-office work environment. •I'm pleased that there is an awareness that the Digital Strategy is needed and look forward to moving forward. •Information Technology is the backbone of all organizations that store data and use computer systems. It should be resourced and prioritized accordingly. •It seems like responsibility for technical solutions has been decentralized. Departments or staff are making their own decision about what to purchase and implement based on their own perceived needs. •More follow-up training available for users. •Online portal would make a world of difference. •Programs should be used with all of their ability. •The city and IT have done a great job implementing hybrid system that improves work efficiency. This helps reduce stress, increase positivity and provide a better work environment. Thank you for all the work everyone has done so far. •The corporate website needs consistent look and content and easier to maneuver. •The message on changes must come from the "top" and there must be ample support and resources (financial, staff, etc) to make the changes. •There needs to be accountability when technology causes chaos such as the SAP transition (SAP is really a very difficult system to use. Should be revisited as it adds hours of work and limits productivity.). •Turn to online payments (under a certain amount limit) and fillable forms as a normal. •We have a great team, and we can do great things. We need to provide residents with better access to information and services online so they can self-serve at the time most suited to them. We need open lines of communication inside and out. - 171 - - 172 - Legislative Services Division Clerk’s Office Directive Memorandum September 28, 2022 To: Marisa Carpino Chief Administrative Officer From: Susan Cassel City Clerk Subject: Direction as per Minutes of the Meeting of City Council held on September 20, 2022 Chief Administrative Officer, Report CAO 14-22 Consulting Services for the Digital Readiness Assessment and Strategy Council Decision Resolution #982/22 Please take any action deemed necessary. Susan Cassel Copy: Director, Finance & Treasurer Division Head, Public Affairs & Corporate Communication 1.That the proposal submitted by MNP Digital Inc. dated April 13, 2022 in response toRFP 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 Officerand 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 anyagreements to give effect hereto, and take the necessary actions as indicated in this report. Attachment #3 to CAO 01-24 - 173 - Report to Executive Committee Report Number: CS 01-24 Date: February 5, 2024 From: Laura Gibbs (Acting) Director, Community Services Subject: Indoor Pickleball -Interim Solution -File: A-1440-001 Recommendation: 1.That Report CS 01-24 regarding Indoor Pickleball Courts Interim Solution be received; 2.That staff be directed to further investigate indoor warehouse spaces suitable to accommodate pickleball courts, including a detailed retrofit and operating budget, and that staff report back to Council in Q3, 2024; and 3.That the appropriate City officials be authorized to take the necessary actions as outlined in this report. Executive Summary: The purpose of this report is to provide an interim solution to meet the demand for pickleball facilities until the Seaton Recreation Complex and Library is built. As per Resolution #278/23, staff were directed to: 1) Explore opportunities to lease warehouse space that can be retrofitted to accommodate the construction of Indoor Pickleball Courts; 2) Consult with the Pickering Pickleball Club (PPC) in this review; and 3) Report back to Council for budget consideration no later than Q1, 2024. Staff have identified indoor warehouse locations in South Pickering that could be retrofitted to support pickleball courts. However, staff are still engaged in ongoing consultation with the PPC in investigating available locations and cannot report back on site selection or associated costs at this time. Therefore, staff are seeking Council approval to further investigate warehouse sites and to develop a cost estimate for fit out, rental costs and operating costs to be returned to Council in Q3, 2024. In the meantime, improvements to the court flooring at the Pickering Soccer Centre (PSC) are currently being investigated and will result in up to six pickleball courts, to be made available for use in 2024. