HomeMy WebLinkAboutApril 17, 2024 - RevisedAccessibility Advisory Committee
Agenda
April 17, 2024
Hybrid Electronic Meeting – 7:00 pm
Main Committee Room
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.
Page
1.Review and Approval of Agenda T. Higgins
2.Disclosure of Interest T. Higgins
3.Approval of Minutes T. Higgins
3.1 March 20, 2024 Meeting Minutes 1
4.Presentations/Delegations Time
4.1 Colin Walcott - Improving Accessibility and Eliminating
Barriers in Pickering. - *Delegation Deferred
4.2 Joyce Perrin – Accessible Transit Service
•DRT Helps Correspondence
7:05 6
5.New Business
5.1 Durham Transit Update M. Brenner
C. Rudberg-Chin
7:15
5.2 Pickering Community Visitor Plan *New Item
•Staff Presentation
•Community Visitor Plan – 2024-2027
Azeem Shah
Senior Advisor, Creative
Industries & Tourism
Jesse St Amant
Coordinator, Cultural
Services
7:30
9
5.3 Sub-Committee Planning B.Ferguson
C. Rudberg-Chin
K. Sullivan
7:45
*REVISED*
Accessibility Advisory Committee
Agenda
April 17, 2024
Hybrid Electronic Meeting – 7:00 pm
Main Committee Room
For information related to accessibility requirements please contact:
Committee Coordinator
905.420.4611
clerks@pickering.ca
5.4 Site Plans Review
•Accessible Parallel Parking Standard
•Durham Facilities Design Standards
Isabelle Janton
Senior Planner – Site
Planning
8:15
102
5.5 Council presentations – update
•AAC 2023 Year End Report and 2024
Proposed Work Plan
•Exterior Lighting
J.Currie
T.Higgins
8:30
5.6 Canada Day Planning T.Higgins
8:45
6.Correspondence
7.Other Business
8.AAC Member Roundtable Updates
9.Next Meeting – May 15, 2024
10.Adjournment
Page 1 of 5
Minutes/Meeting Summary
Accessibility Advisory Committee
March 20, 2024
Hybrid Electronic Meeting
Main Committee Room
7:00 pm
Attendees: C. Rudberg-Chin
D. Currie
B.Ferguson
M. Shackleton
K. Sullivan
M. Wilson
A. Topple, Ajax-Pickering Board of Trade
L. Gibbs, Director, Community Services
I. Janton, Senior Planner – Site Planning
N. Johnstone, Website Coordinator
S. Muir, Supervisor, Public Affairs & Corporate Communications
A. Mostert, Manager, Landscape & Parks Development
J. Joyce, The MBTW Group
T. Higgins, Accessibility Coordinator (Staff Liaison)
J. Currie, Legislative Coordinator (Recording Secretary)
Absent: A. Khan
S. Snyders
S.Azhar
M. Thorpe Ross
Councillor M. Nagy
Councillor M. Brenner
Item/ Details & Discussion & Conclusion Action
Ref # (summary of discussion) Items/Status
(include
deadline as
appropriate)
1. Review and Approval of Agenda
Moved by C. Rudberg-Chin
That the Agenda for the March 20, 2024, Meeting of The
Accessibility Advisory Committee Meeting be approved.
Carried
2. Disclosure of Interest
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Page 2 of 5
Item/ Details & Discussion & Conclusion Action
Ref # (summary of discussion) Items/Sta
(include
deadline
appropriat
No disclosures of interest were noted.
3. Approval of Minutes
Moved by K. Sullivan
Seconded by C. Rudberg-Chin
That the Minutes of the February 21, 2024, meeting of the
Accessibility Advisory Committee be approved.
Carried
4. Presentations/Delegations
There were no presentations or delegations.
5. New Business
5.1 Welcome New Accessibility Advisory Committee Member
Morgan Wilson
T. Higgins welcomed M. Wilson to the Accessibility Advisory
Committee and invited all meeting attendees to introduce
themselves.
5.2 Website Redesign Project
S. Muir provided a presentation introducing the City of
Pickering’s Website Redesign Project, a project that is supported by the City’s Digital Strategy. S. Muir noted
letstalkpickering.ca/digital as a resource for information about the Website Project and the Digital Strategy.
Discussion among Committee Members ensued regarding:
• the implementation of public user testing;
• improvement of the search function and providing a simplified, more user-friendly system;
• integrating specific accessibility input throughout the
redesign project;
• the Committee assisting in finding appropriate users to
contribute to the website testing;
• using plain language that anyone can understand;
tus
as
e)
- 2 -
Page 3 of 5
Item/
Ref #
Details & Discussion & Conclusion
(summary of discussion)
Action
Items/Status
(include
deadline as
appropriate)
• the Pickering Public Library website being a separate site
with very different needs and a unique purpose;
• providing easy access to Durham Region information in the
form of a seamless link; and,
• simplified categorization of searches.
5.3 Beachfront Park Master Plan Implementation
With the aid of a slide deck, J. Joyce provided an overview of
the Beachfront Park Revitalization Project, outlining the study
area and noting that Phase One includes the Waterfront Trail
Reconstruction and Phase Two includes West Beach Area &
Millennium Square. Phase One design drawings are currently
underway, construction is anticipated in 2024-2025 and Phase
Two construction is anticipated to begin in 2026.
Discussion among Committee Members ensued regarding:
• accessible signage including Braille and other accessible
features;
• providing varied tactile and/or coloured surfaces to show
the ends of ramps and other transitional areas;
• monolithic concrete being placed under ramps and the
ongoing care of the ramps;
• Mobi-mats being installed seasonally; and,
• additional parking, including accessible parking, and shuttle
bus services.
5.4 Accessible Playgrounds
A. Mostert provided an update on the Accessible Playground
Reconstruction Project focusing on inclusive play. With the aid
of photos and a slide deck, A. Mostert highlighted the
significant upgrades to Progress Frenchman’s Bay East Park,
Forestbrook Park, Southcott Park, and St. Mary Park.
5.5 Site Plans Review – I. Janton
1635 Bayly Street # 1 – Day Care
I. Janton provided an overview of the Site Plan for a proposed
732 square meter Day Care, which is to include a fenced-in,
outdoor play area.
Discussion with Committee Members ensued regarding:
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Page 4 of 5
Item/
Ref #
Details & Discussion & Conclusion
(summary of discussion)
Action
Items/Status
(include
deadline as
appropriate)
• access points to the property; and,
• clarification that the entrances are barrier free.
1635 Bayly Street, BLDG “E” – Warehouse/Office Base
Building
I. Janton provided an overview of the Site Plan for a proposed
Federal Facility with a Warehouse or Office Base and outdoor
storage space.
5.6 Creating an Accessibility Advisory Subcommittee
Moved by M. Shackleton
Seconded by D. Currie
1) That the Accessibility Advisory Committee strike a
subcommittee for the purpose of developing an
Accessibility Orientation Symposium; and,
2) That C. Rudberg-Chin, B. Ferguson, and K. Sullivan be
appointed to the Subcommittee.
Carried
5.7 2023 Year End Report and 2024 Proposed Work Plan
T. Higgins provided background on the process involved as
well as the purpose in creating the 2023 Year End Report and
2024 Proposed Work Plan.
Discussion ensued amongst the Committee Members
regarding:
• presenting to Council and the importance of the presence
of the Committee Members.
Moved by B. Ferguson
Seconded by C. Rudberg-Chin
That the Accessibility Advisory Committee endorses the 2023
Year End Report and 2024 Work Plan, subject to
administrative revisions.
Carried
J. Currie to
provide
printed Site
Plans on
11x17 size
sheets for
future
meetings.
- 4 -
Page 5 of 5
Item/ Details & Discussion & Conclusion Action
Ref # (summary of discussion) Items/Status
(include
deadline as
appropriate)
6. Correspondence
There were no items of correspondence.
7. Other Business
L. Gibbs provided an update on action items from the
Accessibility Advisory Committee meeting held on February 21,
2024, pertaining to Item 5.3 Exterior Lighting – City
Hall/Library and 5.4 Valley View Park/City Hall. She noted
that staff had completed an assessment of the areas and
addressed the issues identified by the Committee. A report is
projected to be brought to Council regarding the Committee
Motion concerning the Exterior Lighting Presentation in May.
8. AAC Member Roundtable Updates
Committee members and staff provided updates and comments regarding:
• updates to the City By-laws addressing accessible parallel parking standards;
• T. Higgins being a strong leader and accessibility advocate;
• the misuse of accessible parking spaces in the City of T. Higgins to
Pickering and the role of enforcement; and, invite staff
from the By-
• inviting the Manager, Municipal Law Enforcement Services law
and the Supervisor, Licensing & Enforcement, from City By-department to
law to discuss parking enforcement at the April 17, 2024, the next AAC
Accessibility Advisory Committee Meeting. meeting.
9. Next Meeting – April 17, 2024
10. Adjournment
Moved by K. Sullivan
Seconded by C. Rudberg-Chin
That the meeting be adjourned.
Carried
Meeting Adjourned: 9:15 pm
- 5 -
From:Currie, Janean
To:Currie, Janean
Date:Monday, April 8, 2024 11:27:15 AM
Attachments:image001.png
image002.png
image003.png
image004.png
image005.png
From: DRTHelps <drthelps@durham.ca>
To: Joyce Perrin <perrinje308@yahoo.com>
Cc: David Pickles <dpickles@pickering.ca>
Sent: Tuesday, April 2, 2024 at 10:18:32 a.m. EDT
Subject: RE: Transit ride Saturday March 30, 2024 Attention Bradley
Fisher.
Good Morning Joyce,
Thank you for reaching out, I was a pleasure speaking with you this morning.
In follow up to our conversation, I would like to highlight some of the information that
we spoke about.
We do have internal employee recognition program, I appreciate your kind words
regarding Irene and she will be recognized for her commitment to excellent customer
service.
Durham Region Transit (DRT) has been experiencing record levels of ridership
throughout the Region which has resulted in reliability and capacity concerns in some
transit corridors. DRT currently has all available and budgeted resources allocated to
providing our revenue services, however, DRT’s 2024 Business Plan and Budget
includes approximately 60,000 new revenue service hours that will enable DRT to
implement service enhancements across the network, improve reliability, and support
to some growth areas.
In regards to DRT’s Courtesy and Priority Seating, the following has been captured
from the DRT Website:
Every bus on a scheduled route includes two clearly-marked priority and
courtesy seating areas. The seats or space in the priority seating areas are
required to be made available to customers using a mobility aid, walker, cane
or who would otherwise benefit from a seat.
There are other passengers who may benefit from having a seat in the
courtesy seating area. In these instances, customers are asked to do the right
thing and give up their seat to a passenger whose need is greater.
DRT operators are not expected to intervene in a priority or courtesy seating
dispute. Remember, passengers with invisible disabilities have the same right
to access priority seating as passengers with visible disabilities. When a bus is
- 6 -
You don't often get email from perrinje308@yahoo.com. Learn why this is important
full, or the priority seating areas are occupied, customers using a mobility aid
may need to wait for the next bus.
Again I thank you for taking the time to share your feedback with myself and Durham
Region Transit, should you have any further comments, questions or concerns,
please do not hesitate to reach out.
Take Care,
Brad Fisher | Supervisor, Customer Service
Durham Region Transit
DRTHelps@durham.ca
1-866-247-0055
DurhamRegionTransit.com
PRESTO, along with Durham Region Transit (DRT) and Hamilton Street and Railway
(HSR), has launched a mobile e-ticketing solution. E-ticketing will offer customers a
new, contactless fare option accepted across all DRT scheduled, Specialized and On
Demand services, including contracted taxi providers. The PRESTO e-ticketing app
will enable customers to use their Android and Apple devices to purchase, activate
and present tickets and passes when boarding DRT.
From: Joyce Perrin <perrinje308@yahoo.com>
Sent: Monday, April 1, 2024 3:31 PM
To: DRTHelps <DRTHelps@durham.ca>; David Pickles
<dpickles@pickering.ca>
Subject: Transit ride Saturday March 30, 2024 Attention Bradley Fisher.
Dear Mr. Fisher,
The purpose of this letter is twofold:
1. I would like to commend your staff member Irene, who took the time today to
explain the situation to me at the transit offices on Saturday and is very
knowledgeable and personable. As a former hospital CEO, I was impressed by how
she handled my questions. Please put a note in her file stating that a passenger was
very impressed with how she handled the discussion. She is an asset to your
organization. If you have an employee of the month, please nominate her. I will be
happy to give more details, and you can call me at 4165885946.
2. I am 87 years old with a walker, and I waited at the Steeple Hill bus stop for nearly
two hours with my walker for a bus. One bus refused to take me, and the second bus
- 7 -
would have left me except for a passenger who gave me his seat. How could this
happen?
I want to talk with a supervisor to discuss this situation. While waiting at Glenanna
and Kingston, four buses made the short turn, and I waited for my bus on Kingston
Road. This situation did not make sense to me.
I look forward to your call to develop a plan so this will not happen again to someone
in my situation.
phone 416-5775946
Best Wishes,
Joyce Perrin
Please visit my website www.joyceperrin.com to learn more about my book or
connect with me on Facebook https://www.facebook.com/JoyceEPerrin/
THIS MESSAGE IS FOR THE USE OF THE INTENDED RECIPIENT(S) ONLY
AND MAY CONTAIN INFORMATION THAT IS PRIVILEGED, PROPRIETARY,
CONFIDENTIAL, AND/OR EXEMPT FROM DISCLOSURE UNDER ANY
RELEVANT PRIVACY LEGISLATION. No rights to any privilege have been
waived. If you are not the intended recipient, you are hereby notified that
any review, re-transmission, dissemination, distribution, copying,
conversion to hard copy, taking of action in reliance on or other use of this
communication is strictly prohibited. If you are not the intended recipient
and have received this message in error, please notify me by return e-mail
and delete or destroy all copies of this message.
Best Wishes,
Joyce Perrin
Please visit my website www.joyceperrin.com to learn more about my book or
connect with me on Facebook https://www.facebook.com/JoyceEPerrin/
- 8 -
pickering.ca
Community Visitor Plan
2024 - 2027
- 9 -
pickering.ca
Community Visitor Plan
First Visitor/Tourism Plan for the City
Developed by a steering committee that included local
businesses, attractions, residents, regional and city staff.
The process and plan was
facilitated by Central Counties
Tourism:
Chuck Thibeault, Executive Director and;
Lisa John-Mackenzie, Industry Relations
Manager for Durham Region.
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pickering.ca
Steering Committee
Derek Mappin Pickering Casino Resort
Wayne Odegard Pickering Casino Resort
Michèle Bolton Open Studio Art Café
Tina Haramis Frenchman's Bay Yacht Club
Jessica Elliott Cultural Advisory Committee
Michael McFarland Cultural Advisory Committee
Ansonett Palmer Cultural Advisory Committee
Deanna Cheriton Toronto Region Conservation Authority / Petticoat Creek C.A.
Amanda Perricone Toronto Region Conservation Authority / Petticoat Creek C.A.
Lorna Murphy Cushman & Wakefield Asst Services, Pickering Town Centre
Lexi Whalen Land Over Landings
Jim Miller Land Over Landings and Owner, Thistle Ha’ Farm, National Historic Site
Laura Gibbs City of Pickering, Division Head, Culture and Community Programming /
PMV / PHCC
Nicole Hann City of Pickering, Public Affairs & Communications Associate, Office of the
CAO
Laraib Arshad City of Pickering, Economic Development & Strategic Projects
Krystal Roberts City of Pickering, Acting Supervisor, Cultural Services
Jesse St. Amant City of Pickering, Coordinator, Cultural Services
Azeem Shah City of Pickering, Senior Advisor Creative Industries and Tourism
Lisa Mackenzie Region of Durham, Tourism Specialist
Eileen Kennedy Invest Durham, Region of Durham, Film/T.V. Specialist
- 11 -
pickering.ca
Relationship to Pickering’s
Corporate Strategic Plan
Priority 1:
Champion
Economic
Leadership and
Innovation
- 12 -
pickering.ca
Vision
The City of Pickering, its businesses, organizations and residents
actively share their pride of the community with visitors year-round,
making it a welcoming destination so that they will return time and again.
Mission
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pickering.ca
Tourism in Pickering
Top reasons to visit
Pickering Casino and Resort
Waterfront / Nautical Village
Pickering Town Centre
Parks/Trails
Dinning/Restaurants
Pickering Museum Village
Partnership & City Events
In 2022 the Waterfront & City Centre had
over 450k visits and contributed an
estimate spend of over $40M in the City
Centre, and over $10M at the Waterfront.
- 14 -
pickering.ca
Who’s Visiting?
The City Centre and Waterfront area research found that the
majority could be categorized as “Family Fun” and “Adventure
Seekers” – Central Counties Tourism Visitor Profile Segment
Waterfront East Area 35% Family Fun
28% Adventure Seekers
Other Visitor Categories include; Passionate Putters, Foodie
Fanatics, Art Lovers (Urbanite-Core), Art Lover (Community
Explorer-Tactical)
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pickering.ca
Adventure Seekers
•This segment skews male, is
family oriented and makes
informed decisions quickly.
•Lives in a middle class suburban
area with an upscale household
income.
•Enjoys the outdoors, watching
sports related events and physical
activities like camping, skiing, zip-
lining, cycling, jet-skiing. Also
enjoys cultural activities such as
festivals, carnivals, concerts and
food.
•Light internet users, this group
does not enjoy technology and are
light social media users.
•Responds to outdoor, radio,
television and lifestyle magazine
advertising.
•Likes to travel taking three to five
out-of-town vacations in a year.
Family Fun
•This group is made up of culturally diverse
young to middle-aged families with school-
aged children living in suburban culturally
diverse areas. They are university educated
with a household income higher than the
market average.
•Family comes first for this group, and they
prefer to spend time with children at family
friendly attractions like zoos, festivals,
amusement parks while also enjoying
outdoor fun & adventure to get away from
daily stress and build family memories.
•As commuters, this group listens to radio,
are heavy internet users and seek out
multicultural connections in advertising.
•They are a highly social group, sharing their
experiences and making recommendations
on multiple social platforms such as
Instagram, Twitter and Facebook.
•Enjoys travelling and taking vacations to
escape their daily routine.
•Usually opt for all-inclusive or spa resorts
for accommodations.
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pickering.ca
Outcomes
Each of these objectives has associated goals and action items and will serve as the roadmap for the 2024-2027
Community Visitor Plan.
This assessment resulted in the identification of five core objectives:
Enhance Welcome Develop Distinguish Support
The committee assessed the challenges and opportunities for ‘visitor readiness’ across five key categories:
Attractions Businesses Infrastructure Customer Service Marketing/Promotion
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pickering.ca- 18 -
pickering.ca
Action Items: Enhance
Develop new products / experiences to attract more visitors
with more reasons to visit and come back.
Goal 1: Engage tourism stakeholders to develop new tourism
products/experiences.
Goal 2: Develop new municipally-led tourism
products/experiences.
Goal 3: Solicit more group tourism events / tournaments.
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pickering.ca
Action Items: Welcome
Nurture a welcoming environment and pride-of-place with residents
and businesses.
Goal 1: Educate on / communicate the importance of the visitor
economy.
Goal 2: Nurture pride-of-place with
Pickering residents and
business owners.
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pickering.ca
Action Items: Develop
Encourage development of a visitor-friendly infrastructure.
Goal 1: Provide seamless transport to, from, and within Pickering.
Goal 2: Attract new accommodation providers.
Goal 3: Provide on-site visitor facilities.
Goal 4: Maintain, support and grow the
outdoor trail network.
Goal 5: Provide on-site visitor information.
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pickering.ca
Action Items: Distinguish
Establish a unique presence in the market for Pickering, attracting visitors to explore all there is to see and do.
Goal 1: Build foundational marketing assets to promote Pickering
as a destination.
Goal 2: Implement a communication strategy
to differentiate Pickering and
promote the unique visitor
experiences.
Goal 3: Promote Pickering as Inclusive,
Diverse, Equitable & Accessible
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pickering.ca
Action Items: Support
Source the required resources to effectively manage Pickering as a visitor destination.
Goal 1: Source funds and advocate for continued investment in
the Visitor Economy.
Goal 2: Recruit a team to champion and implement the Visitor
Plan.
Goal 3: Elevate the profile of the Visitor Economy as a municipal
strategic priority.
Goal 4: Collect visitor data to measure success, understand areas
for improvement, and to inform marketing.
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pickering.ca
MAT
Municipal Accommodation Tax.
MAT is a local tax levied by municipalities on short-term rental
accommodations such as hotels, motels, and short-term home
rentals.
The standard rate amongst major cities across Ontario is 4%
Cities of comparable size have reported the tax can generate
approximately $400,000- $700,000 annually.
MAT funding support will allow for several initiatives in the
Community Visitor Plan and beyond to advance the City’s Tourism
sector.
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pickering.ca- 25 -
pickering.ca
Jesse St. Amant
Coordinator, Cultural Services
Community Services Department
T.905.420.4660 ext. 3607
jstamant@pickering.ca
Azeem Shah
Senior Advisor, Creative Industries & Tourism
Economic Development and Strategic
Projects Department
T.905.420.4660 ext. 1158
ashah@pickering.ca
- 26 -
COMMUNITY VISITOR PLAN
2024 – 2027
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2
Land Acknowledgement
We acknowledge that the City of
Pickering resides on land within the
Treaty and traditional territory of the
Mississaugas of Scugog Island First
Nation and Williams Treaties signatories
of the Mississauga and Chippewa
Nations. Pickering is also home to many
Indigenous persons and communities
who represent other diverse, distinct, and
autonomous Indigenous nations. This
acknowledgement reminds us of our
responsibilities to our relationships with
the First Peoples of Canada, and to the
ancestral lands on which we learn,
share, work, and live.
