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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 - 1 - 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: - 3 - 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. - 10 - 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 - 13 - 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) - 15 - 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. - 16 - 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 - 17 - 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. - 19 - 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. - 20 - 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. - 21 - 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 - 22 - 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. - 23 - 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. - 24 - 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 - 27 - 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. - 28 - 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 - 29 - 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 To u r i s m E d u c a t i o n Re s e a r c h /T r a c k i n g Ad v o c a c y Ge n e r a l M a r k e t i n g Ta r g e t e d M a r k e t i n g Vi s i t o r I n f o r m a t i o n Wa y f i n d i n g S i g n a g e To u r i s m W e b s i t e Ma p s a n d G u i d e s In d u s t r y E q u i p p i n g Co m m u n i t y -En g a g e d 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. - 102 - 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, - 103 - 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. - 104 - 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; - 105 - 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: - 106 - 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. - 107 - 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. - 108 - 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; - 109 - 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 - 118 - 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. Attachment #1 to Report #2023-COW-18 - 119 - 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 Attachment #1 to Report #2023-COW-18 - 120 - Page 8 Durham Standard v.1 Capital Project Implementation (cont d) 2.Schematic Design Workflow 3.Detailed Design Workflow Attachment #1 to Report #2023-COW-18 - 121 - Page 9 Durham Standard v.1 Capital Project Implementation (cont’d) 4.Construction Documentation Workflow 5.Construction Workflow Attachment #1 to Report #2023-COW-18 - 122 - Page 10 Durham Standard v.1 Capital Project Implementation (cont’d) 6.Substantial Completion & Occupancy Workflow Attachment #1 to Report #2023-COW-18 - 123 - 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 Attachment #1 to Report #2023-COW-18 - 124 - 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 Attachment #1 to Report #2023-COW-18 - 125 - 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 Attachment #1 to Report #2023-COW-18 - 126 - 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 Attachment #1 to Report #2023-COW-18 - 127 - 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. Attachment #1 to Report #2023-COW-18 - 128 - 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. Attachment #1 to Report #2023-COW-18 - 129 - 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. Attachment #1 to Report #2023-COW-18 - 130 - 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. Attachment #1 to Report #2023-COW-18 - 131 - 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. Attachment #1 to Report #2023-COW-18 - 132 - 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. Attachment #1 to Report #2023-COW-18 - 133 - 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. Attachment #1 to Report #2023-COW-18 - 134 - 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. Attachment #1 to Report #2023-COW-18 - 135 - 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). Attachment #1 to Report #2023-COW-18 - 136 - 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 - 137 - 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 - 138 - 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 Attachment #1 to Report #2023-COW-18 - 139 - 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 - 140 - 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 - 141 - 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. Attachment #1 to Report #2023-COW-18 - 142 - 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 - 143 - 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 - 144 - 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 - 145 - 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. Attachment #1 to Report #2023-COW-18 - 146 - 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 - 147 - 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 - 148 - 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. Attachment #1 to Report #2023-COW-18 - 149 - 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 - 150 - 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 - 151 - 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. Attachment #1 to Report #2023-COW-18 - 152 - 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 - 153 - 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 - 154 - 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 - 155 - 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 - 156 - 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 - 157 - 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 - 158 - 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 - 159 -