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priority to Advocate for an Inclusive, Welcoming, Safe & Healthy Community. - 174 - CS 01-24 February 5, 2024 Subject: Indoor Pickleball ± Interim Solution Page 2 Financial Implications: One-time capital costs to retrofit a warehouse space will be required for modifications including but not limited to the addition of HVAC lighting, flooring, and washrooms. Annual operating cost for a warehouse space will depend on the utility costs of the facility, rent, cleaning, security, and program administration costs. At this stage of investigation, a warehouse space has not been identified and therefore the associated costs to retrofit and operate it have not been determined. Discussion: The increased demand for court space and court times, as expressed by the PPC, has exceeded the pickleball court facilities available within the City of Pickering. A. Demand for pickleball exceeds available court facilities. In January 2023, the City offered nine and a half hours per week on four courts in the banquet hall space at Chestnut Hill Developments Recreation Complex (CHDRC). By December 2023, the number of available court time increased to 27.5 hours of play time per week. There were 10,506 pickleball drop-in players in 2023 at CHDRC. All drop-in pickleball play at the CHDRC is managed by the PPC. They have a Board of Directors and many volunteers who arrange for learn to play, skill development, ladder play, mixed play, and tournaments. The PPC includes more than 500 players. Despite the increased court times, players still have a considerable delay in play time. During busy sessions, there are upwards of 20 players waiting. A variation on regular scoring has been instituted to reduce the waiting times, however the non-playing time is still normally 30 minutes for a 10-minute game. B. The City continues to add new pickleball programs in community facilities. In 2023, the City offered pre-registered pickleball programs on a sessional basis at three facilities. 500 participants registered in the 32 programs. 27 of those programs were for the 55+ age group and prove to be the most popular. The 55+ programs have waitlists for most time slots. In 2024, the City will be expanding pre-registered pickleball to Dunbarton High School with six hours available weekly. Combined with planned programs in community centres and CHDRC, the City will offer 53 hours weekly of pickleball programs. Current pickleball programs are all in multi-use facilities that do not include dedicated pickleball courts. In order to accommodate pickleball, court lines are added and removed for every game using tape. This required set up and clean up reduces available playing time. C. Amenities and space requirements for pickleball. - 175 - CS 01-24 February 5, 2024 Subject: Indoor Pickleball ± Interim Solution Page 3 A standard pickleball court is 44 feet long and 20 feet wide, inclusive of lines. Each court requires clearance of ten feet around it to accommodate SOD\HUV¶ access to the courts, and off- court play (i.e. balls hit out of court). The minimum space requirement to introduce eight indoor pickleball courts, for example, is approximately 16,500 square feet. In addition to unencumbered court spaces, the facility (ie. warehouse) will also need to include the following amenities: x At least 40 parking spaces including accessible parking. x Public washrooms, including an accessible washroom. x Storage space for equipment and nets. x Health and safety equipment including a defibrillator. x Security provisions like outdoor lighting, alarms and cameras. x A seating area for players to wait or spectate. x A small office space with internet, phone, computer and printer. x Janitorial storage space. The minimum space requirement for indoor facility amenities is 3,500 square feet. Added to the 16,500 square feet court requirement makes the total square foot requirement for an indoor interim space a minimum of 20,000 square feet. D. There are indoor warehouse spaces available for lease. Staff have identified a warehouse located at 935 Sandy Beach Road as a warehouse option for indoor pickleball use. This property is 30,000 square feet, with existing washrooms and a reception area. Transit stops are available at Bayly and Sandy Beach Road. The warehouse is zoned to permit various recreational uses including pickleball. There is a current tenant in this space so a site visit could not be conducted by City staff and PPC. That said, it is anticipated to become vacant in late spring 2024 and can be assessed at that time. In January 2024, staff and members of the PPC visited a 100,000 square feet warehouse at 915 Sandy Beach Road that included studio space and an office. While this facility is much larger than what is required, the site visit provided information to better ascertain the requirements of a smaller warehouse space and determine an estimated retrofit cost