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3
Forward
A Message from Central Counties Tourism
It was an absolute pleasure to facilitate the development and finalization of this
incredible plan. I came into the process with high hopes and was not
disappointed. The City of Pickering has long recognized the value of the visitor
economy and has been working with Central Counties Tourism for years to help grow
their capacity to welcome and engage visitors. The working group that formed the
backbone of the planning process was one of the most well-versed of any community
we have worked with, understanding the principles of destination development and the
current needs within the municipality to take the visitor economy to the next level.
The end result is a community visitor plan that is unique to Pickering – layered with
goals and objectives built on each other to incrementally move the needle closer to
achieving “tourism success” for the municipality. Our promise to the City of Pickering is
that we will be your partner each and every year as you develop and implement the
actions and tactics to deliver on the goals and objectives. With each success, Pickering
becomes a more vibrant community, attracting new visitors, residents and businesses.
The City of Pickering should be proud of what they have already achieved in terms of
growing the visitor economy and excited about the successes that lie ahead as this plan
gets implemented.
Best regards,
Chuck Thibeault, Executive Director
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4
Contents
Executive Summary 6
Vision and Mission 9
Introduction 10
The Planning Process 11
Tourism in Pickering 12
The Plan – Objectives and Goals 14
The Plan – Action Items 16
Objective One: Enhance 16
Objective Two: Welcome 18
Objective Three: Develop 19
Objective Four: Distinguish 21
Objective Five: Support 23
Acknowledgements 28
Glossary 29
Resources 31
Appendix 32
I – Why Tourism?
II – Tourism Organizations
III – Pickering Tourism Assets
IV – Visitation Data
V – Visitor Market Profiles
VI – Visitor Readiness – Gap Analysis
VII – Community Survey Results
VIII – Committee Engagement
- 30 -
5
FRENCHMAN’S BAY
- 31 -
6
Executive Summary
The City of Pickering is ideally located. It is about 40km from downtown Toronto along
the northern shore of Lake Ontario and is easily accessible to visitors from the major
401 and 407 highways, GO trains/buses, the Waterfront Trail and by boat at
Frenchman’s Bay. This provides easy access to the over 7 million people living to the
west and an incredible opportunity to be the overnight location for people travelling from
the east to visit the GTA including downtown Toronto.
Currently, the Bay, along with the Waterfront Trail, and Beachfront & Alex Robertson’s
Parks offers a scenic escape for over 100k visitors (traveling 40+km one-way) per year
who enjoy a variety of activities including boating, biking, hiking, picnics, summ er
concerts in Millenium Square, as well as shopping and dining options in the charming
Nautical Village.
A short distance away is Durham Live, Pickering’s new premium entertainment district
and home of the Pickering Casino Resort which has a 275-room hotel, multiple
restaurants, state-of-the-art concert theatres, and a large gaming facility. The area
promises to be a major entertainment hub with future growth that includes a first -of-its-
kind in Canada Porsche Experience Centre.
The city centre area, which welcomed over 340K visitors in 2022, is home to the
Pickering Town Centre, a destination shopping mall, and this area, along with the
waterfront, and north Pickering, make up the majority of the city’s main attractions.
North Pickering, which encompasses the Seaton Community is being developed as one
of the Canada’s largest residential and commercial areas. It also serves as an entry
point to the Seaton Hiking Trail, which runs along beautiful West Duffin’s Creek through
the community of Whitevale and neighbours the Rouge National Urban
Park. Greenwood is another area under development with a new 44,000 sq. ft. Heritage
and Community Centre, located on the current site of the Pickering Museum Village,
anticipated to launch in 2026.
- 32 -
7
With the current number of attractions and abundant development, Pickering is poised
to see significant growth in visitors, helping business success throughout the city and
growing both the vibrancy of the community and community pride.
This 2024-2027 Community Visitor Plan is the first such plan for the City of Pickering. It
will serve to guide the City of Pickering staff, along with local tourism stakeholders and
regional partners in welcoming more visitors to enjoy all that Pickering has to offer. This
plan was developed by a steering committee with representatives from local
businesses, attractions, outdoor assets, residents, and city staff. This committee
assessed the challenges and opportunities for ‘visitor readiness’ across five key
categories: attractions, businesses, infrastructure, customer service, and
marketing/promotion. The work of the steering committee resulted in the identification of
five core objectives for 2024-2027: Enhance, Welcome, Develop, Distinguish, Support.
Each of these objectives has associated goals and action items and will serve as the
roadmap for the 2024-2027 Community Visitor Plan.
- 33 -
8
PICKERING MUSEUM VILLAGE
- 34 -
9
Vision
The City of Pickering, its businesses, organizations and residents actively share their
pride of the community with visitors year-round, making it a welcoming destination so
that they will return time and again.
Mission
- 35 -
10
Introduction
The visitor economy has a significant contribution to the health of businesses across
Canada, Ontario, Central Counties and Durham Region. In 2022 tourists contributed
$83B in spending across Canada and across the Central Counties (York, Durham and
Headwaters regions), there were 13 million (M) overnight visits and a total of $3 billion
(B) in spending. In 2019, pre-pandemic, the tourism industry in Ontario generated
revenue of over $38B and in the 14 key cities and towns across Durham Region, 6.4M
visitors were welcomed and contributed an estimated $692M in spending (see Appendix
I). These numbers reinforce the importance of the visitor economy and the importance
of this plan.
This three-year (2024-2027) Community Visitor Plan outlines the City of Pickering’s
objectives, goals, and action items to achieve its ‘Vision’. With this plan, Pickering joins
its neighbouring municipalities, along with its regional, provincial, and federal partners in
taking a proactive role in supporting the visitor economy (see Appendix II).
This plan was developed by a steering committee comprised of a diverse group of
representatives from Pickering’s tourism-related businesses and organizations, along
with local residents, City of Pickering staff and representatives from the Region of
Durham. The process was facilitated by Central Counties Tourism.
FRENCHMAN’S BAY
- 36 -
11
The Planning Process
This plan was developed with feedback from four facilitated sessions and surveys with
the steering committee, as well as a community survey.
The four facilitated sessions were interactive with clear objectives to support the
development of the plan.
Session One: The group discussed the value of the visitor economy as an economic
driver, job creator and contributor to the residents’ quality of life and identified key
tourism assets attracting people visit Pickering and started to define ‘Success’ for
Pickering.
Session Two: The group ranked the tourism assets and reviewed the current visitor
landscape in Pickering including: attractions, businesses, infrastructure, customer
service, and marketing/promotion.
Session Three: The group identified and evaluated Pickering’s tourism readiness to
understand the challenges and opportunities that exist to achieve ‘Success’ and
reviewed the results of the community tourism plan survey.
Session Four: Finally, the group aligned the final ‘Vision’ for success and the
objectives, goals and actions items for the Pickering Community Visitor Plan.
- 37 -
12
Tourism in Pickering
Tourism Assets
Pickering has a number of businesses, attractions and events that drive visitation.
According to research collected, the top reasons people visit Pickering are for the
Casino, Waterfront / Nautical Village, Pickering Town Centre shopping, parks/trails,
dining/restaurants and cultural sites, such as Pickering Museum Village. Events were
also highlighted as one of the top drivers of visitation including Pickering Casino
Concerts, Winter Nights City Lights, Winter Wonderland at Millenium Square, and the
Waterfront Concert Series, among many others (see Appendix III).
It was noted that Pickering is well-poised for future growth in visitation having a number
of visitor assets in development including the new Heritage & Community Centre,
waterfront enhancements, and further development of the Durham Live Entertainment
District (new Porsche Experience Centre).
- 38 -
13
Visitation
Geo-fencing research was completed for 2022 for the areas of Pickering Waterfront
East, West, and the City Centre. The research showed that within these areas there
were over 450k visits, which contributed to an estimated visitor spend of over $40M in
the City Centre area and over $10M at the waterfront (See Appendix IV).
For those visiting the Waterfront East area, it was found that the majority could be
categorized in the Central Counties Tourism (CCT) visitor profile segments as ‘Family
Fun’ (35%) and ‘Adventure Seekers’ (28%) and this was consistent with the Waterfront
West and City Centre areas. These two segments have high potential for growth and
could be key target markets to increase visitation (See Appendix V).
Visitor Readiness - Gap Analysis
The steering committee was asked to assess Pickering’s visitor readiness and identify
the challenges across the key tourism asset categories: Attractions, Businesses,
Infrastructure, Customer Service, and Promotion.
Opportunities were then identified to address the challenges and this formed the basis
to develop the objectives and action items for the plan. The opportunities were
organized into five key pillars: Enhance, Welcome, Develop, Distinguish, and Support
(See Appendix VI).
- 39 -
14
PICKERING MUSEUM VILLAGE
- 40 -
15
The Plan- Objectives and Goals
OBJECTIVE ONE: ENHANCE
Develop new visitor products / experiences to attract more visitors with more
reasons to visit and come back.
Goal 1: Engage tourism stakeholders to develop new tourism products /
experiences.
Goal 2: Develop new municipally-led tourism products / experiences.
Goal 3: Solicit more group tourism events / tournaments.
OBJECTIVE TWO: WELCOME
Nurture a welcoming environment and pride-of-place with residents and
businesses.
Goal 1: Educate on / communicate the importance of the visitor economy.
Goal 2: Nurture pride-of-place with Pickering residents and business owners.
OBJECTIVE THREE: DEVELOP
Encourage development of a visitor-friendly infrastructure.
Goal 1: Provide seamless transport to, from, and within Pickering.
Goal 2: Attract new accommodation providers.
Goal 3: Provide on-site visitor facilities.
Goal 4: Maintain, support and grow the outdoor trail network.
Goal 5: Provide on-site visitor information.
- 41 -
16
OBJECTIVE FOUR: DISTINGUISH
Establish a unique presence in the market for Pickering, attracting visitors to
explore all there is to see and do.
Goal 1: Build foundational marketing assets to promote Pickering as a
destination.
Goal 2: Implement a communication plan to differentiate Pickering and promote
the unique visitor experiences.
Goal 3: Promote Pickering as Inclusive, Diverse, Equitable & Accessible (IDEA).
OBJECTIVE FIVE: SUPPORT
Source the required resources to effectively manage Pickering as a visitor
destination.
Goal 1: Source funds and advocate for continued investment in the visitor
economy.
Goal 2: Recruit a team to champion and implement the Community Visitor Plan.
Goal 3: Elevate the profile of the visitor economy as a municipal strategic priority.
Goal 4: Collect visitor data to measure success, understand areas for
improvement, and to inform marketing.
PICKERING CASINO RESORT
- 42 -
The Plan- Action Items
OBJECTIVE ONE: ENHANCE
Develop new products / experiences to attract more visitors with more reasons to
visit and come back.
ACTION TIMING RESOURCES COST*
$-low,
$$-mid,
$$$-high
DEPARTMENT
RESPONSIBLE
Goal 1: Engage tourism stakeholders to develop new tourism products/experiences.
1.1.1. Host networking events to
encourage collaboration
among businesses /
organizations for product
development
1-2 per
year
City of Pickering
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
Support:
Community
Services
1.1.2. Collaborate across
municipalities to provide
regional tourism experiences
e.g. participate in municipal
leadership meetings and
networking
2024-
2027
City of Pickering
Durham
Tourism,
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
Support:
Community
Services
1.1.3. Engage businesses to develop
new tourism products
/experiences /events e.g.
multi-stakeholder routes /
“trails”, IDEA events, multi-
faceted creative industries
events
2024-
2027
City of Pickering
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
& Community
Services
(*Estimated Cost $-low=Under $10,000, $$-mid=$10,000 to $50,000, $$$-high=Over $50,000)
- 43 -
18
Goal 2: Develop new municipally-led tourism products / experiences.
1.2.1. Continue to host festivals /
events that are unique to
Pickering e.g. Fall Fling &
Winter Wonderland
2-4 per
year
City of Pickering $$$ Lead: Community
Services
1.2.2. Support development of new
waterfront / Nautical Village
experiences e.g. lifejacket
rentals & kayak launches
2024-
2025
City of Pickering $$ Lead: Economic
Development and
Strategic Projects
& Community
Services
1.2.3. Develop new municipal
tourism routes / “trails” through
collaborations / partnerships
e.g. Indigenous Art Trail, Film
Set Locations Tour
2024-
2025
City of Pickering
Invest Durham
DEI
$$ Lead: Economic
Development and
Strategic Projects
& Office of the
CAO
1.2.4. Develop and/or partner to
create infrastructure to support
shoulder season experiences
e.g outdoor skating & event
spaces.
2024-
2027
City of Pickering $$$ Lead: City
Development &
Operations
Support:
Community
Services
Goal 3: Solicit more group tourism events / tournaments.
1.3.1. Collaborate with local and
regional stakeholders to bid-on
/ host more sport tourism
events (align with the
Recreation & Parks – 10 Year
Plan)
2024-
2027
City of Pickering
Durham
Tourism
$$ Lead: Economic
Development and
Strategic Projects
Community
Services &
Operations
1.3.2. Invite more visiting school
groups from neighbouring
schoolboards to existing
attractions e.g. Pickering
Museum Village, and
Claremont Nature Centre etc.
2024-
2027
City of Pickering $ Lead: Community
Services
- 44 -
19
OBJECTIVE TWO: WELCOME
Nurture a welcoming environment and pride-of-place with
residents and businesses.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Educate on / communicate the importance of the visitor economy.
2.1.1 Promote and communicate the
importance of the visitor
economy with residents, staff,
and council etc. e.g. & tourism
campaign, share success
stories of local businesses
2024 -
2025
City of Pickering $ Lead: Economic
Development and
Strategic Projects
2.1.2. Roll-out a tourism ambassador
training program for front line
workers, seniors, high school
volunteers / school clubs etc.
2024-
2027
City of Pickering
Central
Counties
Tourism
$ Lead: Economic
Development and
Strategic Projects
& Community
Services
Goal 2: Nurture pride-of-place with Pickering residents and business owners.
2.2.1. Implement programs to
encourage business owners
and front-line employees to
explore Pickering
e.g. Host industry
familiarization (fam) tours
and/or implement a reciprocal
admissions program for local
attractions.
2024 City of Pickering $$ Lead: Economic
Development and
Strategic Projects
Support:
Community
Services
- 45 -
20
2.2.2. Develop and push out email
communications to the
resident database to promote
all that is happening in
Pickering.
2024 City of Pickering $ Lead: Economic
Development and
Strategic Projects
& Office of the
CAO
Support:
Community
Services
OBJECTIVE THREE: DEVELOP
Encourage development of a visitor-friendly infrastructure.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Provide seamless transport to, from, and within Pickering.
3.1.1. Improve transportation
infrastructure by advocating
across municipal departments
and with developers e.g.
busing, walking paths
Explore opportunities to
coordinate transportation
across the region/ province.
2024-
2027
City of Pickering
Roads Dept.
Durham Region
Developers
$$$ Lead:
Engineering
Services
3.1.2. Explore / promote
transportation alternatives for
events/ peak visitor times e.g.
public transit, alt
transportation rentals e.g.
trolley, bus, bike, scooter
2024-
2027
City of Pickering
$$ Lead: Economic
Development and
Strategic Projects
& Community
Services
Support: City
Development
(Sustainability)
- 46 -
21
3.1.3. Explore new parking solutions
e.g. support event organizers
with parking options, shuttles
(Go, DRT), active
transportation, by-law
allowance for street parking
etc.
2024-
2027
City of Pickering
Durham Region
$$ Lead:
Engineering
Services
Support:
Economic
Development and
Strategic
Projects,
Community
Services &
Operations
3.1.4. Implement a way-finding
strategy to promote road-side
and online navigation e.g.
signage, Google Maps, short
message service (SMS) App
etc.
2024-
2027
City of Pickering
Central
Counties
$$ Lead:
Operations
Support:
Economic
Development and
Strategic
Projects,
Corporate
Communications,
Community
Services &
Region of
Durham
Goal 2: Attract new accommodation providers.
3.2.1. Encourage development of
more visitor accommodation
options e.g. publicize hotel
and visitation data to show
business opportunity
2024-
2027
City of Pickering
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
Goal 3: Provide on-site visitor facilities.
3.3.1. Advocate for a new purpose-
built event space for larger
events
2026 City of Pickering $$$ Lead: Community
Services
Support:
Operations,
- 47 -
22
Engineering
Services & City
Development
3.3.2. Improve availability of
washroom facilities for visitors
e.g. Build year-round facilities
(portable or permanent) in key
visitor areas and / or open
existing facilities year-round.
2024-
2027
City of Pickering $$$ Lead: Operations
& Engineering
Services
Goal 4: Maintain, support and grow the outdoor trail network.
3.4.1 Support current trail strategies
including winter maintenance /
grooming
2024-
2027
City of Pickering
Durham Region
TRCA
$ Lead: Operations
Support:
Engineering
Services
3.4.2. Improve trail connectivity to
the core commerce areas e.g.
signage / apps
2024-
2027
City of Pickering
TRCA
$$ Lead:
Engineering
Services
Support:
Operations
Goal 5: Provide on-site visitor information.
3.5.1. Implement a solution to
provide on-site visitor
information e.g. Partner with
others (e.g. Casino, Go-
transit, Town Centre, TRCA) to
implement self-serve
information kiosks in central
locations and/or procure a
mobile tourism trailer
2025 City of Pickering
Businesses
$$ Lead: Economic
Development and
Strategic Projects
Support:
Corporate
Communications
- 48 -
23
OBJECTIVE FOUR: DISTINGUISH
Establish a unique presence in the market for Pickering,
attracting visitors to explore all there is to see and do.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Build foundational marketing assets to promote Pickering as a destination.
4.1.1. Build a dedicated Tourism
Website to house visitor
information (event listings,
business & attraction
information etc.)
2025-
2026
City of Pickering $$ Lead: Economic
Development and
Strategic Projects
Support:
Community
Services
4.1.2 Explore the opportunity to add
and manage dedicated social
media channels and digital
information e.g. Facebook,
Instagram, Google etc.
2025-
2026
City of Pickering $ Lead: Economic
Development and
Strategic Projects
& Community
Services
Support:
Corporate
Communications
4.1.3 Advocate for Tourism
Promotions on current digital
signage, and investigate
installing digital signage in
Pickering that is dedicated to
Tourism
2024-
2026
City of Pickering $$$ Lead: Corporate
Communications
& Community
Services
4.1.4 Collect visitor contact
information at events / online
to build visitor contact
database
2024-
2027
City of Pickering $$ Lead: Economic
Development and
Strategic Projects
& Community
Services
- 49 -
24
Goal 2: Implement a communication strategy to differentiate Pickering and promote
the unique visitor experiences.
4.2.1. Implement a paid-media
communications strategy
(social media, print, PR,
influencers) to promote
unique experiences e.g.
businesses, waterfront /
Nautical Village, Casino,
Pickering Museum Village.
Ongoing City of Pickering
Central
Counties
Durham
Tourism
$$ Lead: Economic
Development and
Strategic Projects
& Office of the
CAO
Support:
Community
Services
4.2.2. Develop and promote
bundled/ package
experiences that feature
attractions and businesses
together (trip ideas- places to
eat, stay, and play)
2024-
2027
City of Pickering
Businesses
$ Lead: Economic
Development and
Strategic Projects
4.2.3. Produce and distribute visitor
content/ trip ideas for regular
distribution to visitor contact
database.
2025-
2026
City of Pickering $ Lead: Economic
Development and
Strategic
Projects,
Community
Services
Support: Office
of the CAO
Goal 3: Promote Pickering as Inclusive, Diverse, Equitable & Accessible (IDEA).
4.3.1. Implement marketing that
represents the diversity of
visitors to Pickering (age,
financial status, abilities,
cultures etc.)
Ongoing City of Pickering $ Lead: Corporate
Communications
Support:
Economic
Development
and Strategic
Projects & Office
of the CAO
- 50 -
25
4.3.2. Spotlight businesses, events,
attractions, and individuals
etc. that represent the IDEA
community in Pickering. e.g.
Indigenous Artists,
LGBTQ2S+ business owners
etc.
Quarterly City of Pickering $ Lead: Office of
the CAO
Support:
Economic
Development
and Strategic
Projects &
Community
Services
OBJECTIVE FIVE: SUPPORT
Source the required resources to effectively manage
Pickering as a visitor destination.
ACTION TIMING RESOURCES COST DEPARTMENT
RESPONSIBLE
Goal 1: Source funds and advocate for continued investment in the Visitor Economy.
5.1.1. Advocate for a municipal
budget to support tourism
development
2024 City of Pickering $ Lead: Economic
Development and
Strategic Projects
& Community
Services
5.1.2 Continue to apply for grants to
support municipal tourism
initiatives
Ongoing City of Pickering $ Lead: Economic
Development and
Strategic Projects
& Community
Services
5.1.3 Provide tourism stakeholders
with channels to source
information about grant
opportunities and “grant
Ongoing City of Pickering
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
- 51 -
26
writing” training e.g. CCT,
TIAO
& Community
Services
5.1.4. Explore the feasibility of a
Municipal Accommodation Tax
(MAT)
2025 City of Pickering
$ Lead: Economic
Development and
Strategic
Projects,
Corporate
Services &
Finance
5.1.5 Explore ideas to raise funding
for tourism e.g. Tourism
Investment Expo
2027 City of Pickering $$ Lead: Economic
Development and
Strategic Projects
& Community
Services
Goal 2: Recruit a team to champion and implement the Visitor Plan.