per square foot. There are other warehouses listed for lease that can be considered for indoor pickleball use. E. Indoor warehouse space will require retrofitting. Currently, there DUHQ¶W any indoor warehouse spaces that are currently set up to accommodate pickleball. A retrofit to make any warehouse space suitable for pickleball courts could cost between $50 to $250 per square foot, for modifications like the addition of HVAC lighting, flooring, and washrooms. The precise retrofit cost cannot be ascertained at this time until a warehouse space has been identified, investigated and fully considered. The operating cost of the interim indoor facility will depend on the utility costs of the facility, rent, cleaning, security, and program administration costs. - 176 - CS 01-24 February 5, 2024 Subject: Indoor Pickleball ± Interim Solution Page 4 F. Improvements to court flooring at the PSC will result in six more courts. On January 16 and 17, 2022, the City of Pickering received 55 centimeters of snow. The result of this snowfall was the collapse of the PSC dome on January 17, 2022. On August 18, 2022, Council approved recommendations in Report FIN 14-22, approving repairs to the PSC dome along with enhancements to the facility. Facility enhancements included four pickleball courts. Restoration and facility enhancements were completed at the PSC in early 2023. Enhancements included a new hard surface space to accommodate a variety of court sports including pickleball and volleyball. Following installation of the flooring of the courts, the flooring was found to be suitable for volleyball, but less so for pickleball. In consultation with the Pickering Football Club (PFC), who holds the lease to the PSC, and the PPC, City staff have identified a flooring product that would make the courts more suitable for pickleball. Further consultation will take place with these groups to test flooring products before installation to ensure suitability. Improvements to the flooring at the PSC will result in up to six dedicated pickleball courts that would be available for use in 2024. There would be no additional operating costs to the City, as this facility is operated by the PFC. There is approximately $142,000 remaining in the 2023 Capital Budget for project C10220.2214. The replacement flooring product is estimated to cost up to $10.00 per square foot, requiring an additional $50,000 budget to supply and install. These funds are reflected in WKH 0D\RU¶V&DSLWDO%XGJHWDQGFRQVLGHUHGWR EH SDUWRIWKH XSJUDGHZRUNDSSURYHGE\ FIN 14-22. The purpose of this report is to provide an update on an indoor facility that can provide an interim solution until the Seaton Recreation Complex and/or other amenities can be built to support the demand for indoor pickleball facilities. Attachment: None Prepared By: Approved/Endorsed By: 2ULJLQDO6LJQHG%\ 2ULJLQDO6LJQHG%\ Karen Coleman Laura Gibbs MBA, MSc Manager, Fitness, Courts & Aquatics (Acting) Director, Community Services LG:kc - 177 - CS 01-24 February 5, 2024 Subject: Indoor Pickleball ± Interim Solution Page 5 Recommended for the consideration of Pickering City Council 2ULJLQDO6LJQHG%\ Marisa Carpino, M.A. Chief Administrative Officer - 178 - Report to Executive Committee Report Number: ENG 02-24 Date: February 5, 2024 From: Richard Holborn Director, Engineering Services Subject: Proposed All-way Stop -William Jackson Drive and Rex Heath 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 highwaysunder the jurisdiction of The Corporation of the City of Pickering, specifically to address theproposed installation of an all-way stop control at the intersection of William Jackson Drive and Rex Heath Drive; and, 2.That the appropriate officials of the City of Pickering be authorized to take the necessaryactions as indicated in this report. Executive Summary: Area residents have expressed safety concerns with the intersection of William Jackson Drive and Rex Heath Drive with respect to sightlines, pedestrian safety, vehicle volume and vehicle speed. In response to these concerns, Engineering Services staff completed a review of the intersection of William Jackson Drive and Rex Heath Drive. Based on the results of the review, and to improve sightlines, reduce vehicular conflicts and, create a point where pedestrians can cross the road safely, staff recommend an all-way stop be placed at the intersection of William Jackson Drive and Rex Heath Drive. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to Pickering Strategic Plan Priority 3: Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community. Financial Implications: The supply and installation of stop signs, advance warning signs, and pavement markings at the intersection of William Jackson Drive and Rex Heath Drive can be accommodated within the 2024 Roads Current Budget. - 179 - ENG 02-24 February 5, 2024 Subject: Proposed All-way Stop William Jackson Drive and Rex Heath Drive Page 2 Discussion: The intersection of William Jackson Drive and Rex Heath Drive has four approaches with William Jackson Drive being the main collector road in the north/south direction. Rex Heath Drive is the west approach of the intersection and extends from Brock Road to William Jackson Drive and 2635 William Jackson Drive is a private driveway that makes up the east approach of the intersection. Area residents have expressed safety concerns with the intersection of William Jackson Drive and Rex Heath Drive with respect to sightlines, pedestrian safety, vehicle volume and vehicle speed. Residents are particularly concerned with the sightlines at the intersection, particularly when exiting the homes from 2635 William Jackson Drive. In response to these concerns, Engineering Services staff completed a review of the intersection of William Jackson Drive and Rex Heath Drive, which included observations of vehicle and pedestrian traffic, and a review of existing signs and pavement markings. The review by Engineering Services staff indicates the following: 1. There are parked vehicles near the intersection, which causes a sightline deficiency at the intersection especially for vehicles turning from Rex Heath Drive and from 2635 William Jackson Drive. The vehicles parked are a mix of residents that park in front of their home and visitors to residents in the area. An all-way stop will not only help with the sightline concern but also slows traffic on William Jackson Drive to a stop, which makes the intersection safer for all users. 2. Pedestrians were observed crossing at the intersection. An all-way stop at this intersection would create a safe crossing point for pedestrians to access one of the parks in the area or to access Durham Region Transit on Brock Road. 3. Vehicular conflicts were witnessed at the intersection, in particular when motorists turn from Rex Heath Drive and from 2635 William Jackson Drive. The conflicts at the intersection could be alleviated with an all-way stop. To improve sightlines, better protect pedestrians crossing at the intersection, and to reduce vehicular conflicts, Engineering Services staff recommend an all-way stop be placed at the intersection of William Jackson Drive and Rex Heath Drive. The proposed all-way stop control at the intersection of William Jackson Drive and Rex Heath 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 – William Jackson Drive and Rex Heath Drive. 2. Draft by-law, Amendment to Schedule “6”, Through Highways and, Schedule “7”, Stop Signs, to By-law 6604/05. - 180 - ENG 02-24 February 5, 2024 Subject: Proposed All-way Stop William Jackson Drive and Rex Heath Drive Page 3 Prepared By: Approved/Endorsed By: Nathan Emery Richard Holborn, P. Eng. Coordinator, Traffic Programs & Operations Director, Engineering Services Nadeem Zahoor, P. Eng., M.Eng. Manager, Transportation & Traffic NE:mjh 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: - 181 - Proposed All-way Stop Control William Jackson Drive and Rex Heath DriveNTSJanuary, 2024 Engineering Services Department N B r o c k R o a d ( R . R . 1 ) W i l l i a m J a c k s o n D r i v e Rex Hea t h D r i v e #2635 D r i v e w a y Proposed All-way Stop Control Earl Gre y A v e n u e Attachment #1 to Report ENG 02-24 - 182 - 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 William Jackson Drive and Rex Heath 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 William Jackson Drive Full Limit Add William Jackson Drive Brock Road (R.R.1) to Bronzedale Street/Kalmar Avenue William Jackson Drive Bronzedale Street/Kalmar Avenue to Rex Heath Drive Attachment #2 to Report ENG 02-24 - 183 - By-law No. Page 2 Schedule 6 Through Highways Column 1 Column 2 Highway Limits (From/To) William Jackson Drive Rex Heath Drive to Taunton Road (R.R.4) 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 William Jackson Drive William Jackson Drive, northbound and southbound @ Rex Heath Drive Rex Heath Drive Rex Heath Drive, eastbound @ William Jackson Drive By-law passed this 26th day of February, 2024. ____________________________ Kevin Ashe, Mayor ________________________________ Susan Cassel, City Clerk - 184 - Report to Executive Committee Report Number: FIN 02-24 Date: February 5, 2024 From: Stan Karwowski Director, Finance & Treasurer Subject: Bill 23 – Development Charge Revenue Loss for 2023 -File: F-1000-001 Recommendation: 1.That Report