5.2.1. Hire dedicated tourism staff to
implement against the Visitor
Plan e.g. Canada Summer
Jobs, college internships and
co-op programs
2025-
2026
City of Pickering $$ Lead: Economic
Development and
Strategic Projects
5.2.2. Recruit a Tourism Panel to
guide implementation of the
Visitor Plan
2024-
2025
City of Pickering $ Lead: Economic
Development and
Strategic Projects
Support:
Community
Services
5.2.3. Recruit volunteers and
manage a volunteer /
ambassador program
2024 City of Pickering $ Lead: Community
Services
Support:
Economic
Development and
Strategic Projects
- 52 -
27
Goal 3: Elevate the profile of the Visitor Economy as a municipal strategic priority.
5.3.1. Allocate a representative to
provide the ‘voice of the visitor
economy’ on other
committees e.g. Advisory
Committees, Planning,
Transportation etc.
2024 City of Pickering
Durham Region
$ Lead: Economic
Development and
Strategic Projects
5.3.2. Schedule annual updates to
staff leaders and council to
communicate progress
against the Visitor Plan and
the importance of the visitor
economy. Also consider a
familiarization trip.
Ongoing City of Pickering $ Lead: Economic
Development and
Strategic Projects
& Community
Services
Goal 4: Collect visitor data to measure success, understand areas for improvement,
and to inform marketing.
5.4.1. Measure visitation by
geofencing high-traffic visitor
areas to track year-over-year
results
2024 City of Pickering
Central
Counties
$ Lead: Community
Services
5.4.2. Engage events and
businesses to track their
visitor postal codes for
analysis.
2024 City of
Pickering,
Central
Counties
Businesses
$ Lead: Economic
Development and
Strategic Projects
& Community
Services
5.4.3. Roll-out visitor surveys to
understand satisfaction and
areas for improvement.
1-2 per
year
City of Pickering
Central
Counties
$ Lead: Economic
Development and
Strategic Projects
& Community
Services
- 53 -
FRENCHMAN’S BAY MARINA
- 54 -
29
Acknowledgements
Thank you to the individuals who made up the steering committee and devoted their
time to support the development of this Community Visitor Plan for the City of Pickering.
Steering Committee
Wayne Odegard Pickering Casino Resort
Derek Mappin Pickering Casino Resort
Michèle Bolton Open Studio Art Café
Tina Haramis Frenchman's Bay Yacht Club
Jessica Elliott Cultural Advisory Committee
Michael McFarland Cultural Advisory Committee
Ansonett Palmer Cultural Advisory Committee
Deanna Cheriton Toronto Region Conservation Authority / Petticoat Creek C.A.
Amanda Perricone Toronto Region Conservation Authority / Petticoat Creek C.A.
Lorna Murphy Cushman & Wakefield Asst Services, Pickering Town Centre
Lexi Whalen Land Over Landings
Jim Miller Land Over Landings and Owner, Thistle Ha’ Farm, National Historic Site
Laura Gibbs City of Pickering, Division Head, Culture and Community Programming /
PMV / PHCC
Nicole Hann City of Pickering, Public Affairs & Communications Associate, Office of
the CAO
Laraib Arshad City of Pickering, Economic Development & Strategic Projects
Krystal Roberts City of Pickering, Acting Supervisor, Cultural Services
Jesse St. Amant City of Pickering, Coordinator, Cultural Services
Azeem Shah City of Pickering, Senior Advisor Creative Industries and Tourism
Lisa Mackenzie Region of Durham, Tourism Specialist
Eileen Kennedy Invest Durham, Region of Durham, Film/T.V. Specialist
The development of this plan was facilitated with Central Counties Tourism ’s Chuck
Thibeault, Executive Director and Lisa John-Mackenzie, Industry Relations Manager for
Durham Region.
- 55 -
30
Glossary
Tourist or Visitor - The term “Tourist” or “Visitor” can have various meanings and the
terms may be interchanged, but for the purposes of this report, we use the following
definitions. Destination Canada defines a “Visitor” as a traveler taking a trip outside
his/her usual environment, for less than a year, for any purpose (business, leisure or
other personal purpose) other than to be employed.1 To measure visitation the
province of Ontario defines a “Visitor” as someone who takes an overnight out -of-town
trip, or an out-of-town same-day trip of 40 kilometers or more away from their home.2
Visitors could include such groups as bus tours, sports teams, or individuals visiting
friends and relatives etc.
Index- Index numbers are a way of expressing the difference between two
measurements by designating one number as the "base", giving it the value 100 and
then expressing the second number as a percentage of the first. Example: If the
population of a town increased from 20,000 in 1988 to 21,000 in 1991, the population in
1991 was 105% of the population in 1988. Therefore, on a 1988 = 100 base, the
population index for the town was 105 in 1991.
(https://www150.statcan.gc.ca/n1/pub/11-533-x/using-utiliser/4072258-eng.htm)
Example: An index for visitation is how your audience compares to the average of the
area being studied, the benchmark. An index of 110 means that there is a 10% higher
concentration of that specific variable within your audience than the average. An index
of 100 is the average for the area
Inbound Tourism Spend / Expenditure- The tourism expenditure of a non-resident
visitor within the economy of reference.
Unique Visitors- The average number of individuals visiting the analyzed domain,
within the country and time period analyzed. A user who arrived at a site once or a
number of times is a single unique visitor to that domain.
- 56 -
31
TRIEM Model- The Tourism Regional Economic Impact Model (TREIM) is a data
analysis simulation tool that helps organizations and people who are interested in
tourism to learn more about the economic impact of tourism in Ontario. The model is
capable of simulating tourism-related economic impacts from 2010 to 2025, such as:
economic impact of specific tourism events, impacts on the supply side by tourism
industry sector, impacts by type of capital project for the chosen region .
https://www.ontario.ca/page/tourism-regional-economic-impact-model
Central Counties (RTO6) -This is the geographic area that makes up the Ontario
government Regional Tourism Organization Six (RTO6). Central Counties or RTO6
includes all of Durham Region, York Region, and the Headwaters area.
https://www.ontario.ca/document/tourism-regions/region-6-york-durham-and-
headwaters
FSA- A forward sortation area (FSA) is a way to designate a geographical unit based on
the first three characters in a Canadian postal code. All postal codes that start with the
same three characters—for example, K1A—are together considered an FSA.
Geo-fencing- Geofencing can provide an understanding of your customers through
mobility data. By creating specific geofences (a virtual geographic boundary around a
particular area), you will be provided an accurate estimate of the number of people that
entered the area within your specified timeframe, where they came from, the average
number of times locals vs non-locals visited, and important information about the
behaviors of your predominant visitors. The numbers are determined based on cell
phone data collected from people above the age of 15 that have their location services
enabled which is then filtered through a weighted statistical model with proper sample
size. Geofence data captures the number of unique visitors, the number of trips made
by those visitors, the distance they travelled from their Common Evening Location (aka
their home), and provides an analysis of these cell phone holders over a specific time
period.
- 57 -
32
Resources
1. https://www.destinationcanada.com/en/glossary
2. www.ontario.ca/page/tourism-regional-economic-impact-model
3. Tourism Industry Association of Canada, Tourism Jobs Matter, 2018
https://tiac-aitc.ca/_Library/Travel_Economy_Series_/JOBS_-
_TIAC_Travel_Economy_Series_EN.pdf
4. Innovation, Science and Economic Development Canada, Federal Tourism Growth
Strategy, 2019.
https://www.ic.gc.ca/eic/site/134.nsf/vwapj/Tourism_Strategy_eng_v8.pdf/$file/Tourism_
Strategy_eng_v8.pdf
5. Destination Canada -Research Division. Tourism Fact Sheet, 2020/2019.
https://www.destinationcanada.com/en/research#tourismincanada
6. https://www.destinationcanada.com/sites/default/files/archive/1792-
Quarterly%20Tourism%20Snapshot%20-
%20Q4%202022/DC_Quarterly_Tourism_Snapshot_Q4_EN.pdf
7. https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm
8. Tourism Industry Association of Ontario, Quick Facts, 2019.
https://www.tiaontario.ca/cpages/tourismquickfacts
9. Tourism Industry Association of Canada, Tourism Jobs Matter, 2018,
https://tiac-aitc.ca/_Library/Travel_Economy_Series_/JOBS_-
_TIAC_Travel_Economy_Series_EN.pdf
10. Downtowns of Durham 2019 Visitation Research, Conducted by Central Counties
Tourism on behalf of Durham Tourism.
11. Tourism Industry Association of Ontario: Travel and Destination Analytics Ontario, 2018
https://www.tiaontario.ca/articles/travel-and-destination-analytics-ontario
12. Ministry of Heritage, Sport, Tourism, and Culture Industries,
http://www.mtc.gov.on.ca/en/tourism/tourism.shtml
13. Ministry of Heritage, Sport, Tourism, and Culture Industries, Regional Tourism Profiles -
RTO6, 2021. http://www.mtc.gov.on.ca/en/regions/regions6.shtml
- 58 -
33
Appendix I
Why Tourism?
The tourism industry is critical to Canada, contributing significantly to the economy and
job creation. The Tourism Industry Association of Canada [TIAC] describes the tourism
workforce as “the backbone of the travel economy. Our ability to provide hospita lity to all
visitors to Canada, and its impact on the visitor experience, keeps businesses
thriving.”3
The 2019 Federal Tourism Growth Strategy: Creating Middle Class Jobs recognizes
that every community has something to offer as a destination within the Canadian
cultural landscape for visitors to explore.4 Tourism is one of the only sectors that
employs Canadians in every area of the country. This includes every province, territory,
and electoral riding.
In 2019, pre-pandemic, tourism was Canada's number one service export, totaling 2%
of total exports, generating $105 billion in revenue, and employing 1 in 11 Canadians
with 2.1 million jobs.5
While the industry was the first and hardest hit sector during the Covid-19 pandemic
(2020-2022), results from Canada’s National Travel Survey indicate that the industry is
now recovering. (see National Tourism Indicators Graph below) As reported in
Destination Canada’s fall 2022 Tourism Outlook6, domestic tourism spending in 2022
reached 92% of the 2019 pre-pandemic levels, with expectations for a full recovery in
2023. This 2022 domestic spending included Canadian residents who spent $69.0
billion at home and international travelers to Canada, who spent $14 billion. (US-$7.4B,
overseas-$6.6B) This international spend was an increase of $3.8 billion, over the
$10.0 billion spent in 2021. Despite this increase, this is still only 61.2% of what these
international visitors spent in Canada during 2019, before the pandemic.
The fourth quarter of 2022 showed the strongest signs of recovery, with Canadian
residents taking 60.9 million domestic trips, up by 9.2 million from the fourth quarter
of 2021, and reaching 97.4% of the same quarter in 2019.7 Domestic travel
expenditures by Canadian residents were $14.5 billion in the fourth quarter of 2022,
up 30.8% from the fourth quarter of 2021 ($11.1 billion).
- 59 -
34
Quick Facts about Tourism in Canada
Tourism in Ontario
The Tourism industry in Ontario has a huge impact on the economy with job creation
and contribution to the provincial GDP. In 2019, pre-pandemic, the tourism industry in
Ontario generated revenue of over $38B (up 11.4% from 2018), which represents 4.3%
of GDP.8 This industry generated $13.3 billion in tax revenues and employed more than
396,000 people in over 200,000 businesses. In addition, tourism employs the most
significant percentage of young people in Ontario (23%) aged 15-24 and grows year-
round jobs in our communities.9
Tourism in Central Counties and Durham Region
In 2022, there were 13 million domestic overnight visits (from 60+km away) to Central
Counties (RTO6). Ten million of these overnight visits originated from Ontario, with the
remaining 3 million from the rest of Canada. Together they contributed an estima ted $3
billion in visitor spend to the region.
https://www150.statcan.gc.ca/n1/daily-quotidien/230526/dq230526b-eng.htm
- 60 -
35
In a 2019 study of fourteen cities and towns in the Durham Region, the number of
tourists (from 40+ km away) totaled 6.4 million, with 94% originating from Ontario.10
According to the Tourism Regional Economic Impact Model (TREIM), these Ontario
tourists contributed approximately $692 million in visitor spend to Durham Region.
The Tourism Industry Association of Ontario [TIAO] and Global Payments Canada
released a Travel and Destination Analytics Report in October 2019.11 The report
highlights findings for the 2018 inbound visitor spending trends in Ontario:
• Toronto, Niagara, and Central Counties accounted for 78.9 percent of inbound
spending in Ontario.
• Inbound spend made up 2.3% versus domestic spend at 97.7%. For Central
Counties region, this inbound spend came primarily from the United States [U.S.]
(49.5%) and China (36.4%).
- 61 -
36
Appendix II
Tourism Organizations
Many organizations play critical support roles in Ontario’s tourism industry.12 Each of
them has varying responsibilities and areas of focus to attract and service visitors and
maximize the economic benefits to communities. At a local municipal level, there is a
need to help coordinate and develop tourism experiences and products within the
business community that can be positioned in the market at a regional, provincial, and
national level.
Regional Tourism Organization 6 -Central Counties Tourism
Central Counties Tourism [CCT] is one of 13 Regional Tourism Organizations province-
wide, funded by the Ontario Ministry of Heritage, Sport, Tourism, and Culture
Industries.13 Central Counties, encompasses the regions of Durham, York, and
Headwaters and coordinates, aligns and invests in product development, workforce
development, strategic marketing, and investment attraction.
Region of Durham -Durham Tourism and Sport Durham
Durham Tourism is part of the Regional Municipality of Durham, Economic
Development Division, Invest Durham. As the Destination Management Organization
[DMO] for the Region, their objective is to develop and promote Durham Region to
visitors with an emphasis on the areas of sports tourism under the brand Sport Durham.
The Region supports eight municipalities in the following ways:
• Promotes Durham Region as a destination via trade and consumer/trade shows.
• Assists provincial tour operators by providing destination information.
• Coordinates familiarization tours for travel trade operators and media writers.
Municipal Tourism – The City of Pickering
The City of Pickering has staff resourcing devoted to destination development for the
city with a focus on supporting tourism operators, hosting events, marketing, advocating
for enhanced visitor readiness, and collaborating with regional tourism partners.
- 62 -
37
Local Tourism Businesses
Local tourism-based businesses, attractions, and events collectively make up the
tourism assets for the City of Pickering and are the key drivers of the visitor economy.
Pickering has many unique visitor sites and experiences, which can be promoted to
enhance the residents’ pride of place. The Pickering Casino, Pickering Town Centre,
Pickering Museum Village, and Nautical Village businesses, among others, are all
notable tourism development partners.
Partners in Tourism
The products and offerings of local businesses are the foundation of the tourism
economy. The hierarchy of partners works vertically through alignment, strategic
marketing, investment attraction, themed product development, and funding
opportunities.
- 63 -
38
Tourism Partner Tools and Resources
Current Tools and Resources
Tourism Support Partner
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Destination Canada
Promotes Canada’s market-ready
products and experiences
internationally.
✔
✔
✔
✔
Destination Ontario (DeON)
Promotes Ontario’s market-ready
products and experiences domestically
and internationally. DeON is an agency
of the Ministry of Heritage, Sport,
Tourism, and Culture Industries.
✔
✔
✔
✔
✔
✔
Tourism Industry Association of
Ontario [TIAO]
Advocates tourism policy, regulation,
education, and economics of tourism.
✔
✔
✔
Regional Tourism Organization
Central Counties Tourism-RTO6
Tourism product development,
workforce development, industry
equipping, and marketing in York,
Durham and Headwaters regions.
✔
✔
✔
✔
✔
✔
Durham Tourism/Sport Durham -
Region of Durham
Promotes Durham as a destination for
domestic leisure, sport/group travel
throughout the eight municipalities.
✔
✔
✔
✔
✔
✔
✔
The City of Pickering- Economic
Development
Promotes Pickering as a destination -
the unique experiences, products,
community and tourism assets.
✔
✔
✔
- 64 -
39
Appendix III
Pickering Tourism Assets
Tourism is the business of attracting and serving the needs of visitors who are travelling
for leisure or business. It is essential to understand the primary attractors that draw
visitors to a destination to understand the visitor needs and destination development
requirements. Marketing will draw visitors to a destination once; great amenities,
outstanding customer service, and a welcoming community will bring them back!
With input from the steering committee, an audit of Pickering’s key tourism assets was
completed and these assets were ranked according to their "Tourism Strength" which
includes:
• how attractive the asset is to visitors? i.e. the number of visitors it attracts
• how much it contributes to the visitor economy? i.e. the spending it generates
• how unique the asset is to the Pickering community?
• how easily the asset can be promoted to tourists?
1. Attractions
Tourist attractions may draw visitors for either natural beauty, unique constructed
experiences (cultural/ historic), or engaging entertainment. Inherently, it is the ‘things to
see and do’ within a destination, that attract people. The lead attractions ca n actually
generate the travel demand, and be synonymous with ‘a destination’.
Pickering has a number of engaging visitor attractions that span across several
categories and will continue to grow this over the next few years, with new attractions
being built e.g. New Heritage and Community Centre (planned for 2026)
1) Casino
2) Waterfront
3) Arts, Culture, Heritage
4) Concerts and Shows
- 65 -
40
5) Golf
6) Sporting Facilities
7) Kids and Family Activities
8) Entertainment/ Nightlife
9) Sports (Spectator)
2. Tourism Businesses
Tourism businesses can be defined as those that help fulfill visitors’ needs, including
accommodations, food and beverage, transportation, meeting and event venues,
agritourism locations, specialty retail and services. Types of tourism businesses
include: hotels, motels, campgrounds, bed and breakfast properties, service stations,
car rental and boat charter services, transportation services (air, rail & ground),
restaurants, craft breweries, and more.
Pickering offers a variety of dining and shopping choices, with a destination mall, many
restaurants, boutique retail shops, and markets.
1) Event Venues
2) Shopping Tourism
3) Specialty Food and Beverage
4) Unique Accommodation
5) Agri-tourism
3. Infrastructure
Tourism Infrastructure includes roads, bike lanes, public transit, parking areas,
wastewater and garbage disposal facilities, water and power services, access to cellular
service, availability of fuels such as diesel, natural gas, propane, and gasoline, lo cation
and distance signage, and police and emergency services. The availability and quality
of services and amenities available to travelers will affect a community’s ability to attract
visitors.
The City of Pickering has a strong network of infrastructure to support the visitor
economy including a good transportation system with access by car, bus, rail, and boat.
- 66 -
41
It is a main stop for GO Transit (buses and trains), is home to the Frenchman’s Bay
Yacht Club and is situated in close proximity to the Toronto Person International Airport.
Pickering also provides many public parking options, parks with picnic areas (including
the Rouge National Urban Park, one of the largest urban parks in North America), dog
parks, and trails.
4. Customer Service
Customer Service includes welcoming tourists and providing them with great hospitality
by anticipating their needs and providing superior customer service, as well as being an
ambassador for the city. Visitors have high expectations of the quality of personal
service they receive from tourist attractions, businesses and the municipality. Providing
an excellent visitor experience can help establish the reputation of a destination, such
as Pickering, as being welcoming, inclusive, diverse, accessible, and an overall great
experience.
Today each of the tourism stakeholders provides superior customer service to directly
their patrons, but there are no formalized destination management customer service
efforts e.g. Tourism Ambassador Training. Pickering does not currently have a tourism
information office and limited information is available online.
5. Marketing/Promotion
Tourism promotion involves activities to attract and lengthen the stay of visitors. This
may include managing and increasing exposure of owned media (website and social
media pages). A paid media strategy can help drive traffic to desired social pages and
websites. This may include co-operative advertising, attendance at travel shows,
magazine articles, brochures, maps, commercial and promotional signs, travel guides,
advertising (print, digital, radio or television) and tourism information centers. Promotion
can also include increasing earned media, such as word-of-mouth marketing, publicity
through various media outlets/ influencers and visitor reviews and ratings.
The City of Pickering currently provides and manages visitor content on the City of
Pickering website. Communication is currently pushed out through the City of Pickering
social media channels and a resident email list is housed in the recreation database.
- 67 -
42
Tourism Asset Inventory
Included is an inventory of some of the tourism assets Pickering currently offers to
residents and visitors.
ATTRACTIONS NATURAL ATTRACTIONS
• Pickering Casino/ Hotel/ Events
Space/ Concerts (The Arena)
• Nautical Village
• Yacht Clubs / Marina
• Golf Clubs
• Claremont Nature Ctr
• Splash Pad
• Recreation / Sports (Soccer Dome,
Chestnut Hills Development)
• Pickering Playing Fields (Driving
Range, Mini Putt etc)
• Farms- Hy Hope
• Shopping- Pickering Town Centre
• Restaurants (PORT, Chuuk, etc.)
• VIP Cineplex Movies
• Future Porsche Experience Centre
• Waterfront (Frenchman's Bay,
West Park, Waterfront Trail)
• Trails (Seaton, Greenbelt Cycling,
Conservation Lands, Trans-
Canada Trail)
• Parks (Rouge Nat'l, Beachpark,
Millenium Square, Petticoat Creek,
Enchanted Trail- Kijimba Kind)
• Wildlife (Bird watching, Salmon)
• Tourism "Trails" (Anne and Maud
Walking Trail)
• Future Durham Meadow-way
• Whitevale
ARTS AND CULTURE
• Library Makers Space
• Crock-a – Doodle
• "Trails"- Haunted, Anne & Maud
• Theatre- Herongate
• Concerts- Durham Live
• Music- Open Studio
• PMV
• Future Heritage & Community
Centre
• Public Art
- 68 -
43
FESTIVALS AND EVENTS
• Pickering Museum Village
• Dragonboat Racing
• OPG Events
• Music/ Waterfront Concerts
• Food Truck Festival
• Farmers Markets
• Open studio Music
• Annual Parades
• RibFest
• Artfest
• JamFest
• The Pic Casino Events
• The Arena Concerts
ACTIVITIES
• Dining
• Watersports / Boating
• Skate boarding
• Lawn Boling
• Shopping
• Golf
• Outdoor Activities (cycling, hiking)
• Visiting Friends
OTHER
• Illuminated Bridge
• Classic Cars
• Film Sets
• Bakeries
• Gelato at Bellagios
• Coffee Roaster
• The Pie Guy
• Big M Burgers
• C'est What Brewery
• Sports (Hockey, pickle ball)
• Air BnB
• Pacific Food Mkt
• Access to TO
• Go Station
• Weddings
- 69 -
44
Appendix IV
Visitation Data- City of Pickering
Research is important to understand the impact of tourism as a key economic driver and
to inform business decisions and strategies. Tracking visitation numbers, understanding
visitor profiles (demographics and psychographics) and monitoring trends can help gain
insights into how many visitors are coming and who they are. Visitor research provides
insight to support with the following:
• Identifying and validating the visitors / customers based on empirical data
• Maximizing Return on Investment (ROI) by targeting the right markets
• Increasing visitation by aligning products/services with customers/visitors
• Demonstrating the value and economic impact of tourism within a
municipality/area
Research Process
Central Counties Tourism (RTO6) conducted a geo-fence data analysis for select areas
in the City of Pickering using mobile phone data. The analysis included core visitor
destination areas including the Pickering City Centre and Waterfront East and West.