FIN 02-24 regarding an updated financial assessment related to Bill 23 bereceived; 2.That Council authorize the Director, Finance & Treasurer to fund the Bill 23 DevelopmentCharge revenue loss for 2023 in the amount of the $3,738,095.00 from the CasinoReserve to the following Development Charge categories, as approved in the 2023 Budget recommendations, as follows: a)The amount of $150,112.00 to be transferred to the DC – Other Services Related to aHighway Reserve Fund; b)The amount of $236,351.00 to be transferred to the DC – Fire Protection ServicesReserve Fund; c)The amount of $2,642,651.00 to be transferred to the DC – Parks & RecreationServices Reserve Fund; d)The amount of $486,844.00 to be transferred to the DC – Library Services ReserveFund; e)The amount of $46,985.00 to be transferred to the DC – Growth Studies Reserve Fund; f)The amount of $92,559.00 to be transferred to the DC – Stormwater ManagementReserve Fund; g)The amount of $61,522.00 to be transferred to the DC – Transportation Reserve Fund; h)The amount of $21,071.00 to be transferred to the DC – By-Law Enforcement Reserve Fund; and, 3.That the appropriate City of Pickering officials be authorized to take the necessary actions as indicated in this report. - 185 - FIN 02-24 February 5, 2024 Subject: Bill 23 – Development Charge Revenue Loss for 2023 Page 2 Executive Summary: Staff provided Council with a mid-year update on the financial loss due to Bill 23, More Homes Built Faster Act, 2022 through Report FIN 14-23. This report in September highlighted that, up to July 31, 2023, the City had lost $1,881,639 in Development Charge (DC) revenues in the first seven months of 2023 due to the mandatory phase-in of DC fees. This report will be providing an update on the revenue loss for the full year of 2023. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Corporate Key, Good Governance objective of Be Financially Sustainable. Financial Implications: For the full year of 2023, the City has lost $3,738,095 of DC revenues due to the mandatory phase-in of DC fees as a result of Bill 23. The City was required to reduce its DC fee set in our by-law passed in July 2022 to 80 percent of the maximum rate. As of July 12, 2023, the anniversary date of our DC by-law, the City was able increase the phase-in from 80 percent to 85 percent of the maximum DC fee. The City will be authorized to charge the maximum DC fee in July of 2026, due to Bill 23. The graph below provides an update to the monthly loss this year due to Bill 23: Chart One DC Revenue Loss by Month $50,000 $150,000 $250,000 $350,000 $450,000 $550,000 $650,000 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Seaton Rest of Pickering - 186 - FIN 02-24 February 5, 2024 Subject: Bill 23 – Development Charge Revenue Loss for 2023 Page 3 Discussion: Similar to what was presented in Report FIN 14-23, the majority of the DC revenue loss continues to be realized from the Seaton area, contributing to $3,614,828 of the total loss of $3,738,095, or 97 percent of the total loss. This is expected, as Seaton continues to be the prime area for development in Pickering at this time. Chart Two below presents the revenue losses by Development Charge area (City-wide and Seaton) and by dwelling type. Chart Two Revenue Loss by Area and Dwelling Type Table One: DC Loss by Area and Dwelling Type Area/Type Loss ($) Units Single/Semi Detached (Seaton) $2,443,615 718 Other Multiples (Seaton) 1,171,211 422 Single/Semi Detached (Citywide) 83,280 14 Non-Residential (Citywide) 39,989 1 Total $3,738,095 1,155 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Single/Semi Detached(Seaton)Other Multiples (Seaton)Single/Semi Detached(Citywide)Non-Residential(Citywide) - 187 - FIN 02-24 February 5, 2024 Subject: Bill 23 – Development Charge Revenue Loss for 2023 Page 4 The phrase “Other Multiples” refers to housing structures such as triplex, quadplex and row housing. The Parks & Recreation category continues to experience the largest financial loss in terms of lost revenue. For the year 2023, this category has lost $2,642,651 of DC revenues due to Bill 23, which equates to 71 percent of the total loss revenue loss. Chart Three below provides an update on the revenue loss by DC categories: Chart Three Loss by DC Category Seaton is exempt from paying the transportation component of the DC fee because the Seaton Landowner’s Group (SLG) Financial Impact Agreement (FIA) stipulates that the SLG will be constructing the transportation needs in Seaton. 