(see map below) Please note that the data excludes drive -through traffic and those who
live or work in the selected areas.
- 70 -
45
Pickering City
Centre
Waterfront West
- 71 -
46
Waterfront East
- 72 -
47
Economic Impact from Visitation
(Sample area in the City of Pickering (2022)
In 2022, of the total unique visitors to the three studied areas in Pickering, 12% were
“tourists” (from 40+km away). The total number of visits by these tourists were as
follows: the Waterfront West (34,555), Waterfront East (79,912) and Pickering City
Centre (343,636) for a total of 458,107.
Using the Ministry’s Tourism Regional Economic Impact Model (TREIM), it is estimated
that this visitation to Waterfront West contributed $4M, Waterfront East contributed
$10.3 M, and Pickering City Centre contributed $43M, in visitor spend for Durham
Region.
- 73 -
48
Appendix V
Visitor Market Profiles
Central Counties Tourism (RTO6) has identified six visitor profiles that were created
using extensive research using numeric data, mobile data geofencing, postal code audit
and Prizm segmentation profiles. Each profile was matched against Central Counties
Tourism stakeholder businesses and organizations. This information allows tourism
businesses to better target and market to their ideal consumer. (For full descriptions,
visit https://centralcounties.ca/wp-content/uploads/CCT_Visitor_Profiles_B2B.pdf)
The six visitor profiles include:
Passionate Putters Foodie Fanatics
Adventure Seekers Art Lovers – Urbanite (Core)
Family Fun Seekers Art Lovers – Community Explorer (Tactical)
- 74 -
49
Key Findings - Pickering Waterfront East Visitation 2022
Based on an analysis of the “tourists” (from 40 to 100 km away) who visited the
Pickering Waterfront East in 2022, the most highly represented segments in the
population were ‘Family Fun’ (35%), Adventure Seekers (28%) and ‘Passionate Putters’
/ ‘Art lovers’ (tactical) both represented 9%. While there is an opportunity to attract more
visitors within each of these segments, the easiest to attract (i.e., lowest hanging fruit)
are likely the ‘Adventure Seekers’. This segment has the highest concentration (Index*)
of the Waterfront East tourists, followed by the ‘Family Fun’ segment.
Though this sample is for Waterfront East, both the ‘Adventure Seekers’ and ‘Family
Fun’ segments have the highest potential within the other two locations as well, and
should be Pickering’s primary target markets to increase its visitation.
*Index is the ratio of the segments within your tourists vs segments of residents that live
40-100 km, and it is calculated by dividing the ‘%’ by ‘Base %’.
- 75 -
50
Locals
Based on an analysis of the locals who visited the Pickering Waterfront East in 2022,
the most highly represented segments in the population of locals were ‘Family Fun’
(31%) and ‘Passionate Putters’ (21%). The best opportunity to attract more locals is by
targeting ‘Adventure Seekers’ as this group was more highly represented than they are
in the average population.
- 76 -
51
Appendix VI
Visitor Readiness- Gap Analysis
CHALLENGES OPPORTUNITIES
ENHANCE
• Need more reasons to visit
• Little business engagement /
collaboration
• Collaborate with businesses and
across municipalities to build new
experiences e.g. Networking events
• Work with businesses to build out new
visitor experiences/ “trails”
• Not enough Festivals / Events
• Need more year-round activities
• Leverage existing assets and build on
them e.g. waterfront, trails
• Host unique festivals /events
(Consider IDEA Events)
• Embrace winter tourism
• Limited Group Tourism- Need to re-
engage group travel
• Leverage sporting facilities to attract
sport tourism events
• Explore opportunity to elevate
Education Tourism
WELCOME
• Limited understanding of the Value of
Tourism
• Implement programs/promotions to
share the importance of the visitor
economy with residents/ staff/ council
• Lack of knowledge among residents
of what the city offers
• Residents are not advocates of
Tourism
• Improve resident sentiment
• Engage locals to become visitor-
friendly Ambassadors of Pickering
DEVELOP
• Insufficient Parking
• Limited Public Transport
• No Wayfinding signage
• Advocate for transportation
improvements
• Look for creative solutions for parking
issues
• Lead wayfinding strategy
- 77 -
52
• Few accommodation choices
(especially N. Pickering)
• Need public washrooms
• No capacity to host large events
• Build and present a business case to
attract accommodation development
• Explore the opportunity to develop a
dedicated event space
• Explore possibility to attract
commercial presence in North
Pickering
• Many visitors come to use trails, but
investment in trails is limited
• No tourism office to provide
information to visitors who are coming
• Develop ways to fund investment in
trails and encourage trail users to
patronize commercial areas.
• Provide easy access to visitor
information to encourage longer visits
DISTINGUISH
• Lack of readily available visitor
information (online and on-site)
• No visitor contact information for
direct messaging
• Make up-to-date visitor information
available
• Implement push and pull
communication strategy
• Limited promotion of bundled
experiences
• Lack of awareness of what Pickering
offers & what makes it unique
• Implement marketing (paid and
earned media) to differentiate
Pickering in the market
• Highlight tourism assets (businesses,
attractions)
• Pickering is not overtly promoting its
support in embracing the movement
for inclusion, diversity, equity, and
accessibility (IDEA)
• Showcase Pickering’s IDEA efforts to
visitors e.g. reference the diverse
demographic of visitors
• Spotlight IDEA individuals in
businesses and IDEA events in
Pickering
SUPPORT
• Limited $ investment in Tourism for
municipality and businesses need
seed funding
• Advocate for a municipal budget
• Explore opportunities for new funding
sources e.g. MAT, Events, Grants
• Communicate the economic impact of
the visitor economy across all staff
departments and council
• No dedicated municipal staff to focus
solely on tourism
• Engage dedicated staff and
community members to help drive the
- 78 -
53
needs of the visitor economy forward
and execute on Pickering’s Visitor
Plan
• Tourism is not currently a key priority
for the municipality
• The value of tourism is often not
understood by staff, leadership &
council
• Elevate Tourism as one of the
municipal strategic pillars
• Educate about the value of the visitor
economy
• Today there is a limited understanding
of visitor insights to measure success
and inform development and
marketing. i.e. visitation,
demographics, psychographics, and
visitor satisfaction
• Conduct and commission research to
understand today’s baseline and track
visitation growth and areas for
improvement over time. Use
geofencing, postal code analysis and
surveys.
- 79 -
54
Appendix VII
Community Tourism Survey
Residents, local business owners, and visitors were invited to provide feedback on the
current tourism industry, local features and amenities found in the City of Pickering
during a community tourism plan (CTP) survey on Let’s Talk Pickering from June 1,
2023 – September 6, 2023. The survey was promoted on our social media channels,
on our website and through a media release. The survey was also available to be
completed from our Destination Pickering booth at multiple summer events, and on the
Let’s Talk Pickering webpage.
893 individuals visited the Let’s Talk Pickering page, 723 individuals viewed the project
or tools page, and 311 actively engaged and participated in the survey.
The full results of the survey can be found in the Project Report – Community Tourism
Plan.
- 80 -
Project Report
01 June 2023 - 06 September 2023
Let's Talk Pickering
Community Tourism Plan
Highlights
TOTAL VISITS
893
MAX VISITORS PER
DAY
135
NEW
REGISTRATI
ONS
1
ENGAGED
VISITORS
311
INFORMED
VISITORS
432
AWARE
VISITORS
723
Aware Participants 723
Aware Actions Performed Participants
Visited a Project or Tool Page 723
Informed Participants 432
Informed Actions Performed Participants
Viewed a video 0
Viewed a photo 0
Downloaded a document 0
Visited the Key Dates page 8
Visited an FAQ list Page 10
Visited Instagram Page 0
Visited Multiple Project Pages 110
Contributed to a tool (engaged)311
Engaged Participants 311
Engaged Actions Performed
Registered Unverified Anonymous
Contributed on Forums 0 0 0
Participated in Surveys 33 0 276
Contributed to Newsfeeds 0 0 0
Participated in Quick Polls 4 0 0
Posted on Guestbooks 0 0 0
Contributed to Stories 0 0 0
Asked Questions 0 0 0
Placed Pins on Places 0 0 0
Contributed to Ideas 1 0 0
Visitors Summary
Pageviews Visitors
1 Jul '23 1 Sep '23
250
500
750
- 81 -
Tool Type
Engagement Tool Name Tool Status Visitors
Registered Unverified Anonymous
Contributors
Survey Tool Community Tourism Plan Survey Archived 414 33 0 276
Quick Poll How often do you visit Pickering?Published 5 4 0 0
Ideas What brings you to Pickering?Published 7 1 0 0
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOLS SUMMARY
0
FORUM TOPICS
1
SURVEYS
0
NEWS FEEDS
1
QUICK POLLS
0
GUEST BOOKS
0
STORIES
0
Q&A S
0
PLACES
Page 2 of 20 - 82 -
Widget Type
Engagement Tool Name Visitors Views/Downloads
Faqs faqs 10 10
Key Dates Key Date 8 8
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
INFORMATION WIDGET SUMMARY
0
DOCUMENTS
0
PHOTOS
0
VIDEOS
1
FAQS
0
KEY DATES
Page 3 of 20 - 83 -
Visitors 414 Contributors 309 CONTRIBUTIONS 429
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOL: SURVEY TOOL
Community Tourism Plan Survey
What is your age?
9 (2.1%)
9 (2.1%)
17 (4.0%)
17 (4.0%)
47 (11.0%)
47 (11.0%)
97 (22.6%)
97 (22.6%)
72 (16.8%)
72 (16.8%)
68 (15.9%)
68 (15.9%)
119 (27.7%)
119 (27.7%)
Under 18 19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+
Question options
Page 4 of 20
Mandatory Question (429 response(s))
Question type: Dropdown Question
- 84 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Are you a resident of Pickering?
368 (85.8%)
368 (85.8%)
61 (14.2%)
61 (14.2%)
Yes No
Question options
Page 5 of 20
Mandatory Question (429 response(s))
Question type: Dropdown Question
- 85 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
If you have friends/family visiting, where are the first places you take them? (select
top three)
Waterfront Parks/trails Restaurant Pickering Casino Resort Pickering Museum Village
Pickering Public Library Chestnut Hill Developments Recreation Complex Shopping Pickering Soccer Centre
Festivals/events Public art Filming Other (please specify)
Question options
25
50
75
100
125
150
175
200
225
250
275
300
325
294
166
140
39 35
21
13
69
2
100
4 2
34
Page 6 of 20
Mandatory Question (368 response(s))
Question type: Checkbox Question
- 86 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What is your favourite 'selfie spot' or photo location in Pickering?
126 (34.2%)
126 (34.2%)
84 (22.8%)
84 (22.8%)
34 (9.2%)
34 (9.2%)
32 (8.7%)
32 (8.7%)
35 (9.5%)
35 (9.5%)
3 (0.8%)
3 (0.8%)8 (2.2%)
8 (2.2%)
46 (12.5%)
46 (12.5%)
Waterfront - Millennium Square (end of Liverpool Road)
Waterfront - Rotary Frenchman's Bay West Park (end of West Shore Boulevard)Esplanade Park Seaton Trail
Waterfront Trail Pickering Town Centre Installations Public art Other (please specify)
Question options
Page 7 of 20
Mandatory Question (368 response(s))
Question type: Dropdown Question
- 87 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What do you think attracts visitors to Pickering? (select top three)
Waterfront Parks/trails Entertainment Pickering Casino Resort Outdoor recreation activities
Arts & Culture Pickering Museum Vilage Festivals/events Shopping Dining
Other (please specify)
Question options
25
50
75
100
125
150
175
200
225
250
275
300 284
150
17
141
53
18
29
82
33 36
40
Page 8 of 20
Mandatory Question (368 response(s))
Question type: Checkbox Question
- 88 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Are you a visitor of Pickering?
61 (14.2%)
61 (14.2%)
368 (85.8%)
368 (85.8%)
Yes No, I'm a resident
Question options
Page 9 of 20
Mandatory Question (429 response(s))
Question type: Dropdown Question
- 89 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
How often do you visit Pickering?
8 (13.1%)
8 (13.1%)
35 (57.4%)
35 (57.4%)
9 (14.8%)
9 (14.8%)
4 (6.6%)
4 (6.6%)
5 (8.2%)
5 (8.2%)
Every day A few times a week Twice a month Once a month Very rarely/never
Question options
Page 10 of 20
Mandatory Question (61 response(s))
Question type: Dropdown Question
- 90 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
As a visitor, what brings you to Pickering? (select up to three)
Waterfront Parks/trails Restaurants Pickering Casino Resort Pickering Museum Village
Pickering Public Library Chestnut Hill Developments Recreation Complex Shopping Festivals/events
Public art Work Other (please specify)
Question options
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
29
17
18
3
9
2 2
26
27
4
15
10
Page 11 of 20
Mandatory Question (61 response(s))
Question type: Checkbox Question
- 91 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Where are you visiting from?
40 (65.6%)
40 (65.6%)
20 (32.8%)
20 (32.8%)
1 (1.6%)
1 (1.6%)
Durham Region Outside of Durham Region Other (please specify)
Question options
Page 12 of 20
Mandatory Question (61 response(s))
Question type: Dropdown Question
- 92 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
If any, what tourism barriers/challenges do you experience in Pickering? (select all
that apply)
Lack of attractions Lack of accommodations Lack of visitor information/packages abouts things to do in Pickering
Parking/transit issues Too expensive Ongoing fear of travel/public outings due to COVID-19 pandemic
Other (please specify)
Question options
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
19
6
15
27
9
3
7
Page 13 of 20
Optional question (48 response(s), 381 skipped)
Question type: Checkbox Question
- 93 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Do you own a business in Pickering?
13 (3.0%)
13 (3.0%)
416 (97.0%)
416 (97.0%)
Yes No
Question options
Page 14 of 20
Mandatory Question (429 response(s))
Question type: Dropdown Question
- 94 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What sector does your business fall under?
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
9 (69.2%)
9 (69.2%)
Specialty Retail Recreation Arts & Culture Entertainment Other (please specify)
Question options
Page 15 of 20
Mandatory Question (13 response(s))
Question type: Dropdown Question
- 95 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Where are the majority of your visitors/customers coming from?
6 (46.2%)
6 (46.2%)
5 (38.5%)
5 (38.5%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
1 (7.7%)
Durham Region In Ontario, but outside of Durham Region Outside of Canada Other (please specify)
Question options
Page 16 of 20
Mandatory Question (13 response(s))
Question type: Dropdown Question
- 96 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
What is the top age range your business in currently attracting?
2 (15.4%)
2 (15.4%)
2 (15.4%)
2 (15.4%)
2 (15.4%)
2 (15.4%)
4 (30.8%)
4 (30.8%)
1 (7.7%)
1 (7.7%)
2 (15.4%)
2 (15.4%)
19 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+
Question options
Page 17 of 20
Mandatory Question (13 response(s))
Question type: Dropdown Question
- 97 -
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
Is there anything the City of Pickering is currently doing that helps your business
attract more visitors?
Events (Petapolooza, Farmers' Market, Summer Concerts, Artfest, Film(
Marketing (business spotlights/social media features)
Assistance through the Economic Development & Strategic Projects department
Access to technology via the Pickering Public Library Other (please specify)
Question options
1
2
3
4
5
6
7
8
9
2
3
2 2
8
Page 18 of 20
Mandatory Question (13 response(s))
Question type: Checkbox Question
- 98 -
Visitors 5 Contributors 4 CONTRIBUTIONS 4
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
ENGAGEMENT TOOL: QUICK POLL
How often do you visit Pickering?
How often do you visit Pickering?
1 (25.0%)
1 (25.0%)
3 (75.0%)
3 (75.0%)
A few times each year I live here
Question options
Page 19 of 20
Mandatory Question (4 response(s))
Question type: Radio Button Question
- 99 -
Visitors 7 Contributors 1 CONTRIBUTIONS 3
23 June 23
GreenRipple
VOTES
0
23 June 23
GreenRipple
VOTES
0
Let's Talk Pickering : Summary Report for 01 June 2023 to 06 September 2023
IDEAS
What brings you to Pickering?
Waterfront and green spaces
I love coming back to the waterfront and the green spaces.Please preserve these area
s and improve and maintain them.
Accessibility for people with disabilities
Please always include accessibility considerations in your tourism plans.
Page 20 of 20 - 100 -
75
Appendix VIII
Committee Engagement
A draft of the Community Visitor Plan underwent review during the Cultural Advisory
Committee meeting on January 16, 2024. No further comments were received at that
time. Subsequently, the most recent draft of the plan will be subject to review during the
Waterfront Visionary Committee meeting scheduled for April 15, 2024 and the
Accessibility Advisory Committee meeting scheduled for April 17, 2024 for comment.
- 101 -
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 3540.
The Regional Municipality of Durham
Report
To: Committee of the Whole
From: Commissioner of Works and Commissioner of Finance
Report: #2023-COW-18
Date: April 12, 2023
Subject:
Durham Standard – A Standard for Regional Municipality of Durham Facility Construction
and Renovation Projects
Recommendation:
That the Committee of the Whole recommends to Regional Council:
A)That the Durham Standard be endorsed as the Regional Municipality of Durham’s
design standard for all new building construction and applicable renovation
projects delivered by or for the Regional Municipality of Durham; and
B)That the Works Department Facilities Design, Construction and Asset
Management (DCAM) Division continue to update and advance the Durham
Standard to incorporate any future design features and measures assessed by
Regional staff as prudent and appropriate to stay current with industry direction.
Report:
1.Purpose
1.1 The purpose of this report is to obtain Regional Municipality of Durham (Region)
Council’s endorsement of the Durham Standard (Standard). It is a Region-specific
standard developed for the design of new Regionally owned and operated facilities
and applicable renovation projects, aligning construction to the goals and
objectives of the Region’s Strategic Plan.
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Report #2023-COW-18 Page 2 of 12
2. Background
2.1 Regional facilities have historically been constructed to meet the Ontario Building
Code (OBC) requirements, Accessibility for Ontarians with Disabilities Act (AODA)
standards, and the American Society for Heating, Refrigeration and Air-
Conditioning Engineers (ASHRAE) Standard for The Design of High-Performance
Green Buildings Except Low-Rise Residential Buildings (ASHRAE 189.1 – 2017)
(ASHRAE). Buildings constructed to this standard typically achieve Leadership in
Energy and Environmental Design (LEED) Silver equivalency; pursuit of LEED
certification has only been undertaken when required as part of funding
applications.
2.2 There are several other standards that have been introduced in the construction
industry aimed at achieving various goals, ranging from employee wellness to
increased energy efficiency. Some aspects of these standards have been
implemented on a case-by-case basis. In other situations, amenities have been
added to facilities to meet occupant needs or organizational requests through
minor renovations, or as part of new construction. This results in facilities with
varying features, amenities, and performance, along with different occupant and
visitor experiences between Regional facilities.
2.3 While these standards achieve specific building or other performance targets on
their own, they lack alignment with the Region’s objectives and goals in the
Strategic Plan, local Green Building Standards, or extend beyond facility
construction:
a) ASHRAE 189.1 focuses on the building’s energy performance, which does not
align with meeting the Region’s corporate greenhouse gas (GHG) targets.
b) LEED silver certification is achieved by including measures in buildings with
the intent to achieve improved performance, but if not used or properly
operated, the benefits are not realized.
c) WELL Certification focuses on the occupant experience in areas such as
performance, health and safety and equity. Many of the elements of WELL
extend beyond the built form of the facility which make them difficult to
achieve from a design perspective.
2.4 One key objective of the Region’s Workplace Modernization is to create
sustainable workplaces that are consistent across the Region, reflecting our
diversity and inclusivity goals, improving office ergonomics, incorporating flexibility,
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Report #2023-COW-18 Page 3 of 12
achieving greater energy efficiency, producing low to no GHG emissions, and
offering upgraded technology. The ability for staff to easily touch down at any
facility to complete their work where an office connection is required is part of the
long-term vision of this initiative. To be effective, all workplaces need to be built to
and function to a consistent level and expectation. This approach to designing
space and facilities has clear alignment with several Regional strategic goals and
to achieve this objective, a corporate standard is necessary that ensures
amenities, elements and specifications including those related to energy efficiency,
GHG emissions and resiliency are reflected in designs for new facilities,
expansions, or renovations.
2.5 Staff determined that the best approach to creating this comprehensive standard
was to leverage the best features of the many guidelines, standards, and
regulations in place to create one overarching standard consisting of design
checklists, resources, and additional administrative recommendations to
accomplish the Region’s goals in the most effective way.