2024 Budget Provision The 2023 Budget estimated that the Bill 23 DC shortfall for the year would be $3.5 million, and the City ended up realizing a loss of $3.7 million, slightly higher than originally anticipated. This revenue loss was solely due to the phase-in of the City’s new DC by-law that was put into effect in July of 2022; the City did not realize any DC fee losses associated with affordable and non-profit housing for 2023. As mentioned in the report recommendation, Finance staff is recommending the transfer of funds from the casino reserve to the various DC components to address or “fix” the Bill 23 DC funding hole. $150,112 $236,351 $2,642,651 $486,844 $46,985 $92,559 $61,522 $21,071 Other Services Related to a Highway Fire Protection Services Parks & Recreation Services Library Services Growth-Related Studies Storm Water Management Transportation By-Law Enforcement Services - 188 - FIN 02-24 February 5, 2024 Subject: Bill 23 – Development Charge Revenue Loss for 2023 Page 5 At this time, the preliminary estimate for the 2024 DC loss is approximately $2.5 million due to Bill 23. However, it should be noted, that affordable housing developments are 100 percent exempt from the Regional and City DC fees. If the City receives any affordable housing applications in 2024, the financial estimate for the DC fee revenue loss will be greater. Moving Forward On December 13, 2023, the Ministry of Municipal Affairs and Housing issued a news release to municipalities regarding Bill 23. In this release, it was mentioned that phase-in of DC fees is being considered to be removed by the Province. This would provide a great benefit to the City, as we have already incurred a $3.7 million shortfall in 2023. The City is also hoping the Province will still consider making the City “whole”, by either funding the $3.7 million DC fee shortfall in 2023 directly to the City or allowing the City to carry this revenue shortfall in the DC Reserve Fund balance (into the next DC Study), rather than using vital Casino Reserve dollars to make-up the revenue shortfall. These Casino dollars can be used to fund other critical capital projects. Preliminary funding strategies for other municipalities is to introduce a special levy to fund Bill 23 costs. The City is currently in a high growth phase, and will continue to be in this phase over the next 10 to 15 years, and the City is expected to hit a population target of 138,000 by 2032. With high population growth, comes higher demand for City “Growth Related” infrastructure. The City has a very aggressive and correspondingly very expensive capital forecast plan and requires every DC single dollar it can obtain to fund these capital growth projects. Attachment: None. Prepared By: Jason Bekramchand, CPA Senior Financial Analyst – Capital & Debt Management Approved/Endorsed By: Stan Karwowski, CPA, CMA, MBA Director, Finance & Treasurer Recommended for the consideration of Pickering City Council Marisa Carpino, M.A. Chief Administrative Officer Original Signed By:Original Signed By: Original Signed By: - 189 - Report to Executive Committee Report Number: OPS 01-24 Date: February 5, 2024 From: Brian Duffield Director, Operations Subject: OPG Waterfront Trail Licence Amending Agreement -File: A-1440 Recommendation: 1.That Report OPS 01-24 regarding the Ontario Power Generation Inc. and City of Pickering Licence Amending Agreement be received; 2.That the Mayor and City Clerk be authorized to execute a license amending agreementwith the Ontario Power Generation Inc. for a further twenty-five year term, commencing on June 2, 2022 and ending on June 1, 2047, that is in a form satisfactory to the Director, Corporate Services & City Solicitor; and, 3.That the appropriate City of Pickering officials be authorized to take the necessaryactions to give effect hereto. Executive Summary: The City of Pickering and Ontario Power Generation Inc. (OPG) entered into a Licence Agreement dated June 2, 1997, whereby Ontario Power Generation Inc. granted the City to use a three meter wide corridor for a pedestrian/cycling trail for recreational purposes only, in respect of the property located in part of Lots 19, 20, & 21 Range 3 Broken Front Concession, in the City of Pickering, Regional Municipality of Durham as shown on Attachment 1. The City of Pickering and OPG entered into a licence amending agreement on September 1, 1998 whereby OPG granted the Licence to include additional lands for the same purpose in respect of the property located in part of Lots 17 & 18, Range 2 Broken Front Concession, in the City of Pickering, Regional Municipality of Durham as shown on Attachment 1, Schedule “A”. OPG is in agreement to extend the term for a period of twenty-five years, commencing on June 2, 2022 and ending on June 1, 2047. Relationship to the Pickering Strategic Plan: The recommendations in this report respond to the Pickering Strategic Plan Priorities of Advance Innovation & Responsible Planning to Support a Connected, Well-Serviced Community and Lead & Advocate for Environmental Stewardship, Innovation and Resiliency. - 190 - OPS 01-24 February 5, 2024 Subject: OPG Waterfront Trail Licence Amending Agreement Page 2 Financial Implications: Under the existing agreement, the City is responsible for the full cost of maintenance and capital cost replacement of the waterfront trail on the lands used for recreational purposes. Discussion: The City of Pickering entered into the original Licence Agreement with OPG dated June 2, 1997, whereby OPG granted the City to use a three meter wide corridor for a pedestrian/cycling waterfront trail for the purpose of recreational purposes only, in respect of the property located in part of Lots 19, 20, & 21 Range 3 Broken Front Concession, in the City of Pickering, Regional Municipality of Durham as shown on Attachment 1, Schedule “A”. The Schedule “A” Lands consist of 1.8 kilometers identified as the Waterfront Trail, a multiuse asphalt pathway that extends from Sandy Beach Road to the end of Montgomery Park Road. The Waterfront Trail is an important recreational trail that connects the City Pickering to the City of Toronto in the west and the Town of Ajax in the east. In order for the City of Pickering to continue providing recreational services on the land, a further renewal of the licence agreement in a form satisfactory to the Director, Corporate Services & City Solicitor, is required. The Director, Operations recommends extending a licence agreement for a further twenty-five year term (June 2, 2022 to June 1, 2047) be entered into, and that Council authorize the Mayor and City Clerk to execute the agreement in its final form. Attachment: 1.OPG Waterfront Trail Licence Amending Agreement, dated November 28, 2023 Prepared By: Approved/Endorsed By: Original Signed By: Original Signed By: Rob Gagen Brian Duffield Manager, Parks & Property Director, Operations BD:rg Recommended for the consideration of Pickering City Council Original Signed By: Marisa Carpino, M.A. Chief Administrative Officer - 191 - 1 Licence Amending Agreement This Agreement (the “Second Licence Amending Agreement”) is made as of November 28, 2023 Between: ONTARIO POWER GENERATION INC., a corporation existing under the laws of Ontario (hereinafter called “OPG”) and THE CORPORATION OF THE CITY OF PICKERING a corporation existing under the laws of Ontario (hereinafter called the “City”) Recitals: A.WHEREAS OPG and the City entered into a licence agreement dated as of June 2, 1997(the "Licence"), whereby OPG granted a non-exclusive licence to the City to enter upon a portion of the Lands for a pedestrian/cycling trail (the “Trail”) as shown on Schedule “A”attached hereto; B.AND WHEREAS OPG and the City entered into a licence amending agreement dated asof September 1, 1998 (the “Amending Agreement”) whereby OPG granted the Licenceto include additional lands as described and replaced Schedules “A” and “B” of theLicence (the “Schedules”); C.AND WHEREAS All right, title, and interest of Ontario Hydro in the Amended and RestatedLicence Agreement (Amending Agreement) was transferred from Ontario Hydro to OPGby or pursuant to a Transfer Order (the “Transfer Order”) made under Section 116 of the Electricity Act, 1998, which Transfer Order was effective April 1, 1999. D.AND WHEREAS the City wishes to extend the term of the Licence; E.AND WHEREAS OPG and the City have agreed to amend the Licence and to extend theTerm of the Licence on the terms and conditions contained herein. NOW THEREFORE THIS AGREEMENT WITNESSETH that in consideration of the sum of Two Dollars ($2.00) now paid by each party hereto to the other and other good and valuable consideration (the receipt and sufficiency of which are hereby acknowledged), OPG and the City covenant and agree as follows: 1. Recitals. The parties hereby acknowledge, confirm and agree that the foregoing recitalsare true in substance and in fact. Attachment #1 to Report OPS 01-24 - 192 - 2 2.Term. The parties hereby agree to extend the Term of the Licence for a term of twenty-five (25) years commencing June 2nd, 2022, and to be fully completed and ended on June 1st, 2047, except where the Licence has provided for early termination. 3.Deletion and Replacement of Section 12 of the Schedules Section 12 of Schedule “A” of the Licence is deleted and replaced with the following; The City shall prohibit drone, kite and model aeroplane flying and any other activities which in the opinion of OPG might interfere with the safe and efficient operation of its works or be offensive, annoying or dangerous and shall post signs in locations on the Lands approved in writing by OPG, stating that drone flying, kite flying and model aeroplane flying and other activities are prohibited. 