3. Development of the Durham Standard
3.1 The Durham Standard (the Standard) is the Region’s design guideline for facility
renovations, retrofits, expansions, and new construction. The Standard has been
developed with the goal of establishing a consistent minimum criterion for the
design, construction, expansion, and renovation of Regional buildings and leased
facilities to the extent possible.
3.2 The broad purpose of the Standard is to reduce the negative impacts of Regional
buildings while enhancing social and environmental benefits in a fiscally
responsible manner. The Standard acknowledges the diverse types and scales of
building construction projects that the Region manages and adopts a performance-
based approach to building design and construction. Performance areas range
from accessibility and inclusivity to space optimization in office areas, and
sustainability and resilience (including energy efficiency and greenhouse gas
(GHG) emissions reductions, and ecological health).
3.3 The Standard supports greater alignment between the objectives of the Durham
Region Strategic Plan and the design, construction, and ongoing asset
management of Regional facilities. It has been developed to create welcoming
facilities that support our diverse community and work force; facilities that minimize
environmental impacts; and workspaces that are modern and flexible to adapt to
changing ways of working.
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Report #2023-COW-18 Page 4 of 12
3.4 A multi-disciplinary, cross departmental team of staff supported by Purpose
Building Inc., a third-party consultant, collaborated to develop the Durham
Standard – V-1 (2023 Version). The Works Department’s Facilities Design,
Construction and Asset Management Division (DCAM) led the process, with staff
from the Finance Department (Corporate Asset Management, Purchasing, Risk
Management), the Office of the Chief Administrative Officer (Strategic Initiatives -
Sustainability and Accessibility, Diversity, Equity and Inclusion), Works Department
Technical Support and Facilities Maintenance and Operations collaborating in the
development of the Standard.
3.5 The Standard aligns the planning and delivery of facility-related capital projects
with the Region's Strategic Plan. The Strategic Plan incorporates financial, social,
and environmental values, and provides a roadmap to help achieve Regional
Council’s vision for the future. Corporate values emanating from the Strategic Plan
inform key corporate policy documents such as the Regional Official Plan,
Regional Council’s Climate Emergency Declaration, Corporate Climate Action
Plan, Asset Management Plan and Policy, Accessibility Plan, and the Long-Term
Financial Planning Framework.
3.6 The Standard was developed through a phased approach which included the
following activities:
a) Review of Existing Standards and Processes
• This initial phase (Phase 1) of the development process involved
inventorying all current Regional practices and standards and
summarizing the key findings of that review.
b) Review of Industry and Municipal Standards
This phase (Phase 2) involved reviewing relevant industry practices and
standards, along with green building standards established by local area
municipalities within the Region, including:
• Town of Whitby Green Standard v1;
• City of Toronto Green Building Standard, City Agency v4;
• LEED BD+C New Construction v4.1;
• LEED O+M Existing Buildings v4;
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Report #2023-COW-18 Page 5 of 12
• City of Mississauga Corporate Green Building Standard 2019;
• Canada Green Building Council Zero Carbon Building Standard v2;
• ASHRAE 140 – 2020: Standard Method of Test for Building Energy
Simulation Computer Programs;
• City of Oshawa Accessibility Design Standards v2;
• National Energy Code for Buildings 2020;
• Ontario Building Code 2012; and
• Ontario Building Code Supplementary Standard 2016.
Key findings from the various existing standards were summarized and
recommendations made on components and features that could be considered in
the Durham Standard.
c) Development of the Durham Standard
Based on the information gathered and recommendations developed in the
Phases 1 and 2, the project team:
• Determined the drivers and requirements that the Standard should
address;
• Prepared a draft of the Standard that included supporting guidelines
and tools; and
• Based on comments and inputs provided to the draft of the Standard,
produced the final standard documentation for approval and
adoption.
4. Application, Structure and Administration of the Durham Standard
4.1 The Standard aims to set the minimum performance level required for capital
projects at new and existing Regionally owned and operated facilities. It is
designed as an overarching program to support appropriate decision-making to
meet the Region’s Strategic Plan objectives within corporate facilities. The
Standard applies to all Regionally owned and operated facilities, which include:
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Report #2023-COW-18 Page 6 of 12
• Long-term care, multi-unit rental housing, and childcare facilities;
• Durham Regional Police Service (DRPS) facilities;
• Region of Durham Paramedic Service (RDPS) facilities;
• Office and administration areas of facilities; and
• Building envelopes and administrative and laboratory areas within
industrial and waste facilities including fleet maintenance garages, Works
depots, waste transfer stations, water and sewage treatment facilities, and
Durham Region Transit (DRT) facilities.
4.2 The Standard will apply to all new facility construction. As renovation projects
range in size, scope and impact, application of the Standard will only be applicable
to renovations that meet the following criteria:
• Projects valued at 25 per cent or more of a building’s planned capital
projects within a 10-year horizon; or
• Project valued at 15 per cent of a buildings planned capital projects
beyond a 10-year horizon1.
4.3 The Region leases several facilities within the Local Area Municipalities to provide
clinical, administration, and other services within the community. The Standard will
apply to renovations within these leased premises to the extent possible. As an
example, envelope treatments or some mechanical measures noted in the
Standard may be the responsibility of the landlord. Where possible, the Standard
will be considered as part of the site selection criteria for leasing moving forward.
4.4 The Standard provides processes for the Region to achieve the “best value”
option, being the one which delivers the required performance at the lowest
lifecycle cost. It provides quantifiable and measurable outcomes in three key
areas of building design: accessibility and inclusivity, space optimization, and
sustainability and resilience.
1 To enable deeper, more integrated retrofit of building, incremental retrofit projects intended to address
Asset Management/State of Good Repair will be consolidated as financially appropriate to align with the
zero-carbon transition plan under development for each building, aligning with the Durham Corporate GHG
Reduction Implementation Plan. Elements of the Standard would then apply to the consolidated retrofit
project applicable to its scope.
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Report #2023-COW-18 Page 7 of 12
Accessibility and Inclusivity
4.5 The Region recognizes that embedding accessibility and consultation with persons
with disabilities and their representative organizations into the initial planning and
design phases of new construction and redevelopment project is the most practical
and cost-effective way to ensure accessible and inclusive environments which
benefit everyone.
4.6 The accessible design criteria aim to make Region-owned or leased spaces,
buildings, infrastructure, and elements accessible and inclusive for all Durham
residents, employees, and visitors. The criteria clearly identify the accessibility and
inclusivity requirements to be included within facilities, demonstrating the Region’s
commitment through part of the built form of Regional facilities.
4.7 The accessibility and inclusivity requirements within the Standard are mandatory
for all new construction and redevelopment of existing spaces and facilities,
owned, leased, or operated by the Region, and are intended to be applied to the
greatest extent possible for retrofit, alterations or additions to existing spaces. The
requirements are recognized as addressing the needs of diverse users to ensure
inclusive environments for all. They reflect an optimum level for the design of the
built environment. The Standard’s requirements are intended to meet or exceed
the requirements of the AODA, OBC and Canadian Standards Association (CSA).
Legislation; AODA and OBC are the baseline minimum requirements applied.
Space Optimization
4.8 Workplace Modernization is based on six design principles which have been
adopted by and incorporated into the Standard, namely:
i. Modernizing the workplace by incorporating technology to promote a flexible
work environment and promote a culture of collaboration.
ii. Optimizing the work environment by increasing the number of occupants in
each existing facility through a variety of work points such as touch down and
hoteling stations.
iii. Advancing diversity and inclusivity through the creation of safe and
welcoming space, while improving accessibility in all areas of the building.
iv. Improving employee wellbeing through access to natural light, improved
acoustics and creating a variety of working environments.
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Report #2023-COW-18 Page 8 of 12
v. Improving communication and collaboration by providing intentional space for
meaningful interactions and collaboration, while removing physical
interdepartmental barriers.
vi. Improving security by limiting public access to administrative areas in
Regional facilities.
4.9 As part of the Standard, the Office Planning Guidelines established through
Workplace Modernization must be considered when building or renovating
Regional space where the Standard applies. These guidelines set out workspace
size, furniture, layout and placement of offices, work rooms, collaboration rooms
and meeting rooms. In addition, the Standard looks to incorporate the maximum
possible density within Regional facilities without compromising the design
principles, worker safety, or the functionality of the space.
Sustainability and Resilience
4.10 The sustainability and resilience requirements of the Standard incorporate
measures that consider on-and off-site GHG emission reduction, asset resiliency,
the circular economy, indoor environmental quality, water quality and efficiency,
and ecology.
4.11 The Standard sets the design target for annual GHG intensity of 0 kg/m2, requires
that there is no on-site combustion of fossil fuels (excluding backup power
generation provisions) and requires that the design achieves at least one of the
following targets that focus on reducing energy consumption and maximizing
building performance depending on the type of facility being considered as part of
the feasibility studies undertaken during the detailed design process, funding
application stipulations or other specific project requirements:
i. Total energy use intensity (TEUI) limit and thermal energy use demand
intensity (TEDI) of 100 ekWh/m2 and 30 ekWh/m2 of building gross floor areas,
respectively;
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Report #2023-COW-18 Page 9 of 12
ii. Fifty per cent energy use intensity2 (EUI) reduction from OBC SB-10 3 base
level of performance;
iii. Passive House Certification; or
iv. Canada Green Building Council (CaGBC) Zero Carbon Building Certification
(ZCB).
4.12 The Standard goes beyond the construction or renovation of the facility to consider
off-site impacts that improve connectivity in the community, encourage active
transportation, and reduce community wide GHG emissions. These measures
include considering multimodal infrastructure strategies and Transportation
Demand Management (TDM) measures to reduce single occupancy vehicle trips;
Supporting Light Duty Fleet transition to electric vehicles (EVs) by providing EV
charging infrastructure in a minimum of 30 per cent of parking spaces with rough
ins for the remainder of spaces; providing shower and change facilities; and using
either naturally occurring or synthetic refrigerants that have an ozone depletion
potential of zero and a global warming potential (GWP) of less than 50.
4.13 Other measures included as part of the sustainability and resilience requirements
include establishing minimum standards for indoor air quality, using low emitting
materials in construction of interiors, increasing daylight penetration, and
increasing the amount of space with direct views to the outdoor environment.
4.14 The Standard also requires building design to consider the impacts on ecological
systems. Measures include green/cool roof and paving alternatives, tree planning
and biodiversity, bird friendly glazing, and dark sky friendly lighting.
4.15 Along with the mandatory and optional measures the Standard provides users with
a set of resources, references, and guidelines to support the technical analysis
required as part of implementation into the design process. These resources will
ensure that the Standard is applied consistently and that targets are set accurately
and appropriately, and include:
2 Energy Use Intensity (EUI) is an indicator of a building’s design and/or operations through a review of the
total energy demand from all sources.
3 Ontario Building Code Supplementary Standard for Energy Efficiency.
- 110 -
Report #2023-COW-18 Page 10 of 12
i. Lifecycle Impact Analysis using the Zero Carbon Building (ZCB) Lifecycle
Cost Calculator and Embodied Carbon Reporting Template;
ii. Accessibility and Inclusivity Requirements;
iii. Building Automation System (BAS) Requirements;
iv. Carbon Pricing Escalation;
v. Measurement and Verification (M&V) Guidelines;
vi. Renewable Energy and Carbon Offsets Program; and
vii. Standard Method for Modelling.
4.16 The Standard is intended to be a living document. As technology, legislation and
external standards change, the Durham Standard will require regular updates. A
Durham Standard Team comprised of multi-disciplinary, cross-departmental
stakeholders will provide subject matter expertise toward maintaining and
enhancing the Standard.
4.17 All requirements of the Durham Standard may not apply to every project due to the
size and scope of the planned work. When these conditions arise, the project
delivery team will provide justification for excluding elements from the design on
the design checklist. The Durham Standard Team’s role will include vetting design
checklists where the exclusion of any mandatory measure is proposed and provide
recommendations and guidance where warranted. This will allow the Region to
maintain flexibility to implement the measures that bring the ‘best value” to the
Region without compromising the objective of the Standard.
5. Financial Implications
5.1 An analysis of options undertaken during the conceptualization stage of
projects/initiatives falling under the Standard will include detailed life-cycle costing
analysis and net present value evaluations with appropriate risk sensitivities (e.g.,
potential changes to carbon pricing). The analysis will be confirmed through the
various stages of the project design. This report supports the 2023 Annual
Corporate Climate Change Action Plan Update Report & Light Duty Fleet
Electrification Plan Report 2023-COW-14 on the April 12, 2023 COW agenda with
financial impacts considered in the context of achieving reductions in the Region’s
GHG targets.
- 111 -
Report #2023-COW-18 Page 11 of 12
5.2 As noted within the Standard User Guide, the Purchasing Division will be involved
at the earliest stages of project conceptualization and prior to engaging with
vendor communities to strategize on available options (e.g., pilot projects, pre-
qualification of vendors, alternative project delivery approaches and consideration
of novel technologies).
6. Relationship to Strategic Plan
6.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a) Goal #1 – Environmental Sustainability
• 1.1 - Accelerate the adoption of green technologies and clean
energy solutions through strategic partnerships and investments.
• 1.2 – Increase waste diversion and resource recovery.
• 1.4 - Demonstrate leadership in sustainability and addressing
climate change.
b) Goal #2 – Community Vitality
• 2.4 - Build a healthy, inclusive, age-friendly community where
everyone feels a sense of belonging.
c) Goal #5 – Service Excellence
• 5.1 – Optimize resources and partnerships to deliver exceptional
quality services and value.
• 5.2 – Collaborate for a seamless service experience.
• 5.3 – Demonstrating commitment to continuous quality
improvement and communicating results.
• 5.4 – Drive organizational success through innovation, a skilled
workforce, and modernized services.
7. Conclusion
7.1 This inaugural version of the Durham Standard is a starting point for clearly
aligning the design and construction of corporate facilities with the corporate
values and goals as outlined in the Strategic Plan. The Standard incorporates
design features from existing external standards and outlines requirements that
- 112 -
Report #2023-COW-18 Page 12 of 12
are achievable using market solutions that are available today and will evolve as
industry best practices.
7.2 This first version of the Standard will be reviewed by staff within the first 2 years of
implementation to ensure its requirements are clear and effective. Future versions
of the Standard will be released by staff every 4 years or as necessary to capture
any significant revisions made to the external standards as well as to incorporate
considerations based on evolution of industry best practices and technology.
7.3 For additional information, contact: Jacek Sochacki, Project Manager, Asset
Management, Planning and Sustainability at 905-668-7711, extension 3406.
8. Attachment
8.1 Attachment #1: Durham Standard User Guide
Respectfully submitted,
Original signed by:
John Presta, P.Eng., MPA
Commissioner of Works
Original signed by:
Nancy Taylor, BBA, CPA, CA
Commissioner of Finance
Original signed by:
Elaine C. Baxter-Trahair
Chief Administrative Officer
- 113 -
Durham
Standard
Region of Durham Design Standard for Regional Facility Construction,
Expansion and Renovation
User Guide
Version 1
March, 2023
Attachment #1 to Report #2023-COW-18
- 114 -
Page 2 Durham Standard v.1
The Durham Standard is the Region s design guideline for facility
renovations, retrofits, expansions and new construction. The
Standard has been developed with the goal of establishing a
consistent minimum criterion for the design, construction,
expansion and renovation of buildings owned and leased by the
Region.
The broad purpose of the Durham Standard is to reduce the
negative impacts of Regional buildings while enhancing social and
environmental benefits in a fiscally responsible manner. The
Durham Standard acknowledges the different types and scales of
building construction projects that the Region manages and adopts
a performance-based approach to building design and
construction. Areas of performance range from accessibility and
inclusivity to space optimization, and sustainability and resilience
(including energy efficiency and greenhouse gas (GHG) emissions
reductions, as well as ecological health).
The Durham Standard supports greater alignment between the
objectives of the Durham Region Strategic Plan and the design,
construction and ongoing asset management of Regional facilities.
It has been developed to create
welcoming facilities that support
our diverse community and work
force; facilities that minimize
environmental impacts; and
workspaces that are modern and
flexible to adapt to changing ways
of working.
Attachment #1 to Report #2023-COW-18
- 115 -
Page 3 Durham Standard v.1
The Durham Standard User Guide is the starting point for
stakeholders to implement its targets and measures. This user
guide contains the following sections:
1.Areas of Focus
2.Capital Project Implementation
3.Design Checklists (see Appendices)
4.Supporting Technical Documents and Guidelines
5.External Standards Referenced
6.Administration
7.Appendices: A,B,C
Acknowledgements
The Durham Standard was created through the collaboration of the
Regional stakeholders and supported by Purpose Building Inc.:
Works Department:
•Facilities Design, Construction and Asset Management
•Facilities Maintenance and Operations
•Technical Support
Office of the Chief Administrative Officer:
•Accessibility, Diversity, Equity and Inclusion
•Strategic Initiatives—Sustainability
Finance Department:
•Corporate Asset Management
•Business plan and Budget team
•Purchasing
•Risk Management
Attachment #1 to Report #2023-COW-18
- 116 -
Page 4 Durham Standard v.1
Areas of Focus
The Durham Standard aligns the planning
and delivery of facility-related capital
projects with the Region's Strategic Plan.
The Strategic Plan incorporates financial,
social, and environmental values, and
provides a roadmap to help achieve
Regional Council s vision for the future.
Corporate values emanating from the
Strategic Plan inform key corporate policy
documents such as the Regional Official
Plan, Regional Council s Climate
Emergency Declaration, Corporate Climate Action Plan, Asset
Management Plan and Policy, Accessibility Plan, and the Long-
Term Financial Planning Framework.
The Durham Standard provides quantifiable and measurable
outcomes in terms of:
a)Accessibility and Inclusivity;
b)Space optimization of office spaces; and,
c)Sustainability and Resilience, including greenhouse gas
(GHG) emissions reduction, asset resilience, circular
economy, indoor environmental quality, water quality and
efficiency, and ecology.
Attachment #1 to Report #2023-COW-18
- 117 -
Page 5 Durham Standard v.1
Capital Project Implementation
The Durham Standard outlines processes for the Region to
achieve the “best value” option, being the one which delivers
the required performance at the lowest lifecycle cost.
The Durham Standard sets the minimum performance level
required for the delivery of capital projects at new and existing
Regionally owned and operated facilities. It is designed as an
overarching program to support appropriate decision-making to
meet the Region s Strategic Plan objectives within corporate
facilities. The Standard applies to all Regionally owned and
operated facilities, which include:
•Long-term care, multi-unit rental housing, and childcare
facilities;
•Durham Region Police Service facilities;
•Region of Durham Paramedic Service facilities;
•Office and Administration areas of facilities; and
•Building envelopes and administrative and laboratory areas
within industrial and waste facilities including fleet
maintenance garages, Works depots, waste transfer
stations, water and sewage treatment facilities, and Durham
Region Transit facilities.
Attachment #1 to Report #2023-COW-18
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Page 6 Durham Standard v.1
Capital Project Implementation (cont d)
The Standard will apply to all new facility construction. As
renovation projects range in size, scope and impact,
application of the Standard will only be mandatory in the
following renovation projects:
•Projects valued at 25 per cent or more of a building s
planned capital projects within a 10-year horizon; and
•Project valued at 15 per cent of a buildings planned capital
projects beyond a 10-year horizon.
The following table outlines the responsibilities in each
functional area supporting capital project delivery.
Functional Area Responsibility
Durham Standard Team •Comply with the Durham Standard in project scope, application and approval processes.
•Provide recommendations to the project delivery teams when multiple compliant options
are present or measures are not proposed.
Project Delivery Teams •Comply with the Durham Standard in project scope, application and approval processes.
•Ensure the design and construction meets the requirements of the Durham Standard.
Procurement •Be familiar with the Durham Standard.
•Include the requirements of the Durham Standard in procurement documents.
Facilities Maintenance
and Operations
•Be familiar with the Durham Standard.
•Include the requirements of the Durham Standard when initiating capital project requests.
Design Consultants •Be familiar with the Durham Standard.
•Specify and communicate relevant Durham Standard requirements to vendors and
contractors.
•Provide evidence of compliance with the Durham Standard using the tools provided.
Product Vendors •Be familiar with the Durham Standard.
•Provide design consultants with evidence of compliance with the Durham Standard using
the tools provided.
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Page 7 Durham Standard v.1
Capital Project Implementation (cont d)
Capital project implementation is characterized by six stages:
1.Request for Proposals Development
2.Schematic Design
3.Design Development
4.Construction Documentation
5.Construction
6.Substantial Completion & Occupancy
1.Request for Proposal Development Workflow
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Page 8 Durham Standard v.1
Capital Project Implementation (cont d)
2.Schematic Design Workflow
3.Detailed Design Workflow
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Page 9 Durham Standard v.1
Capital Project Implementation (cont’d)
4.Construction Documentation Workflow
5.Construction Workflow
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Page 10 Durham Standard v.1
Capital Project Implementation (cont’d)
6.Substantial Completion & Occupancy Workflow
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Page 11 Durham Standard v.1
Design Checklists
The design checklists for the Durham Standard are included as
attachments to this document. (View, Show/Hide, Navigation
Panes, Attachments)
1.Accessibility and Inclusivity Design Checklist
2.Space Optimization Design Checklist
3.Sustainability and Resilience Design Checklist
Supporting Technical Documents and
Guidelines
The technical documents and guidelines for the Durham Standard
are included as attachments to this document. (View, Show/Hide,
Navigation Panes, Attachments)
1.Lifecycle Impact Analysis:
a.Lifecycle Impact Analysis Approach
b.Zero Carbon Building Embodied Carbon Reporting Template
c.Zero Carbon Building Life-Cycle Cost Calculator
2.Accessibility and Inclusivity Requirements
3.Building Automation System Requirements
4.Carbon Pricing Escalation Approach and Guidance
5.Measurement and Verification Guidelines
6.Renewable Energy and Carbon Offsets Program
7.Standard Method for Modelling
8.Workplace Modernization Office Planning Guidelines
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Page 12 Durham Standard v.1
Referenced External Standards
Existing Standard Expected Review Timeline
Whitby Green Standard v1 Every 4 years; next update is in
2024.
Toronto Green Standard, v4 Every 4 years; next update is in
2026.
LEED BD+C New Construction v4.1
Addenda for specific credits are
published twice a year in April and
November.
LEED O+M Existing Buildings v4
N/A; recommended to check
annually for mandatory v4.1
adoption.
•City of Mississauga Corporate Green
Building Standard 2019
•Canada Green Building Council Zero
Carbon Building Standard v2
•ASHRAE 140 –2020: Standard
Method of Test for Building Energy
Simulation Computer Programs
•City of Oshawa Accessibility Design
Standards v2
N/A; recommended to check
annually for updates.
•National Energy Code for Buildings
2020
•Ontario Building Code 2012
•Ontario Building Code Supplementary
Standard 2016
Every 4 years
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Page 13 Durham Standard v.1
Administration
The Durham Standard is the Region s first corporate building
standard that incorporates design features from existing
external standards. It outlines requirements that are achievable
using market solutions that are available today that will evolve
as industry best practices evolve.
Oversight of the Durham Standard will be the responsibility of a
multi-disciplinary, cross-departmental stakeholder group. This
Durham Standard Team will provide subject matter expertise as
well as represent discipline-specific groups such as the Asset
Management Steering Committee and Energy Advisory
Committee.
The Durham Standard Team is comprised of representatives
from the following program areas:
Works Department:
•Facilities Design, Construction and Asset Management
•Technical Support
Office of the Chief Administrative Officer:
•Accessibility, Diversity, Equity and Inclusion
•Strategic Initiatives—Sustainability
Finance Department:
•Corporate Asset Management
•Business plan and Budget team
•Purchasing
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Page 14 Durham Standard v.1
Administration (Cont’d)
The Durham Standard Team will be responsible for the ongoing
implementation of the Durham Standard, as well as ensuring
that its requirements remain current and in alignment with
industry best practices, market solutions, and external
standards as they evolve.
The Durham Standard will be reviewed within the first 2 years
of implementation to ensure its requirements are clear and
effective. Future versions of the Durham Standard will be
reviewed every 4 years to capture any revisions made to the
external standards as well as to incorporate considerations
based upon the evolution of industry best practices. The
Durham Standard will be updated to reflect changes in local
area municipal building standard as they occur.
•Current Version : V-1 , March 2023
Version chart :
Version Release date Summary of changes
ID Facility Design
Feature
Purpose
Feature
of Design Target
V-1 March, 2023
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Page 15 Durham Standard v.1
Appendices
•Appendix A: Master Accessibility and Inclusivity Design
Checklist
•Appendix B: Master Space Optimization Design Checklist
•Appendix C: Master Sustainability and Resilience Design
Checklist
The "Master Checklists" are holistic lists of Durham Standard
design features and targets. As not all design features and
targets are applicable to every project, at the beginning of each
project Durham Standard Team will determine which of the
measures and targets will be optional or not applicable for that
specific project and create the "Design Team Checklist" specific
to that project. Where a mandatory measure is not being
included in a project, a justification is necessary. Note that all
projects will be constructed to meet applicable codes and
standards external to the Durham Standard,
Periodically Durham Standard Team will review all design
features and targets to determine if updates to the Durham
Standard are required.
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Page 16 Durham Standard v.1
Appendix A
Master Accessibility and Inclusivity Design Checklist:
Sec
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
(all indicated dimensions are in
stated)
mm unless otherwise
2.0 Exterior and Interior Elements
2.1 Ground
and
Floor
Surfac-
es
The type of materi-
als and finishes
used in ground and
floor surfaces is es-
sential in determin-
ing accessibility for
Firm, stable, and slip-resistant; matte finish to minimize
glare; well-drained; max 5 saw cut joints; Level changes
(Up to 6 may be vertical, 6 -13 to be bevelled (1:2 slope),
over 13 to be ramp or curb ramp); grating max 13 openings
with elongated openings perpendicular to the direction of
travel.
2.2 Ramps Where a change in
level exists, an ade-
quately designed
ramp provides easy
access for people
using wheelchairs,
scooters or other
wheeled mobility
devices, people
with mobility issues
and people with
strollers and other
Min 1100 clear width; 1:15 (6.67%) max running-slope;
1:50 (2%) max cross-slope; max 50 edge protection; 40 –
60 wide color-contrast strip at slope transitions; wall or
guards (min 1070 high) on both sides.
Landings: Max 9 meters apart; min 2440 x 2440 at top
and bottom; min 1670 x 1670 at directional change; 1670
long in straight ramps.
Handrails:On both sides of ramps; 865 –920 high; inter-
mediate handrails for ramps wider than 2200; high tonal
contrast; min 300 extension at top and bottom landings;
return to guard/rail/wall.
2.3 Stairs The requirements
for stairs are im-
portant to improve
safety and accessi-
bility for all users.
Riser height 125 - 180; tread depth 280 - 355; closed ris-
ers; uniform riser height and tread depth; 610 deep tactile
walking surface indicators (TWSI) at the top of the stairs
starting one tread depth back and extending the full width
of the stairs, wall, or guards (min 1070 high) on both sides.
Nosings: max 25 projection; sloped >60 degrees to the
horizontal; radius 8 - 13 at rounded or bevelled leading
edge profile; horizontal strip markings (40 - 60 deep, full
width of thread, high tonal contrast).
Handrails: On both sides of ramps; 865 – 920 high; high
tonal contrast; continues around landing less than 2100;
intermediate handrails for stairs wider than 2200, with a
handrail reachable within 825mm of all portions of access
width, and at least one portion of the stairs with a clear
width of 900; min 300 extension at top; diagonal extension
of one thread depth plus min 300 parallel extension at bot-
tom; return to guard/rail/wall.
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Page 17 Durham Standard v.1
Appendix A (Cont’d)
Sec
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
(all indicated dimensions are in
stated)
mm unless otherwise
2.4 Guards
and
Hand-
rails
Guards and hand-
rails provide contin-
uous support and
important orienta-
tion cues for all us-
ers ascending or
descending the
stairs, ramps, and
Guards: mount min 1070 high; prevents passage of min
100 dia.
Handrails: continuous grasping surface; rounded edges;
30 -40 dia.; min 50 clearance from adjacent surface, 60
clearance from adjacent rough surface; min 450 clearance
from above in recessed area; resist uniform load of at least
0.7 kN and concentrated load of at least 0.9 kN.
2.5 Over-
hanging
and
Protrud-
ing Ob-
jects
Creating pathways
free from overhang-
ing and protruding
objects is essential
to prevent all users
from any hazards or
Objects protruding more than 100 from wall to be cane de-
tectable -lowest edge no higher than 680; min 2100 head-
room clearance; headroom clearance less than 2100 -pro-
vide railings or other barrier that is cane detectable.
2.6 Rest
Areas
Rest areas are es-
sential for people
who may have diffi-
culty standing or
walking for extend-
ed periods or peo-
ple with limited
stamina.
Spaced no more than 30 m apart; slip-resistant floor; pro-
vide contrast to ground finish/texture and/or tone from ac-
cessible path of travel; min 915 wide by 1370 deep clear
floor space adjacent to bench; min 450 -500 bench height;
arm and back rests; public consultation required.
2.7 Tactile
Walking
Surface
Indica-
tors
Tactile walking sur-
face indicators
(TWSI) are detecta-
ble underfoot or by
a long cane and
help alert or guide
people with low vi-
sion or blindness.
Raised tactile profile; truncated domes (4 -6 high, 12 -25
top dia., base dia. of 10 +/-1 more than top dia., spacing
center to center as per Table 1); slip-resistant and non-
glare surfaces; high tonal contrast; edges beveled or level
with surrounding surface.
2.8 Drink-
ing
Foun-
tains
The provision of
two drinking foun-
tains at different
heights, which are
recessed in an al-
cove, helps meet
the needs of di-
verse users and
prevents potential
bumping hazards.
Adjacent to an accessible route; recessed or cane detecta-
ble at or below 680; high tonal contrast; min 915 wide by
1370 deep clear floor space for front approach; min 1525
wide by 915 deep clear floor space for side approach; min
knee clearance of 760 wide by 735 high by 200 deep from
front edge; min toe clearance of 760 wide by 350 high by
300 back from wall; controls located at or near the front
and requires <22 N to operate.
Water spout: max 915 high; max 125 from the front; min
380 from wall; min 100 high water flow.
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Page 18 Durham Standard v.1
Appendix A (Cont’d)
Sec
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
2.9 Public
Tele-
phones
The placement of
public telephones
and the types of
controls used help
address the reach
requirements of
people with short
stature or seated
positions and peo-
ple who are hard of
hearing.
Number of accessible public phones as per Table 2; identi-
fied by accessible signage; clear floor space for front and
side approach; adjacent to an accessible route; recessed
or cane detectable at or below 680; comply with CSA T515.
Telephone operating controls: max 1200 high; push but-
tons; high tonal contrast; matte finish; max 485 reach range
from front; min 735 cord length; adjustable volume controls.
Shelves and counters: min 500 wide by 350 deep; 775 -
875 high; min 740 high knee clearance; min 250 clear
space between shelf top and phone lower edge.
2.10 Seating,
Tables,
and Work
Surfaces
Accessible seating,
tables, and work
surfaces are essen-
tial to accommo-
date the needs of a
range of users.
Benches and seats: 450 -500 seat height; 330 -510 seat
depth; back support extending min 320; min 1 arm rest be-
tween 220 -300 from seat; stable; high tonal contrast.
Tables and work surfaces: on an accessible route; 710 -
865 high; min 760 wide by 480 deep by 685 high clear
knee space; min 350 high by 230 deep toe clearance; high
contrast; clear floor space for front and side approach.
3.0 Exterior Elements
3.1 Parking Accessible parking
spaces are intend-
ed to minimize trav-
el distances for
people with limited
mobility, accommo-
date vehicles
equipped with a
mechanical lift or
wheelchair ramp,
and provide neces-
sary space for peo-
ple with disabilities
to get in and out of
Provide Type A (van accessible) and Type B (limited mobil-
ity) parking spaces as per Table 3;Type A –min 3400 wide
by 5400 long; Type B –min 2600 wide by 5400 long; min
7250 long by 4600 wide parallel parking spaces; locate
max 30 meters from an accessible entrance and integrate
with an accessible route; max 1:50 (2%) running-slope and
cross-slope; min 2100 headroom; directional signage
where stalls and entrance are not easy to locate.
Access aisle: min 1500 wide; adjacent to and full length of
parking space; color-contrast diagonal pavement marking.
Vertical signage:accessible parking permit sign; min 300
wide by 450 high; 1500 –2500 high; high tonal contrast.
Pavement marking:min 1525 x 1525; slip-resistant; high-
tonal contrast.
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Page 19 Durham Standard v.1
Appendix A (Cont’d)
Sec
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
3.2 EV
Charg-
ing
Parking
Accessible electric
vehicle (EV) charg-
ing parking loca-
tions are intended
to make use of EV
parking accessible
to every user.
Providing suitable
locations, additional
room within the
parking space,
space at the con-
trols, access to ac-
cessible paths of
travel, lighting and
signage are all inte-
gral to successful
and usable designs
for all users.
100% of EV parking to be accessible, and to match the re-
quirements for accessible parking spaces (see 3.1); Distrib-
ute EV spaces evenly for multiple building entrances; EV
parking to be as close to building as possible; Ground sur-
face firm, stable, slip-resistant. Maximum running slope/
cross slope 1:50 (2%).
Access aisle (sides): min 1500 wide; adjacent to each EV
parking space, located on both sides, extending full length
of space.
Access aisle (front):min 1960 wide located in front of and
perpendicular to all EV parking spaces/access aisles, and
connected to an adjacent accessible path of travel (where
parking is designed to provide access to building/site); min
1500 wide located in front of and perpendicular to all EV
parking spaces/access aisles (where parking is designed
for users to remain with their vehicles).
Signage/Pavement Marking: clearly designated with
pavement marking and vertical signage indicating EV use
only; pavement markings near entrance to space; pave-
ment markings slip resistant and clearly visible; all signage
to comply with section 5.8.1; lighting to comply with section
5.7.
EV Charging Stations (EVCS) and Controls:clear space
of 1350 x 800 for parallel or front approach, centered on
EV controls; controls colour contrasted to background; con-
trols/operable elements 900 -1100 above ground surface;
glare free display screes, protected from direct sunlight;
3.3 Pas-
senger
Loading
Zones
Passenger-loading
zones are important
features for individ-
uals who may have
difficulty in walking
long distances or
those who use par-
allel transit sys-
Locate within 30 m of accessible entrance; overhead pro-
tection with clearance of min 3600; min 2440 wide by 7400
long access aisle parallel to vehicular pull-up space; curb
ramps at level changes; bollards between access aisle and
vehicular pull-up space.
Vertical signage:International Symbol of Accessibility;
min 300 wide by 450 high; 1500 –2500 high; high tonal
contrast.
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Page 20 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
3.4 Exterior
Paths
of Trav-
el
Accessible exterior
paths of travel pro-
vide safety and al-
low maneuverability
to all types of users.
Firm, stable, and slip-resistant ground surface; adequate
drainage; min 2100 headroom; high tonal or textural con-
trast; rest areas max every 30 meters; min 1800 clear
width; min 1800 x 1800 passing areas no more than 30
meters for routes less than 1800; min 950 clear entrance
width; max 1:20 (5%) running-slope; max. 1:50 (2%) cross-
slope; slope requirements for level changes as per Table 4;
min 50 high edge protection where level change is 200 -
600; min 1070 high guards where level change is >600 or
adjacent surface within 1200 has slope steeper than 1:2.
3.5 Curb
Ramps
and De-
pressed
Curbs
Curb ramps and
depressed curbs
help people with
disabilities safely
and independently
negotiate level
changes on public
sidewalks and other
pedestrian routes.
Firm, stable, and slip-resistant surface; aligned with direc-
tion of travel; adequate drainage; min 1500 clear width for
curb ramps; min 3300 length for depressed curbs; max
1:12 (8%) running slope; max 1:50 (2%) cross-slope; slope
of 1:15 to 1:10 (6.7% to 10%) for flared sides; min 1200 x
1200 landing at top of curb ramp.
Tactile walking surface indicators:set back 150 -200
from curb edge; min 610 depth; extend full width for curb
ramp; extend min 1500 width for depressed curb; provide
300 space between TWSI for depressed curbs at pedestri-
an crossings.
4.0 Interior Environments
4.1 En-
trances
Entrances that ad-
dress the full range
of users help pro-
mote a spirit of in-
clusion that sepa-
rate accessible en-
trances do not.
50% of total entrances to be accessible; min 2440 x 2440
exterior level landing; equip with power door operator; In-
ternational Symbol of Accessibility; directional signage; min
950 clear door width; min 2750 height clearance from over-
head protection.
Vestibule: min 1500 plus width of door that swings into the
space for distance between doors in series; min 1500 turn-
ing circle for doors not aligned.
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Page 21 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
4.2 Doors
and
Door-
ways
The provision of ac-
cessible doors that
are part of an ac-
cessible route is
important for all fa-
cility users.
Min 950 clear width; opening force (max 38 N for exterior
hinged doors, max 22 N for interior hinged/sliding or folding
doors); high tonal contrast; max 13 high threshold; door
hardware (900 -1100 high, operable with closed fist and
one hand); revolving doors and turnstiles are not accessi-
ble; provide guards that extend min 300 from edge of door
that swings into pedestrian traffic; clear floor space as per
Table 5; high tonal contrast strip/decal or logo on fully
glazed doors (min 50 wide, 1350 -1500 high); vision pan-
els (min 75 wide, lower edge max 900 high, side edge max
250 from latch side).
Power door operators: both sides of doors; min 150 di-
ameter for circular PDO; min 150 wide by 915 long for ver-
tical PDO; high contrast with mounting surface; project less
than 100; mark with International Symbol of Accessibility;
900 -1100 high for circular PDO; max 200 high and min
900 high for vertical PDO; 600 -1500 beyond the door
swing; 1675 x 1675 clear floor space.
4.3 Interior
Acces-
sible
Routes
Interior accessible
routes are im-
portant to provide
access to elements,
rooms, or other oc-
cupiable spaces
within a facility.
Firm, stable and slip-resistant; min 2100 headroom; rest
areas max every 30 meters; min 1100 clear width; min
1800 clear width in high traffic areas; min 1200 clear turn
width around obstacle less than 1200, max 1:20 (5%) run-
ning and cross-slopes.
Level changes: high tonal contrast marking where level
change <200; min 50 high color contrast curb where level
change is 200 -600; guards where level change is >600.
4.4 Elevat-
ing De-
vices
Elevating devices
are the typical
means of providing
access between
levels within a facili-
ty. They, therefore,
should be accessi-
ble by all users, in-
cluding people with
mobility devices
and vision loss/no
vision.
Min cab dimension and clear door width as per Table 6;
max +/-13 floor level; hall call buttons 890 -1200 high; min
915 wide by 1370 deep clear floor space in front of hall call
buttons; tactile elevator car identification sign with min 50
characters height; 800 -920 high handrails on all non-
access walls; high color contrast.
Interior car operating controls: max centerline height of
1220; min 19 button size; provide Grade 2 Braille charac-
ters; min 16 high and 0.75 raised markings on left side of
buttons; emergency two-way communication system.
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Page 22 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
4.5 Wash-
rooms
Appropriate design
of washroom fea-
tures helps in-
crease the useabil-
ity and safety of all
toilet facilities.
Moreover, universal
washrooms serve
all types of users
since it includes a
larger floor space
that may be helpful
for people who re-
quire assistance
and may be accom-
panied by a care-
giver or users of
larger mobility de-
vices.
On an accessible route; identified by accessible signage;
accessible entrance door (Section 4.2); firm, stable, slip-
resistant floor (max 1:50 slope); audible/visual fire alarm
system; drains outside path of travel.
Multiple occupancy washrooms:min 1500 x 1500 clear
floor space outside accessible toilet stall; min 1500 clear
turning circle.
Accessible toilet stalls:provide as per Table 8; min 1830
x 1830 internal dimension; min 1500 clear turning circle.
Ambulatory toilet Stalls:min 1500 deep by 890 –940
wide, center toilet b/w partition walls.
Universal washrooms:provide as per Table 7; min 1700
b/w walls; min 1700 clear turning circle; motion sensor/
automatic illumination; min 810 x 1830 adult-size change
table; emergency call system.
Water closets:430 –485 high; 460 –480 from wall; min
950 wide by 1500 deep transfer space; back support; toilet-
paper dispenser 600 –800 high and 300 from front edge;
lever flush control 500 –900 high on transfer side.
Grab bars:non-abrasive; slip-resistant; high tonal contrast;
35 –40 dia.; min 50 clear space from mounting surface;
resist load of at least 1.3 kN; horizontal grab bar (min 600
length, 840 –920 high or 150 above tank); L-shaped grab
bars (min 750 length, vertical component max 150 from
front of water closet, horizontal 750 high); fold-down grab
bars (locate on transfer side, min 750 length, 390 –410
from water closet centerline, 750 high, max 22 N force to
pull down).
Lavatories:min 1 accessible lavatory; high tonal contrast;
max 865 rim height; min knee clearance of 920 wide by
685 high by 205 deep from front edge; min toe clearance of
920 wide by 350 high by 300 back from wall; automatic
control/lever type faucet max 485 from basin edge; min 920
wide by 1370 deep clear floor space; insulate pipes under-
neath.
Shelves:max 1100 high; project max 100; max 200 above
lavatory top surface.
Washroom amenities: project max 100; high tonal con-
trast; controls 900 -1200 high; min clear floor space for
front and side approach.
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Page 23 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
(all indicated dimensions are in
stated)
mm unless otherwise
4.5 Baby changing stations: close to lavatory and waste re-
ceptacle; clear floor space; 730 -865 high; min 685 high by
480 deep knee clearance.
Adult-size change tables:min 760 x 1500 clear floor
space parallel to change table; adjustable height; 450 -500
low range height; 850 -900 high range height; support min
load of 1.33 kN; high tonal contrast; non-abrasive; easy to
clean.
Urinals: on an accessible route; no steps in front; elongat-
ed rim max 430 high; upper rim min 860 high; min 345
deep; high tonal contrast; lever/automatic flush control with
max 22 N force mounted 900 -1100 high; clear floor
space; vertical grab bars on both sides (min 600 long, cen-
terline 1000 high, max 380 from centerline of urinal); priva-
cy screens (min 920 clearance b/w screens, min 50 clear-
ance from grab bars); centerline indicator.
4.6 Show-
ers
Accessible shower
stalls include fea-
tures which are es-
sential in providing
support and safety
for users with lim-
ited mobility.
Number of accessible showers as per Table 9; min 1525
wide by 920 deep floor space; min 1525 wide by 920 deep
additional clear floor space at entrance; covered trench
drain; no threshold or max 13 beveled transition; slip-
resistant floor surface; shower controls located max 1200
above floor and max 500 from edge of seat; pressure
equalizing or thermostatic mixing valve; fully recessed soap
holders.
Shower head: flexible hose min 1800 length; 1200 -2030
fixed position height.
Shower seat: slip-resistant surface; same side as vertical
grab bar; 460 -480 high; min 450 wide by 400 deep with
rear edge 65 from wall; resists min load of 1.3 kN.