4.Addition of Section 18 of the Schedules Under Section 17 of Schedule “A” of the Licence, the following will be added as Section 18. The City shall be permitted to perform winter maintenance of the parking lots, walkways and trails using only pickled sand with salt content no higher than five (5) percent. 5.General. (a)Except where inconsistent with the foregoing provisions of this Second Licence Amending Agreement, all of the provisions of the Licence Agreement and Amending Agreement shall apply, mutatis mutandis, to this Second Licence Amending Agreement. The parties acknowledge, confirm and agree that in all other respects the terms and conditions of the Licence Agreement and Amending Agreement remain in full force and effect, unchanged and unmodified (including, without limitation, except in accordance with this Second Licence Amending Agreement). (b)Except as specifically stated in this Second Licence Amending Agreement, any term which is defined in the Licence Agreement and Amending Agreement, shall, unless the context otherwise requires, have the same meaning when used in this Second Licence Amending Agreement. 6.The parties agree to execute such further and other agreements from time to time as may be reasonably necessary in order to give effect to this Second Licence Amending Agreement. 7.This Second Licence Amending Agreement may be executed in several counterparts and delivered by email or pdf copy, each of which when so executed shall be deemed to be an original and such counterparts together shall constitute one and the same instrument. This Second Licence Amending Agreement shall be binding upon and enure to the benefit of the parties hereto and their respective successors and their permitted assigns. 8.Unless the context requires otherwise, words importing the singular include the plural and vice versa and words importing gender notice include all genders. - 193 - 3 9. The provisions hereto shall be interpreted according to the laws of the Province of Ontario. 10. The invalidity or unenforceability of any provision of this Second Licence Amending Agreement shall not affect the validity or enforceability of any other provision, but shall be deemed to be severable. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] - 194 - 4 The parties hereto have duly executed this Agreement as of the year and date first written above. ONTARIO POWER GENERATION INC. THE CORPORATION OF THE CITY OF PICKERING ____________________________ __________________________ Name: Izsak Dewar Name: Title: Real Estate Associate, Real Estate Services Title: - 195 - BR O C K R D MONTGOMERY PARK RD MC K A Y R D SA N D Y B E A C H R D Source: Esri, Maxar, Earthstar Geographics, and the GIS User Community 655200 65 5 2 0 0 655400 655400 655600 655600 655800 655800 656000 656000 656200 656200 656400 656400 656600 6568004852200 48 5 2 4 0 0 4852400 48 5 2 6 0 0 4852600 48 5 2 8 0 0 48 5 3 0 0 0 48 5 3 2 0 0 ´ SCHEDULE 'A' Legend The "Lands" The "Trail" Road 0 60 120 180 24030Meters ele ctronic file na m e she et version RealEstateServices da te - yr/m onth/day reque ste d b y coordina te syste m zone da tum sca le units client group de signe d b y 1:4,500 2023/11/28 Me te rs N. BRYAN NAD 1983 CSRS UTM 17N NA 1983 CSRS 001 of 1 DISCLAIMER:© Ontario P owe r Ge ne ration Inc. 2023. This m ap h as b e e n produce d and distrib ute d forOntario P owe r Ge ne ration Inc. purpose s only. No part of this m ap m ay be re produce d,pub lishe d, conve rte d, or store d in any data re trie val syste m , or transm itte d in any form or by anym e ans (e le ctronic, m e chanical, ph otocopying , re cording , or othe rwise ) without the prior writte npe rm ission of OP G. Th e inform ation on th is m ap m ay not b e accurate or up to date . OP G m ake sno re pre se ntations or warrantie s, e ithe r e xpre ss or im plie d, re g arding this m ap. Any third partyre lie s on th e inform ation in th is m ap at its own risk and ne ith e r OP G nor any ag e nt acting onOP G’s be h alf assum e s any liability with re spe ct to the use b y a third party of th is m ap. This m apm ay contain data and othe r inform ation source d from Ontario Ministry of Natural Re source s &Fore stry and ESRI. Th is inform ation is g re atly acknowle dge d. I. DEWAR RES P NGS_City_Trail_Am e ndm e nt_2023-11-28.pdf 01 00 re vno date particulars dwn chkd de sig ned verifie d approve d Dra fting Enginee ring - 196 -