Vertical grab bar: on a side wall; min 1000 length; 600 -
650 high; 50 -80 clearance from adjacent clear floor
space.
L-shaped grab bar: on wall opposite to entrance; horizon-
tal component (1000 long, 750 -870 high); vertical compo-
nent (750 long, 400 -500 from side wall).
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Page 24 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
5.0 Systems, Controls, and Communications
5.1 Controls
and Op-
erating
Mecha-
nisms
The placement of
controls and the
type of operating
mechanism used is
integral to be ac-
cessible by all us-
ers.
Operable with closed fist; operable with force <22.2 N; high
tonal contrast with mounting surface; mounted between
400 -1200 (min 400 high for wall outlet/duplex, 1200 high
for thermostat and manual fire alarm pull, 900 -1100 for all
other controls); clear floor space for front and side ap-
proach; min 13 surface diameter for push-button type con-
trols.
5.2 Assis-
tive Lis-
tening
Sys-
tems
The provision of as-
sistive listening de-
vices is essential
for the range of in-
dividuals who may
have difficulty hear-
ing.
Encompasses entire floor area; personal amplification con-
trol; accessible signage identifying availability of listening
system; may include induction loop, infrared and FM radio
frequency systems; max 15 meters viewing distance for
fixed seats served with ALDs.
5.3 Public
Address
Sys-
tems
Public address sys-
tems provide im-
portant information
to all users within a
facility and should
be designed to ac-
commodate those
that may have diffi-
culty hearing.
Zoned to provide information to key locations only; mini-
mize background noise; sound level above ambient back-
ground noise; music not to be broadcast throughout the fa-
cility; all-point call systems for emergency only.
5.4 Acous-
tics
Proper acoustics is
essential for people
who people who
may have difficulty
hearing and need to
differentiate im-
portant sounds from
general background
noise. Moreover,
sound transmis-
sions of different
areas can also be
used as an orienta-
tion cue and help
navigate a space,
especially for peo-
ple with vision loss.
Finishes do not unduly amplify occasional noise; include
sound insulation; install permanent induction loop or other
ALDs in noisy areas; design ceiling shapes to avoid ech-
oes; minimize background noise in meeting rooms and as-
sembly areas.
Attachment #1 to Report #2023-COW-18
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Page 25 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
5.5 Security
Sys-
tems
Security systems,
such as electronic
keypads or card
readers, are the on-
ly means of entry to
particular spaces,
and therefore
should be usable by
persons with vary-
ing disabilities.
900 -1100 high; min 600 clear of door swing; accessible
electronic keypads/push button systems or card readers;
audible and visual signals; high tonal contrast to mounting
surface.
5.6 Fire and
Life
Safety
Sys-
tems
Visual alarms are
essential safety fea-
tures for individuals
people who may
have difficulty hear-
ing since they may
not hear an audible
alarm. In the event
of fire when eleva-
tors cannot be
used, an area of
refuge provides as-
sistance to anyone
who has difficulty
traversing a set of
stairs.
Fire safety and evacuation plan: base max 1200 high;
min 12 point font size; available in alternate formats; acces-
sible identification signage.
Visual alarm signals: integrate audible firm alarm system;
mount min 2100 high; spacing max 15 meters apart; meet
NFPA section 18.5.3.
Areas of refuge: on an accessible route; accessible identi-
fication signage; each space min 1675 x 1675; min 1 hr
protective enclosure; two-way accessible communication
system; total number of rescue spaces as per Table 4.4.1.
5.7 Lighting Artificial lighting and
natural light
sources help pro-
vide comfortable,
evenly distributed
light at all working
areas, circulation
routes, and areas of
potential hazards.
Exterior: located at or besides ramps, stairs and wayfind-
ing signage; evenly distributed over pedestrian routes;
height of low-level light clear of snow accumulation; min
2100 headroom for overhead light fixtures.
Interior: natural and artificial; able to identify edges and
color contrasts; not positioned at end of corridors; non-
glare, matte or satin finishes; sun-screening systems where
direct sunlight causes glare; fluorescent ceiling lights per-
pendicular to path of travel.
Attachment #1 to Report #2023-COW-18
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Page 26 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
(all indicated dimensions are in
stated)
mm unless otherwise
5.8 Signage
and
Way-
finding
Signage with sharp
color contrast and
tactile information
can enhance reada-
bility for all users,
especially someone
with vision loss or
no vision.
Moreover, graphic
symbols can be
helpful for children,
those with limited
literacy levels, and
those who speak a
different language.
Non-glare finish; colour contrast; accessible facilities to in-
clude International Symbol of Accessibility; sans serif font;
Arabic numerals; width-to-height ratio viewing distance as
per Table 10; stroke-width-to-height ration between 1:5 and
1:10; min 150 pictogram height; braille below text and/or
pictogram with domed or rounded shape.
Tactile signage: 0.8 -1.5 raised above surface; rounded
edges; braille accompanied with text, pictograms and/or
symbols; 1200 -1500 high; 140 -160 from latch side of
door frame; min 75 clear wall area around.
5.9 Win-
dows
Lower sill heights
and accessible win-
dow operating
mechanisms can
help wheelchair or
scooter users expe-
rience the facility
from a seated posi-
tion.
Clear floor space for front and forward approach; max 1100
sill height; 400 -1100 ventilation and covering controls
height; no horizontal obstruction b/w 900 and 1300 above
floor.
6.0 Special Facilities and Spaces
6.1 Assem-
bly Are-
as
Designated acces-
sible and adaptable
seating spaces are
essential in assem-
bly areas for indi-
viduals unable to
use typical seating.
Number of accessible and adaptable seating as per Table
12; distribute seating locations to provide variety of admis-
sion prices; seating adjoining accessible route without
blocking egress; choice of viewing location; clear lines of
sight; provide movable armrest on side of adaptable seat
adjoining accessible route.
Accessible seating spaces: directional signage to identify
location; min 1 fixed companion seat beside each space;
clear floor space for front and side approach.
Storage for mobility device: min 1 for fixed seats less
than 200; min 915 wide by 1370 deep clear floor space;
same level and close proximity to accessible seating
spaces
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Page 27 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
6.2 Meeting
and
Multi-
Purpose
Rooms
Flexible meeting
rooms can help ac-
commodate differ-
ent space uses,
group sizes, user
needs.
On an accessible route; identify with accessible signage;
min 1100 clear aisle space; min 1500 turning circle; assis-
tive listening systems; accessible tables and work surfaces
(Section 2.10); clear floor space for front and side ap-
proach at servery/millwork.
6.3 Cafete-
ria and
Dining
Facili-
ties
Cafeterias with ac-
cessible serving
lines and seating
areas can help us-
ers of mobility de-
vices access the
space independent-
ly.
Min 1100 circulation route; accessible service counter
(Section 6.10); accessible seats and tables in dining areas
(Section 2.10).
Display shelves and service lanes: min 1100 clear aisle
space; tray slides 760 -865 high; min 1525 long; 50%
shelves mounted 400 -1370 for unobstructed side ap-
proach; max 500 deep side reach.
6.4 Kitch-
ens and
Kitchen-
ettes
Kitchens and kitch-
enettes require an
appropriate level of
access to be usable
by persons with
varying disabilities.
Slip-resistant, non-glare floor finish; controls max 1100
high; provide task lighting; pass-through/U-shaped or L-
shaped kitchens (min 1500 clearance b/w opposing sides,
min 950 wide openings/doorways).
Counters and work surfaces: high tonal contrast; non-
abrasive surfaces underneath; min one accessible counter;
min 760 wide by 600 deep; 730 -865 high; min 480 deep
by 760 wide by 685 high knee clearance; min 915 wide by
1370 deep clear floor space; outlets at side or front.
Kitchen storage: at least one storage unit max 1100 high;
accessible door hardware (max 1100 high, mount at bot-
tom for upper cabinets and at top for base cabinets); min
150 deep by 230 high toe clearance at base cabinets.
Sinks: centerline min 460 from side wall; 820 -840 rim
height; min 920 wide by 685 high by 200 deep knee clear-
ance; min 350 high by 500 deep toe clearance; automatic/
lever-type faucet; non-abrasive surfaces underneath; insu-
late/cover pipes.
Cooktops: controls away from burners; min 915 wide by
1370 deep clear floor space; 730 -865 high; min 760 wide
by 685 high by 200 deep knee clearance; min 350 high by
500 deep toe clearance; insulation underneath; min 400
wide heat resistant work surface on each side.
Ovens: controls on front panel; side-hinged door (work sur-
face adjacent to latch side, min 250 heat resistant pull-out
shelf below); bottom-hinged door (work surface adjacent to
any one side).
Attachment #1 to Report #2023-COW-18
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Page 28 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
(all indicated dimensions are
stated)
in mm unless otherwise
6.4 Refrigerators and freezers: self-defrosting freezer; verti-
cal side-by-side type; min 1100 freezer height for over-and-
under type; clear floor space for side approach with center-
line offset of 610 max.
6.5 Librar-
ies
Libraries help pro-
vide people with
information and re-
sources they need
and therefore
should be accessi-
ble by all users.
Min 1100 accessible route; min 1500 turning circle; min
950 security gate clear width; min one accessible service
counter (Section 6.10); min 50% of computer catalogues
and workstations accessible; minimize background noise;
informational and directional signage for accessible ser-
vices.
Book drop slots: on an accessible route; clear floor space
for front and side approach; high tonal contrast; 900 -1100
slot height; accessible slot controls.
Book stacks or carousels: min 1100 clear aisle width;
heavier items and large print collection on lower shelves.
Reading lounges and study areas: flexible seating op-
tions; high tonal contrast; min 10% of study tables and car-
rels accessible; electric outlet; max 1120 shelve height
above study tables and carrels.
Computer catalogues and work stations: min 915 wide
by 1370 deep by 685 high knee clearance; 710 -865 sur-
face height; min 915 table depth; min one movable chair.
6.6 Recrea-
tional
and
Com-
munity
Facili-
ties
Accessible recrea-
tional and commu-
nity facilities allow
for opportunities for
participation by all
community mem-
bers.
Min one accessible change room (Section 6.8); accessible
seating options (Section 6.1); arenas (on an accessible
route, min 950 access panels/gate clear width, level/
beveled access to ice pads/skating rings); clear floor space
for front and side approach on one side of exercise equip-
ment.
Aquatic facilities: slip-resistant and matte finish pool deck
surfaces; max 1:50 (2%) running or cross-slope; recessed
drainage tiles with max 13 openings; min 1100 accessible
route; 610 wide TWSI around perimeter of pool deck; high
tonal contrast on permanent/temporary equipment; min one
accessible entry/exit point.
(1) Sloped entry or ramp:max 1:15 (6.67%) running
slope; handrails 865 -920 high with min 300 extensions at
top only; min 1100 clear width; min 1670 x 1670 top and
bottom landings; 600 - 900 water depth at bottom; high to-
nal contrast.
(2) Transfer lifts: on an accessible route and in shallow
end (water level max 1200 high); seat centerline min 400
from pool edge; min 400 seat width; min 1675 x 1675 clear
transfer space; self-operable controls max 1100 high from
pool deck/water surface; min 135 kg weight capacity.
Attachment #1 to Report #2023-COW-18
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Page 29 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
6.7 Change
Rooms
Universal change
rooms with features
such as accessible
lockers where appli-
cable, can accom-
modate all types of
users, including
(but not limited to)
those requiring as-
sistance, users with
mobility devices,
children, and those
with limited mobility.
On an accessible route; min 1100 clear path of travel; min
1500 clear turning circle; slip-resistant floor.
Permanent benches: 450 - 500 seat height; 330 - 510
seat depth; back support; high tonal contrast finishes.
Lockers: min 10% accessible; identify with signage; clear
floor space for front and side approach; bottom shelf min
400; top shelf max 1200; locking mechanisms 900 - 1100
high; max 460 baggage racks/carousels surface height.
Universal change rooms: min 1700 clear turning circle;
slip-resistant floor; accessible entrance door (Section 4.2);
change bench (min 1830 long by 760 wide, 450 - 500
high); L-shaped grab bars at the end of bench (min 150
from front seat edge, min 150 clearance above bench);
horizontal grab bar centered on long side of bench (min
1200 long, 750 - 850 high), motion sensor/automatic illumi-
nation; full length mirror; min two collapsible coat hooks
protruding max 50 and max 1200 high.
6.8 Balco-
nies
and
Terrac-
es
Balconies and ter-
races may be used
as exits and areas
of refuge, and
therefore should be
accessible to all us-
ers.
On an accessible route; slip-resistant floor surface with
max 1:50 (2%) slope; min 2000 deep; level/beveled ac-
cess; clear visibility from seated position; min 1100 clear-
ance between edge of outswinging door and guard/railing.
6.9 Service
Coun-
ters
Service counters
should be accessi-
ble to the full range
of visitors.
Min one accessible for each type of service provided; all
counters to be accessible for single queuing line; on an ac-
cessible route; clearly identified by signage; clear floor
space in front for forward and side approach; high tonal
contrast; lowered counter usable from seated position (710
-865 high, max 635 forward reach, min 915 wide by 480
deep by 685 high clear knee space on both sides).
Communication systems: speaking port max 1100 high;
phone/call bell with information signage; controls max 1100
high; assistive listening systems identified by signage.
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Page 30 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
6.10 Waiting
and
Queu-
ing Are-
as
Accessible queuing
areas allow people
with mobility devic-
es and with a vary-
ing range of disabil-
ities to move
through the line
safely. Designated
space for mobility
devices in waiting
areas is essential
for individuals una-
ble to use typical
seating.
Waiting areas: identified by directional and informational
signage; accessible service counters (Section 6.10); min
3% and not less than 1 accessible seating spaces (Section
6.1); min 510 coffee/telephone table height.
Queuing areas: on an accessible route; identified by direc-
tional and informational signage; permanent queuing areas
defined by floor patters/colours/textures.
(1) Fixed queuing guides:min 1100 clear width; min
1675 x 1675 clear floor space where line begins/change
direction/ends; cane detectable; high tonal contrast; glare-
free finish.
6.11 Visita-
bility -
Housing
Visitable housing
makes communities
more livable for
people with physi-
cal disabilities,
those who use mo-
bility devices, and
seniors by providing
options to age in
place.
Exterior path of travel: min 1800 clear width; max 1:20
(5%) slope leading to accessible entrance.
Entrance and landing area: min 1525 x 1525 clear floor
space at entrance landing; no step or elevation change; no
or low profile threshold.
Interior circulation: min 950 clear door width; min 950
clear corridor width; electrical outlets min 400 high.
Washroom: on main floor; min one toilet and sink; sliding
or outward swinging door; min 760 x 1220 clear floor
space; min 950 wide clear route to toilet; min one grab bar;
lever-type faucet; slip-resistant flooring.
Kitchens: lever-type faucet; clear floor space in front of
each appliance (915 wide by 1370 deep for forward ap-
proach and 1525 wide by 915 deep for side approach); min
1500 clearance between counters and all opposing sides.
Doors: door hardware max 900 high and operable with
one hand; rough-in at entrance door hinge-side for power
door operators; min 600 (pull side) and 300 (push side)
latch-side clearance; door bell/intercom system max 1100
high.
6.12 Outdoor
Public
Use
Eating
Areas
Outdoor public use
eating areas should
be accessible to all
users, including
persons with mobili-
ty devices.
On an accessible route; Min 20% tables accessible; min
2000 clearance around each table; knee and toe clear-
ance; 730 -865 table surface height; firm and stable
ground surface with max 1:50 (2%) slope; tables colour
contrast to background; identified by directional signage;
accessible washroom in close proximity.
Attachment #1 to Report #2023-COW-18
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Page 31 Durham Standard v.1
Appendix A (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
(all indicated dimensions are in mm unless otherwise
stated)
6.13 Inclu-
sive
Play
Spaces
Inclusive play spac-
es provide play op-
portunities and ex-
periences for chil-
dren and caregivers
with various disabil-
ities.
Public consultation required; provide sensory and active
play spaces; firm, stable and slip-resistant surfaces; meets
CSA Z614-14 requirements; on an accessible route; min 2
entry/exit points with 1800 clear width; min 1800 clear
width and max 1:15 (6.67%) slope of accessible route con-
necting play components; accessible surface materials;
play components colour contrast with surroundings; per-
centage of elevated play components required to be con-
nected to ramp/transfer systems as per Table 13; min 915
x 1370 or 1525 x 915 clear floor space adjacent to transfer
systems/play components; min 1500 clear turning circle on
same level as play components; min number of ground-
level play components compared to elevated play compo-
nents as per Table 14.
6.14 Multi-
Faith
Rooms
Multi-faith worship
spaces serve an
important spiritual
role and foster a
culturally safe and
respectful environ-
ment.
Multi-faith spaces
may include indoor
smudging facilities.
Accomodating ritual
smudging ceremo-
nies supports inclu-
sion and the spiritu-
al wellbeing of First
Nation, Inuit, and
Métis people.
Located on an accessible route, with accessible entrance;
Accessible path of travel within room and to all fixtures and
furniture; Accessible storage area for shoes provided at en-
trance with accessible seating; carpets (where applicable)
to be securely fixed; low pile and in compliance with Sec-
tion 2.1; Accessible seating; Accessible storage cabinets.
Ablution Rooms: located adjacent and with direct access
to multi-faith room; include at least 1 ablution station locat-
ed on accessible path of travel, with electronic or sensor
faucets, two horizontal grab bars, accessible bidet system,
accessible accessories, and clear floor space minimum
915 x 1370.
Indoor Smudging: suitable ventilation systems in place
and operational; cast iron (or other suitable) pan or vessel
for all smudging materials; exhaust fan operational;
Attachment #1 to Report #2023-COW-18
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Page 32 Durham Standard v.1
Appendix B
Master Space Optimization Design Checklist:
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
Space Optimization
SOP1 Enhanced
Collabora-
tion and
Communi-
cation
Promotes meaning-
ful interactions be-
tween employees.
Provide collaborative spaces such as:
(1) 3 m x 3 m huddle rooms (huddle rooms are config-
ured the same as offices; seating for 3).
(2) 1.5 m x 1.5 m focus rooms (3 different configura-
tions)
(3) Various open collaboration areas with different con-
figurations (e.g. meeting, working, standing, lounge)
SOP2 Staff Safe-
ty and Se-
curity
Provides a safe
everyday work envi-
ronment.
Provide a centralized reception point by limiting public
access to the staff side.
SOP3 Agile
Workspace
Promotes a flexible
work environment
and improves col-
laboration.
Provide agile workspaces such as:
(1) “Activity-Based Working” (ABW): Staff reserve spe-
cific rooms, areas, and/or workspaces throughout any
given day.
(2) Hotelling: Staff reserve their desired workspace for
the day, or sometimes the week, prior to arriving and
have that assigned location for the duration of their day.
(3) Hot-Desking: Staff arrive at work and select their
workspace from a specific number of unassigned spac-
es on a first-come, first-served basis.
SOP4 Office Den-
sity
Optimizes the num-
ber of occupants in
the work environ-
ment.
Meet the following minimum per person space require-
ments:
(1) Assigned workstations: 2.8 –4.2 m2
(2) Hoteling workstations (workbench): 1.9 –2.8 m2
(3) Hot-desking: 1.7 –2.3 m2
(4) Offices: 9.3 -11.1 m2
SOP5 Private
Workspace
Enhances employ-
ee comfort and
productivity in open
workspace areas.
Provide private areas only accessible to employees
when required, such as silent pods, enclosed meeting
rooms, etc.
Attachment #1 to Report #2023-COW-18
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Page 33 Durham Standard v.1
Appendix C
Master Sustainability and Resilience Design Checklist:
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
On-Site Greenhouse Gas Reduction
ONG1 Building
Energy
Use and
Green-
house Gas
Emissions
Limits
Promotes energy-
efficient buildings
with reduced oper-
ating costs and
greenhouse gas
(GHG) emissions.
Design for an annual greenhouse gas intensity (GHGI) 2of 0 kg/m following the Durham Standard -Standard
Method for Modelling and Durham Standard -Car-
bon Pricing Escalation. and
Ensure no on-site combustion of fossil fuels (excluding
backup generation). and
achieve at least one of the following:
(1) Total energy use intensity (TEUI) limit of 100 ekWh/
2m & thermal energy use demand intensity (TEDI) of 30 2ekWh/m or
(2) 50% energy use intensity (EUI) improvement over
OBC SB-10 or
(3) Passive House Certification or
(4) Canada Green Building Council Zero Carbon Build-
ing Certification
ONG2 Energy
Supply
Reduces GHG
emissions associat-
ed with building op-
erations by encour-
aging the use of
less carbon-
intensive fuel
sources.
Assess the value of connecting to existing or planned
low/no-carbon district energy systems, and design for
connection where favourable.
ONG3 Peak De-
mand Man-
agement
Increases grid relia-
bility and reduces
GHG emissions as-
sociated with build-
ing operations.
Identify the cost-benefit of demand response and pre-
sent to Durham Region for decision on implementation
at the facility.
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Page 34 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
ONG4 On-Site
Renewable
Energy
Encourages on-site
energy generation
through renewable
energy sources to
reduce GHG emis-
sions associated
with building opera-
tion, reduces
stresses imposed
on the local electric-
ity grid,and further
improve building
resilience in the
wake of power out-
ages.
Confirm plans for the facility under the Durham Region
Renewable Energy Program (to be developed) and in-
corporate changes to the energy infrastructure if appli-
cable.
ONG5 Building
Commis-
sioning
Ensures that the
mechanical, electri-
cal, plumbing, and
renewable energy
systems are con-
structed and per-
forming as per de-
sign intent.
Commission all applicable systems in accordance with
ASHRAE Guideline 0-2013 & ASHRAE Guideline 1.1-
2007 for HVAC&R Systems.
Commission the building envelope in accordance with
LEED Building Design and Construction v4: New Con-
struction Envelope Commissioning Requirements.
ONG6 Measure-
ment and
Verification
Plan
Allows Durham Re-
gion to compare the
occupied building’s
energy consump-
tion to the design
predicted energy
consumption.
Develop a Measurement and Verification Plan following
the Durham Standard -Measurement and Verifica-
tion Guidelines.
ONG7 Air Tight-
ness
Ensures that the air
barrier systems of
building envelope
systems are con-
structed and per-
forming as per de-
Conduct a whole building Air Leakage Test targeting a
maximum air leakage of 2 L/s/m2 (at 75 Pa).
Attachment #1 to Report #2023-COW-18
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Page 35 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
ONG8 Metering
and
Bench-
marking
Ensures that build-
ings have adequate
level of metering
and measurement
systems to facilitate
ongoing tracking of
energy usage by
the building sys-
tems.
Install electric/thermal submeters on all systems >10%
of the total end use or a minimum of 50kW. All major
process loads shall be sub-metered separately.
Implement a building automation system in accordance
to the Durham Standard -Building Automation Sys-
tem (BAS) Requirements
Off-Site Greenhouse Gas Reduction
OFG1 Single Oc-
cupant Ve-
hicle Trips
Reduction
Reduces communi-
ty-wide GHG emis-
sions by encourag-
ing alternative
transportation strat-
egies.
Reduce single occupancy vehicle trips generated by de-
velopment 25% from the baseline using multimodal in-
frastructure strategies and Transportation Demand Man-
agement (TDM).
Provide carpool or shared-use vehicle parking spaces
equivalent to at least 10% of the total off-street parking
spaces for each non-residential and mixed-use building
on the site.
OFG2 Connectivi-
ty to Urban
Mobility
Networks
Improves connec-
tivity in the commu-
nity and enables
active transporta-
tion for all abilities.
Meet the Accessibility for Ontarians with Disabilities Act
(AODA) Integrated Accessibility Standards, Sections
80.16 to 80.31 inclusive, for pedestrian infrastructure.
Provide safe, direct, universally accessible pedestrian
routes, including crosswalks and midblock crossings
that connect the buildings on-site to the off-site pedestri-
an network and priority destinations.
OFG3 Parking
Footprint
(For resi-
dential
buildings
four sto-
reys or
more and
non-
residential
buildings)
Reduces communi-
ty-wide GHG emis-
sions by encourag-
ing active transpor-
tation and reducing
reliance on vehi-
cles.
Either:
(1) Do not build new off-street parking lots. or
(2) Locate all new off-street surface parking lots at the
side or rear, leaving building frontages facing the circu-
lation network free of surface parking lots (alleys may be
exempted).
Attachment #1 to Report #2023-COW-18
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Page 36 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
OFG4 Electric
Vehicle In-
frastructure
Reduces communi-
ty-wide GHG emis-
sions by promoting
electric vehicle use.
For Light Duty Fleet (LDF): Provide electric vehicle sup-
ply equipment for a minimum of 30% of parking spaces,
and provide rough-in conduits for the remaining spots.
OFG5 LEV and
Sustaina-
ble Mobility
Prioritiza-
tion
Reduces single oc-
cupant vehicle com-
muting and encour-
ages low-emission
transportation.
If providing more than the minimum parking required un-
der the Zoning By-law, the excess spaces must be dedi-
cated priority parking spaces for low-emitting vehicles,
carpooling/ridesharing, or for publicly accessible spaces
dedicated to shared vehicle systems such as carshar-
ing, ridesharing, or micro-mobility systems.
OFG6 Enhanced
Long-Term
& Short-
Term Bicy-
cle Parking
Rates
Encourages bicy-
cling as a transpor-
tation alternative by
providing safe and
secure parking
spaces.
Provide bicycle parking spaces in accordance with rates
in Chapter 230 of Toronto Zoning By-law 569-2013.
OFG7 Electric Bi-
cycle Infra-
structure
Reduces single oc-
cupant vehicle
(SOV) commuting,
encourages low-
emission transpor-
tation and future-
proofs the building
for the wider adop-
tion of electric bicy-
cles.
At least 15% of the required long-term bicycle parking
spaces, or one parking space, whichever is greater,
shall include an energized outlet (120 V) adjacent to the
bicycle rack or parking space.
OFG8 Shower
and
Change
Facilities
Encourages active
transportation by
providing end of trip
facilities.
Provide shower and change facilities consistent with the
rate identified in Chapter 230 of the Toronto Zoning By-
law
OFG9 Pedestrian
Specific
Lighting
Encourages walk-
ing as a transporta-
tion alternative for
all ages and abili-
ties by providing
safe environments
Provide pedestrian-scale lighting that is evenly spaced,
continuous and directed onto sidewalks, pathways, en-
trances, outdoor waiting areas and public spaces.
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Page 37 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
OFG1
0
Ozone De-
pleting
Com-
pounds
Reduces strato-
spheric ozone de-
pletion and limit hu-
man health impacts
caused by refriger-
ant emissions.
Either:
(1) Use zero refrigerants. or
(2) Use only naturally occurring/synthetic refrigerants
that have an ozone depletion potential (ODP) of 0 and
global warming potential (GWP) of less than 50.
a
Asset Resilience
RES1 Thermal
Resilience
and On-
Site Flood
Mitigation
Promotes buildings
that are designed to
maintain critical op-
erations and func-
tions in the face of
a shock or stress.
Complete the following sections of the Toronto Green
Standard Resilience Checklist:
(1) Section B: "Thermal Resilience & Safety" and
(2) Section D: "On-Site Flood Mitigation"
RES2 Refuge Ar-
ea and
Back-Up
Generation
Enables self-
recovery during
emergency power
disruption.
Provide 72 hours of backup power to the refuge area
and essential building systems during an extended pow-
er outage. Install a backup power system that will sup-
port future conversion to biofuels. The backup power
system can be renewable natural gas fueled.
Circular Economy
CIR1 Low-
Impact Ma-
terials
Encourages the use
of environmentally
preferable building
materials from man-
ufacturers who
have verified im-
proved environmen-
tal life-cycle im-
pacts.
Ensure at least 25% (by cost) of the total value of per-
manently installed building products meet the require-
ments for at
least two of the responsible extraction criteria identified
below:
(1) Extended producer responsibility.
(2) Bio-based materials. Bio-based products must
meet the Sustainable Agriculture Network’s Sustainable
Agriculture Standard.
(3) Wood products. Wood products must be certified
by the Forest Stewardship Council or Canada Green
Building Council-approved equivalent.
(4) Materials reuse. Reuse includes salvaged, refur-
bished, or reused products.
Attachment #1 to Report #2023-COW-18
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Page 38 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
CIR1 (5) Recycled content. Recycled content is the sum of
post-consumer recycled content plus one-half the pre-
consumer recycled content, based on weight.
(6) Products sourced (extracted, manufactured and
purchased) within 800 km of the project site.
CIR2 Lifecycle
Cost Anal-
ysis
To reduce building-
related GHG emis-
sions.
Conduct a Lifecycle Cost Analysis in accordance with
the Durham Standard -Lifecyle Impact Analysis,
Part 1: Cost and Durham Standard -Carbon Pricing
Escalation.
CIR3 Embodied
Carbon
and Whole
Building
Lifecycle
Assess-
ment
Encourages adap-
tive reuse and opti-
mizes the environ-
mental performance
of materials.
Evaluate the embodied carbon content of the building
design in accordance with the Durham Standard -
Lifecyle Impact Analysis, Part 2: Embodied Carbon
Optional/Performance:Using the lifecycle analysis
conducted, demonstrate a minimum of 20% embodied
carbon reduction, compared to a baseline building.
CIR4 Construc-
tion Waste
Manage-
ment &
Construc-
tion Waste
Diversion
Reduces construc-
tion and demolition
waste disposed of
in landfills and in-
cineration facilities
through waste pre-
vention and by re-
using, recovering,
and recycling mate-
rials, and conserv-
ing resources for
future generations.
Manage construction and demolition waste in accord-
ance with O. Reg 103/94: Industrial, Commercial and
Institutional Source Separation Programs.
Either:
(1) Divert >75% of total construction waste across 4
material streams. or 2(2) Generate <100 kg/m of waste.
Attachment #1 to Report #2023-COW-18
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Page 39 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose
Feature
of Design Target
CIR5 Waste
Storage
Space
Reduces the envi-
ronmental harm
from materials and
products purchased
and used during
operations and
maintenance of
buildings.
Provide sufficient, accessible space for waste storage,
with separated collection of recyclables and organics.
For non-residential properties, provide appropriate
measures for collection of household hazardous waste,
batteries, and e-waste.
Tracks and reduces
the waste that is
generated by build-
ing occupants and
hauled to and dis-
posed of in landfills
and incinerators.
Indoor Environmental Quality
IEQ1 Ventilation Contributes to the
comfort and well-
being of all occu-
pants by establish-
ing minimum stand-
ards for indoor air
quality (IAQ).
Design the mechanical ventilation system to meet the
minimum requirements of ASHRAE 62.1-2010, Sections
4-7 or a local equivalent, whichever is more stringent.
Install or upgrade the quality of all filters to MERV 13.
IEQ2 Residential
Radon and
Tobacco
Smoke
Control
Prevents or mini-
mizes exposure of
occupants, indoor
surfaces, and venti-
lation air distribution
systems to environ-
mental tobacco
smoke.
Implement no smoking signage at the building.
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Page 40 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
IEQ3 Low-
Emitting
Materials
Reduces the con-
centrations of
chemical contami-
nants that can re-
duce the air quality,
and protects the
health, productivity,
and comfort of in-
stallers and occu-
pants.
Option 1
Use a combination of the following materials that comply
with emissions and content requirements for at least 2
of the following categories.
(1) Adhesives and sealants: 100% compliant with vola-
tile organic compounds (VOC) content requirements
and 90% compliant with the emissions evaluation out-
lined in the California Department of Public Health
(CDPH) Standard Method v1.1-2010.
(2) Paints and coatings: 100% compliant with VOC
content requirements and 90% compliant with the emis-
sions evaluation outlined in the CDPH Standard Method
v1.1-2010.
(3) Flooring: 100% compliant with the emissions evalu-
ation outlined in the California Department of Public
Health (CDPH) Standard Method v1.1-2010. UL Green-
Guard Gold, FloorScore, Green Label Plus, NSF-332,
SCS Indoor Advantage, GUT, Blue Angel, and Collabo-
rative for High Performance Schools certified products
meet this requirement.
(4) Composite wood: 100% of products must be Cali-
fornia Air Resources Board (CARB) certified as ultra-low
-emitting formaldehyde or products that do not contain
added formaldehyde.
(5) Ceilings, Walls, Thermal and Acoustic Insulation:
100% compliant with the emissions evaluation outlined
in the CDPH Standard Method v1.1-2010. UL Green-
Guard Gold, SCS Indoor Advantage, Blue Angel, and
Collaborative for High Performance Schools certified
products meet this requirement.
Option 2:If some products in the categories outlined
above do not meet the criteria, a budget calculation may
be used and must exceed 50% of the budget.
IEQ4 Pre-
Occupancy
Air Quality
Manage-
ment
Preserve the well-
being of construc-
tion workers and
occupants by mini-
mizing IQA prob-
lems associated
with construction
and renovation.
Develop and implement an indoor air quality (IAQ) man-
agement plan for the construction and preoccupancy
phases. During construction, meet control measures of
the Sheet Metal and Air Conditioning Nation Contractors
Association (SMACNA) IAQ Guidelines for Occupied
Buildings under Construction, 2nd edition, 2007, Chap-
ter 3.
Attachment #1 to Report #2023-COW-18
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Page 41 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
IEQ5 Thermal
Control
Promote occupant
productivity, com-
fort, and well-being
by providing quality
thermal comfort.
Provide individual thermal comfort controls for at least
50% of individual occupant spaces. Provide group ther-
mal comfort controls for all shared multi-occupant spac-
es
IEQ6 Interior
Lighting
Control
Promote occupant
productivity, com-
fort, and well-being
by providing ade-
quate lighting.
Provide dimmable or multilevel lighting for 90% of occu-
pant spaces.
IEQ7 Interior
Lighting
Quality
Promotes occupant
productivity, com-
fort, and well-being
by providing ade-
quate lighting.
Either:
(1) Glare Control
-Use light fixtures with a luminance of less than
7,000 candela per square meter (cd/m2) between 45
and 90 degrees from nadir; or
-Achieve a Unified Glare Rating (UGR) rating of
<19 using software modelling calculations of the de-
signed lighting.
(2) Colour Rendering
-Use light sources that have a Color Rendering In-
dex (CRI) of at least 90; or
-Use light sources that have a Color Fidelity Index
greater than or equal to 78 and a gamut index between
97 and 110, determined in accordance with Illuminating
Engineering Society (IES) TM-30.
(3) Surface Reflectivity
-For at least 90% regularly occupied spaces, use
interior finishes with a surface reflectance greater or
equal to 80% for ceilings and 55% for walls. If included
in the project scope, use furniture finishes with a surface
reflectance greater or equal to 45% for work surfaces
and 50% for movable partitions.
Attachment #1 to Report #2023-COW-18
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Page 42 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
IEQ8 Daylight
Penetra-
tion
Connects occu-
pants to the out-
doors, reinforces
circadian rhythms,
and reduces the
use of electrical
lighting.
Either:
(1) Demonstrate through annualized, climate-based
daylight simulations (in accordance with IES LM 83) that
ASE1000,250 (annual sunlight exposure no more than
1000 lux for 250 hours) for no more than 10% of regu-
larly occupied floor area is achieved, and that
sDA300/50% (spatial daylight autonomy with minimum
300 lux for 50% of operating hours, 8am-6pm) for 55%
of regularly occupied floor area is achieved. or
(2) Demonstrate through computer modeling that illu-
minance levels will be between 300 lux and 3,000 lux for
9am and 3pm on a clear-sky day at the equinox for 75%
of regularly occupied floor area; or
(3) Demonstrate through two sets of direct measure-
ments (furniture, fixtures, and equipment in place) that
illuminance levels are between 300 lux and 3,000 lux.
IEQ9 Quality
Views
Improves occupant
well-being by con-
necting occupants
with the natural out-
door environment.
Provide occupants in the building with a view to the out-
door natural or urban environment for 75% of all regular-
ly occupied floor area by providing one of the following
(views into interior atria may be used to meet up to 30%
of the required area):
(1) Nature, urban landmarks or art. or
(2) Objects (at least 25 ft (7.5 m) from exterior of glaz-
ing).
Occupants must have direct access to the view and be
within 3 times the head height of the glazing with no per-
manent interior obstructions between the occupant and
the window. Vertical columns smaller than 0.3 m wide
and horizontal features smaller than 0.3 m high are ex-
cluded.
Views must be through glass with a visible light trans-
mittance (VLT) above 40%. If the glazing has frits, pat-
terns, or tints the view must be preserved. Neutral gray,
bronze, and blue-green tints are acceptable.
Attachment #1 to Report #2023-COW-18
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Page 43 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
IEQ10 Noise Con-
trol
Provides indoor
spaces that pro-
mote occupant well-
being, productivity,
and communica-
tions by providing
noise controlled en-
vironments.
Meet at least 2 of the 3 following requirements for all
spaces
(1) HVAC Background Noise: Achieve the maximum
background noise levels from HVAC equipment per
2015 ASHRAE Handbook, HVAC Applications, Chapter
48, Table 1, and calculate or measure sound levels.
Comply with the design criteria for HVAC noise levels
resulting from transmission paths listed in ASHRAE
2015 Applications Handbook, Table 6
(2) Sound Transmission: Categorize all spaces by use
and desired level of acoustic privacy. Meet the Compo-
site Sound Transmission Class (STCC) ratings or Noise
Isolation Class ratings listed in the LEED guide
(3) Reverberation Time: Meet the reverberation time
requirements listed in the LEED guide
Water Quality and Efficiency
WTR1 Storm-
water Re-
tention &
Reuse
Reduces storm-
water peak flow and
runoff volume from
the site by promot-
ing the natural hy-
drological cycle.
Retain a minimum of 50% of the total average annual
rainfall volume (or 5 mm from each rainfall event).
Either:
Provide at-grade bioretention facilities to capture and
control 75% of runoff from on-site hardscape surfaces.
or
Reforest a portion of the site (beyond the limit of a stew-
ardship plan).
WTR2 Water Use
Intensity
Reduces indoor po-
table water con-
sumption and pre-
serves potable wa-
ter resources.
Install water fixtures or use non-potable water to
achieve a 40% reduction in potable water use for the
building (excluding irrigation).
Reduce potable water use for irrigation by 60%.
WTR3 Water Me-
tering
Conserves potable
water resources
and identifies op-
portunities for addi-
tional water savings
by tracking water
Install permanent water meters that measure the total
potable water use for the building and associated
grounds. Meter data must be compiled into monthly and
annual summaries; meter readings can be manual or
automated.
Attachment #1 to Report #2023-COW-18
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Page 44 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
WTR4 Storm-
water Run-
off Quality
(Total Sus-
pended
Solids & E.
Coli)
Preserves the water
quality in water run-
off leaving the site.
Remove an annual average of 80% of total suspended
solids from runoff leaving the site and control the
amount of E.Coli leaving the site according to City of To-
ronto Wet Weather Flow Management Guidelines.
WTR5 Drought-
Tolerant
Land-
scapes
Reduces outdoor
potable water con-
sumption and pre-
serves potable wa-
ter resources.
Where potable water is used for irrigation, provide
drought-tolerant plants for at least 50% of the land-
scaped site area (including at-grade landscapes, vege-
tated roofs and walls).
Ecology
ECO1 Green &
Cool Pav-
ing
Minimizes the ad-
verse effects on mi-
croclimates and
wildlife habitats by
reducing heat is-
lands.
Use a combination of the following strategies to treat at
least 75% of the site’s non-roof hardscape:
(1) High albedo paving materials with an initial solar
reflectance of at least 0.33 or solar reflectant index
(SRI) of 29.
(2) Open grid pavement with at least 50% pervious-
ness shade from existing or new tree canopy within 10
years of landscape installation.
(3) Shade from architectural structures that are vege-
tated or have an initial solar reflectance of at least 0.33
at installation or an SRI of 29.
(4) Shade from structures with energy generation.
ECO2 Green &
Cool Roofs
Minimizes the ad-
verse effects on mi-
croclimates and
wildlife habitats by
reducing heat is-
lands.
Provide a green roof equal to the greater than 50% of
the available roof space or the coverage requirement of
the Toronto Green Roof By-law (i.e. net roof area given
renewable energy per ONG4, private terrace, or amenity
space).
Provide a cool roof on areas of available roof space not
covered by green roof area. The cool roof must have a
minimum solar reflectance index value of 82 (for low-
sloped roofs <2.12) or 39 (for steep-sloped roofs >2.12).
Attachment #1 to Report #2023-COW-18
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Page 45 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
ECO3 Tree Plant-
ing Areas
and Soil
Volume
Supports tree
growth and enhanc-
es the urban forest.
Ensure that each separate tree planting area has a mini-
mum space of 30 m3 soil. Provide the total amount of
soil on the site by the formula: Total Soil = 40% of the
site area ÷ 66 m² x 30 m³
Plant large growing shade trees along street frontages
that are spaced appropriately having regard to site con-
ditions, and that have access to a minimum of 30 m3 of
soil per tree.
If surface parking is permitted and provided, plant large
growing shade trees throughout the parking lot interior
at a minimum ratio of one tree planted for every five
parking spaces supplied.
ECO4 Site Man-
agement
Policy
Provides environ-
mentally sensitive
site management
practices that pro-
tects and enhances
habitat, reduces
pollutants and
waste, protects
soils and hydrology,
and reduces site
domestic water use.
Provide an enhanced buffer planting plan adjacent to
identified key natural heritage features and/or key hy-
drologic features above and beyond the site-specific de-
velopment requirements.
ECO5 Biodiverse
Native and
Pollinator
Supportive
Species
Provides habitat
and promotes biodi-
versity.
Provide a minimum of 50% of available roof space as a
biodiverse green roof to support pollinator species. Res-
idential buildings less than 6 storeys or 20 m in height
are exempt from this performance measure.
Using at least 50% plant species native to southeast
Ontario, restore predevelopment native ecological com-
munities, water bodies, or wetlands on the project site in
an area equal to or greater than 20% of the develop-
ment footprint.
ECO6 Invasive
Species
Conserves existing
natural areas and
promote biodiversi-
ty.
Do not introduce any invasive species
Attachment #1 to Report #2023-COW-18
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Page 46 Durham Standard v.1
Appendix C (Cont’d)
Sec-
tion
Facility
Design
Feature
Purpose of Design
Feature
Target
ECO7 Bird
Friendly
Glazing
Reduces bird colli-
sions and mortali-
ties.
Treat 95% of all exterior glazing above 12 m or above
tree canopy with:
(1) Low reflectance, opaque materials.
(2) Visual markers applied to glass with a maximum
spacing of 100 mm x 100 mm.
(3) Building-integrated structures to mute reflections on
glass surfaces.
ECO8 Dark Sky
Friendly
Lighting
Increases night sky
access, improves
nighttime visibility,
and improves the
nighttime environ-
ment for wildlife.
All exterior fixtures must be dark sky compliant and
meet RP-8 Guidelines. Façade/rooftop illumination must
be directed down and turned off between 10pm and
6am.
Install an automatic device that reduces the outward
spillage of internal light by:
(1) Reducing the input power to non-emergency light-
ing fixtures by at least 50% outside of facility operating
hours.or
(2) Shielding all non-emergency light fixtures outside of
facility
operating hours.
Attachment #1 to Report #2023-COW-18
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